Profiles in Leadership Journal Fourth Quarter 2025

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INSIDE THIS ISSUE Where are they now?

By Sharon Broussard

The Power of Preference: How Leaders Improve Engagement and Performance by Recognizing Differences

By Amanda J. Felkey, PhD

The Unwritten Rule of Leadership: How Empathy Delivers Results 2025

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The AI Impact: Managing the AI-Human Hybrid Workforce

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From 2% to Powerhouse: How Women Investors Are Rewriting the Venture Playbook

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Since 1999,

Profiles in Leadership Journal has been carving out a path as a trusted and distinguished platform for organizations to recognize and honor exceptional leadership. Through our long-standing collaboration with leading companies, we provide a prestigious and widely respected avenue for celebrating individuals who drive progress, innovation, and excellence.

We proudly ask you to continue this journey with us.

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FROM THE PUBLISHER

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Honoring exceptional leadership

FOUNDER/CEO/PUBLISHER

James R. Rector VICE PRESIDENT OF PRODUCTION/DESIGNER

Stephen A. Toth FEATURE EDITOR

Sharon Broussard EXECUTIVE ASSISTANT

Elena Rector DIGITAL OPERATIONS MANAGER

David Toth LETTERS TO THE EDITOR

Profiles in Leadership Journal Gemini Towers #1 • 1991 Crocker Road, Suite 600 • Westlake, OH 44145 Tel: 440.892.0444 • Fax: 440.892.0737 publisher@leadershipjournal.com SUBSCRIPTIONS

Single issue $14.95 1 year subscription (4 issues) $45.00 2 year subscription (8 issues) $82.50 Canada, 1 year subscription $52.50 Canada, 2 year subscription $97.50 International, 1 year $99.95 International, 2 year $187.50 U.S. funds only. Subscriptions can be ordered at: www.leadershipjournal.com or call customer service at 800.573.2867 Copyright © 2025 Rector Inc. SUBMISSIONS

REPRINTS: publisher@leadershipjournal.com EDITORIAL: publisher@leadershipjournal.com PHOTOS & ARTWORK: stevetoth@leadershipjournal.com FOLLOW US AT:

issuu.com/diversityjournal For over 27 years, Profiles in Leadership Journal (formerly Profiles in Diversity Journal®) has been a trusted and prestigious platform for organizations to recognize and honor exceptional leadership. Through our long-standing collaboration with leading companies, we provide a prestigious and widely respected avenue for celebrating individuals who drive progress, innovation, and excellence. Organizations can nominate their leaders with confidence, knowing their achievements will be showcased with integrity and distinction.

Honored to Be Honoring Leadership This quarterly issue of Profiles in Leadership Journal™ celebrates 31 outstanding leaders. Each profile reflects leadership demonstrated in real organizations, under real conditions, and in ways that made a difference for people and performance. It is a privilege to work with the organizations that take the time to acknowledge their leaders and to publish these full-page profiles in the leaders’ own words. Reading their perspectives and reflections never feels routine. It keeps this work exciting and meaningful.

To each of the 31 leaders profiled in this issue, congratulations, and thank you for the leadership you bring to your organizations and communities.

As we close out 2025, I find myself not winding down, but remaining deeply engaged in the work. The language around leadership, inclusion, and performance continues to evolve. Not because leadership itself has changed, but because the environment leaders are operating in has become more complex, more regulated, and more distributed. I find that challenge energizing. It keeps the work honest and relevant.

Recently, the Society for Human Resource Management (SHRM) shared its perspective on where inclusion and diversity are heading in 2026, emphasizing approaches that are legally sound, workplaceunifying, and tied to tangible business outcomes. That framing resonated with me. Leadership matters most when it strengthens teams, unlocks talent, reduces friction, and helps organizations perform better.

Since 1999, the Leadership Journal has recognized leadership where it actually shows up, not in slogans, but in impact. I am also profoundly grateful to our production team, whose patience, creativity, and professionalism bring each quarterly issue to life with respect and aplomb.

As we look ahead to 2026, I do so with curiosity and optimism.

I wish you a joyful holiday season and a healthy, productive New Year.

Thank you for your continued trust and partnership.

The views expressed in this publication are those of the authors and may or may not represent the views of the publisher. Reproduction in whole or in part without written permission is prohibited.

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James R. Rector Founder & Publisher Since 1999

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INSIDE THIS ISSUE PROFILES IN

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US Head of Aviation Norton Rose Fulbright US LLP

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01 | From the Publisher 08 | The Power of Preference: How Leaders Improve Engagement and Performance by Recognizing Differences by Amanda J. Felkey, PhD 12 | 2025 Q4 EMERGING LEADER AWARDS 24 | The Unwritten Rule of Leadership: How Empathy Delivers Results by Shweta Maniar 28 | 2025 LEGAL LEADERSHIP AWARDS 42 | Navigating the Path to Public Board Service: A Journey in Progress

by Christine Sakdalan 46 | 2025 BLACK LEADERSHIP AWARDS 50 | From 2% to Powerhouse: How Women Investors Are Rewriting the Venture Playbook by Samina Bari 54 | 2025 JOYFUL LEADERSHIP AWARDS 58 | The AI Impact: Managing the AI-Human Hybrid Workforce by Wema Hoover 62 | 2025 INNOVATION LEADER AWARDS 72 | Where are they now?

104 | Corporate Index PROFILES IN

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2026 PLJ Awards Calendar

UPCOMING AWARDS Magazine Issue - First Quarter 2026 NOMINATIONS CLOSE: JANUARY 30, 2026

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PAGE 08

The Power of Preference: How Leaders Improve Engagement and Performance

by Recognizing Differences

By Amanda J. Felkey, PhD This article presents a dual-pathway model explaining why leaders who take preferences and engagement styles into account consistently achieve better outcomes.

Amanda Felkey explains how effective leadership is centered on understanding and responding to individual differences, enhancing engagement and performance.

PAGE 12

Q4 Emerging Leader Awards

This edition features nine profiles showcasing the dedication and achievements of these leaders, including their responses to challenging questions and engaging essays. The content provides readers with unique insights into the talents and innovations of these remarkable individuals.

PAGE 24

The Unwritten Rule of Leadership: How Empathy Delivers Results

By Shweta Maniar The leaders who will thrive in tomorrow's multigenerational workplace understand that kindness, trust, and genuine human connection aren't soft skills.

They're the hardest skills to master and the most powerful tools for attracting top talent, reducing turnover, and driving results that actually stick. In a business world that often rewards aggression, choosing empathy isn't the easy path. It's the strategic one.

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2025 Legal Leadership Awards These impressive award recipients featured in our publication exemplify excellence across various facets of legal practice. They are confident, determined, high-performing, and purpose-driven professionals who consistently add value to their colleagues, clients, communities, and the organizations they serve.

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Navigating the Path to Public Board Service: A Journey in Progress

By Christine Sakdalan Despite efforts to diversify corporate leadership, women still encounter significant challenges in securing board seats. A senior pharmaceutical executive describes board service as a meaningful career extension and a chance to leverage her experience and leadership skills beyond her current role. She emphasizes that securing a board seat is a deliberate journey requiring a clear personal brand and value proposition.

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2025 Black Leadership Awards These unique individuals exemplify confidence, determination, and high performance. They are purpose-driven professionals who add significant value to their coworkers, customers, communities, and their organizations.

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PAGE 50

From 2% to Powerhouse: How Women Investors Are Rewriting the Venture Playbook

By Samina Bari Only 2% of venture capital (VC) funding goes to womenled startups, highlighting a major economic opportunity being missed. Women in the US hold about $34 trillion in investable assets, expected to grow to 38% of all investable assets by 2030. By investing in women-led ventures and forming supportive networks, women can harness their financial power, create economic returns, and build a more equitable business landscape.

PAGE 54

2025 Joyful Leadership Awards This new award honors leaders who infuse their organizations with joy, enthusiasm, and inspiration.

This accolade acknowledges individuals who lead with compassion and humanity, fostering uplifting workplaces. These leaders prioritize positivity, growth, and fulfillment, complementing strategic thinking and decision-making.

PAGE 58

The AI Impact: Managing the AIHuman Hybrid Workforce

By Wema Hoover A recent Gallup study shows U.S. employees using AI in their jobs has nearly doubled to 40% in two years. Companies are investing heavily in AI, few bosses understand its impact on business outcomes. There's a generational divide: Gen Z views AI as a natural tool, integrating it seamlessly into their workflows, unlike older generations who face adaptation challenges. Organizations must address these gaps to effectively harness AI's potential.

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2025 Innovation Leader Awards This esteemed accolade recognizes visionary leaders within organizations who are at the forefront of advancing cutting-edge strategies, programs, and practices. These distinguished individuals are committed to fostering innovation, enhancing efficiency, streamlining workflows, and ultimately elevating organizational productivity.

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Where are they now?

Connect with 30 previous recipients of the Women Worth Watching® Award and discover their recent professional endeavors. Learn about their advancements in their careers, transitions to new teams, or ventures into entrepreneurship. Their remarkable contributions and accomplishments are sure to leave you impressed and motivated.

PAGE 104

Corporate Index Please take a moment to review the list of organizations that were featured or advertised in this issue. Their contributions are truly invaluable.

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THE POWER OF PREFERENCE: How Leaders Improve Engagement and Performance by Recognizing Differences

By Amanda J. Felkey, PhD

INTRODUCTION Effective leadership is fundamentally about people.

Yet many leadership practices still assume that those being led will engage, contribute and perform in similar ways.

Research across education, psychology and organizational science shows the opposite: Individuals vary widely in how they prefer to interact, problem-solve, collaborate and grow. When leaders recognize and respond to these differences, engagement and performance improve.

Engagement is not a fixed trait. It is shaped by context

and leadership behavior.

When people feel that their preferences and perspectives are understood and respected, they are more motivated, more persistent and more willing to contribute. Conversely, when leaders overlook these differences, even highly capable individuals may disengage.

This article presents a dualpathway model explaining how leaders who take individual differences into account enhance engagement and outcomes. The direct pathway operates through perception: People are more engaged when they experience respect, autonomy and belonging.

The indirect pathway operates through design: Leaders structure work, communication and problem-solving in ways that allow different people to engage effectively. Together, these pathways explain why inclusive, responsive leadership consistently outperforms onesize-fits-all approaches.

ENGAGEMENT AS A DRIVER OF PERFORMANCE Engagement is a powerful predictor of performance across domains. It encompasses multiple dimensions, including cognitive, emotional, behavioral and agentic en-

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gagement. These dimensions describe not only whether people show up, but how fully they invest in their work.

Cognitive engagement reflects mental effort. It is thinking deeply, problem-solving and applying expertise. People who are cognitively engaged are more likely to innovate, make sound decisions and adapt to complexity.

Emotional engagement includes interest, connection and meaning. Positive emotional engagement supports motivation and resilience, especially during periods of change or challenge.

Behavioral engagement

“

ment is not a “soft” outcome, rather it is a core mechanism through which leadership effectiveness is realized.

THE DIRECT PATHWAY: BEING SEEN AND VALUED The first pathway linking leadership behavior to engagement is direct and psychological. When leaders take individual differences into account, they send a powerful signal: you are seen and valued as an individual.

This recognition fosters trust, belonging and motivation.

People are more willing to invest effort when they believe

approaches without regard for differences, engagement declines. Perceived indifference undermines trust and reduces discretionary effort.

UNDERSTANDING PREFERENCES BUILDS SELF-AWARENESS AND OWNERSHIP Leaders who help people understand their own preferences further strengthen engagement.

When individuals gain insight into how they communicate, learn, or contribute best, they become more effective and self-directed.

This awareness supports

When individuals gain insight into how they communicate, learn, or contribute best, they become more effective and self-directed.

refers to observable effort like participation, persistence and follow-through. High behavioral engagement is associated with reliability, productivity and consistency.

Agentic engagement captures proactive contribution, for example, offering ideas, asking questions and shaping processes. Agentic engagement is especially valuable in leadership contexts because it fuels continuous improvement and shared ownership.

Research consistently shows that engagement across these dimensions predicts better performance, well-being and retention. For leaders, engage-

”

their strengths and preferences matter. They are also more likely to take risks, like sharing ideas, challenging assumptions and learning from mistakes, when they feel respected.

Importantly, this pathway does not require full accommodation of every preference. Rather, it depends on acknowledgment. Even when constraints limit flexibility, people respond positively when leaders listen, explain decisions and demonstrate consideration.

However, the direct pathway can work in reverse.

When leaders solicit input but ignore it, or impose uniform

cognitive engagement by helping people choose strategies that align with their strengths. It increases confidence by reframing challenges as manageable when approached in the right way. Emotionally, it validates identity and reduces unnecessary frustration.

Most importantly, self-awareness fuels agentic engagement. People who understand their preferences are more likely to speak up, advocate for what they need and take responsibility for their development and performance.

From a leadership perspec-

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tive, this creates leverage: rather than managing every interaction, leaders enable people to manage themselves more effectively.

When leaders design these structures with differences in mind, engagement increases.

and resilient.

For example:

RESPONSIVENESS IS THE CRITICAL MODERATOR

• Offering multiple ways to contribute (spoken, written, asynchronous) broadens participation.

Leadership effectiveness depends not on treating everyone the same, but on treating people fairly by recognizing meaningful differences. This article presented a dual-pathway model explaining why leaders who take preferences and engagement styles into account consistently achieve better outcomes.

Directly, acknowledgment fosters trust, motivation and belonging. Indirectly, thoughtful design of work and interaction creates environments where diverse people can engage and perform at their best.

In a world of increasing complexity and change, leaders need people who are engaged, agentic and resilient. Recognizing and responding to differences is not an optional leadership skill, it is central to leading well. PLJ

The impact of acknowledging differences depends heavily on responsiveness.

People pay close attention to whether leaders act on what they learn.

Research on motivation and leadership shows that perceived support, such as listening, explaining decisions and adjusting where possible, predicts engagement and trust. When leaders demonstrate responsiveness, people feel respected even if not every preference can be met.

When leaders fail to respond, especially after inviting input, disengagement increases.

Effective leaders close the loop. They communicate how input shaped decisions, clarify constraints and signal where flexibility exists. This transparency preserves trust and reinforces a culture of mutual respect.

THE INDIRECT PATHWAY: DESIGNING WORK FOR DIVERSE ENGAGEMENT The second pathway through which leaders account for differences is structural. Leaders shape how work gets done by styling how meetings run, how decisions are made, how problems are solved and how success is evaluated.

• Varying collaboration formats supports both reflective and interactive contributors.

• Allowing flexibility in how goals are achieved respects differences in working styles.

• Providing choice in how work is demonstrated increases ownership and accountability.

These design choices do not reduce standards; they expand access to high performance. People engage more deeply when structures allow them to contribute effectively.

ENGAGEMENT ACROSS ALL DIMENSIONS When leaders acknowledge and account for differences, engagement increases across emotional, behavioral, cognitive and agentic dimensions.

People are more motivated, more persistent, more thoughtful and more proactive.

Over time, this creates a virtuous cycle. Engagement drives performance, performance reinforces confidence and confidence fuels further engagement. Teams become more adaptive, inclusive

CONCLUSION

Dr. Amanda J Felkey earned a Ph.D. in Behavioral Economics from Cornell University and DEI Certificates from eCornell and Northwestern University. Her behavior-change frameworks have been used by universities and corporations to elicit positive personal change, create habits enhancing individual wellbeing and make workplaces more inclusive. Felkey is the James S. Kemper Foundation Professor of Economics at Lake Forest College.

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DEADLINE EXTENDED TO: January 30, 2026 In the forthcoming First Quarter issue, PLJ will honor Latino and Hispanic Leaders with the Latino & Hispanic Leadership Award.

We invite you to participate in this initiative by nominating a team member who exemplifies advocacy, perseverance, legacy, or professional excellence as a Latino or Hispanic Leader. By nominating one or more Latino and Hispanic Leaders, you have the opportunity to highlight the talents, ambition, and achievements of these exceptional individuals.

Nominate Today!

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EMERGING PLJ Recognizes our

2025 Q4 EMERGING LEADERS Award Winners

For over two decades, Profiles in Leadership Journal has been committed to recognizing and celebrating a diverse array of leaders. Our primary mission is to illuminate those who have made significant contributions to their organizations and communities. We are pleased to present the Q4 Emerging Leaders Award winners, an initiative designed to honor the exceptional leadership and contributions of rising professionals across various fields.

In this edition, we feature nine profiles that underscore the dedication and extraordinary achievements of these Emerging Leaders. Each awardee has thoughtfully responded to challenging questions and provided an engaging essay. This content offers our readers a unique opportunity to gain deeper insights into the talents and innovations of these remarkable individuals.

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Tracy Peterson

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Education: JD, Brooklyn Law School; BA, University of Vermont Company Name: Braverman Greenspun, P.C. Industry: Law Company CEO: Robert Braverman Company Headquarters Location: New York, NY Number of Employees: 37 Words you live by: Do what is right, not what is easy—a reminder that true success comes from courage, accountability, and lifting others along the way.

Who is your personal hero? Norma L. Shapiro What book(s) are you reading? The Covenant of Water by Abraham Verghese What was your first job? Babysitting (age 12) Favorite charity: Springs Food Pantry Interests/Hobbies: Gardening, cooking, reading, running, and traveling.

Family: I have a husband, daughter, and a new puppy.

This lawyer keeps the lessons of a trailblazing judge alive Early in my career, I had the extraordinary privilege of clerking for Judge Norma L. Shapiro, a trailblazing federal judge in Philadelphia.

Judge Shapiro was not only a pioneer in the legal field but also a model of intellect and integrity. She was among the first women to serve on the federal bench, and her presence alone challenged the assumptions of what leadership in law could look like.

Working in her chambers was transformative.

Judge Shapiro demanded excellence, but she paired that rigor with compassion and a genuine interest in the growth of those around her.

She taught me that the law is not simply about rules and precedent—it is about justice, fairness, and the human lives affected by every decision.

Watching her navigate complex cases with clarity and conviction gave me confidence that I, too, could step forward and lead with purpose.

What impressed me most was her confidence and strength. She showed me that leadership does not require volume or bravado; it requires consistency, courage, and an unwavering commitment to principle. Judge Shapiro encouraged me to trust my voice, to speak up even when my perspective was different, and to embrace the responsibility that comes with being a lawyer.

Although she has since passed, her mentorship continues to guide me today. Whenever I face a difficult decision, I recall her example: deliberate, thoughtful, and fearless in pursuit of justice.

Judge Shapiro gave me more than professional training—she gave me the confidence to believe that my voice matters, that my leadership can make a difference, and that stepping forward is not only possible but necessary. Her legacy lives on in every lawyer she mentored, and I am proud to carry her lessons with me.

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Michael A. Savino Partner

What Others Can Learn from My Leadership Style Leadership is not a single, defined path—it is a journey shaped by experience, mistakes, and continuous learning. My foundation began early, influenced by parents who instilled a strong work ethic and the principle that success requires effort and focus. These values taught me that hard work and dedication are the cornerstones of effective leadership.

From my first job at age 12, I was exposed to diverse leadership styles. I learned that fearbased approaches—such as aggression or public criticism—stifle growth and discourage learning.

Instead, I believe in guiding others honestly and constructively, helping them learn from mistakes without fear. This does not mean that one should sugarcoat constructive criticism, as that may also stifle growth and learning if you are not open and honest with others on your team.

For me, leadership means more than achieving results; it is about fostering collaboration, inspiring growth, and creating an environment where people feel valued. My approach is grounded in three principles: empathy, accountability, and empowerment. These principles enable adaptability, emotional intelligence, and clear communication— qualities essential in today’s world. These are the principles I try to instill in those I work with, as well as my young children.

Ultimately, success is not measured solely by outcomes but by the development and well-being of the people who make those outcomes possible. In the legal industry, no one should be judged on the mistakes they make as a young law clerk, or first-year associate, but on how they adapt to grow from the lessons and adversity that they meet. Great leaders do not stand above their teams—they stand with them, leading by example and hard work.

Education: JD, Roger Williams University School of Law; BA, Providence College Company Name: Braverman Greenspun, P.C. Industry: Legal Company CEO: Robert Braverman, Managing Partner Company Headquarters Location: New York, NY Number of Employees: 37 Words you live by: There is no substitute for hard work and dedication.

Who is your personal hero? My parents.

What book(s) are you reading? The New Kings of New York by Adam Piore.

What was your first job? I was a caddy at age 12.

Favorite charity: ASPCA Interests/hobbies: Spending time with my family, playing guitar and sports: Yankees, Islanders, Knicks, and unfortunately the Jets.

Family: My wife Alexa and two young children.

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Orrie Levy

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Education: JD, Benjamin N. Cardozo School of Law; BA, New York University Company Name: Cohen Ziffer Frenchman & McKenna LLP Industry: Law Company Headquarters Location: New York, NY Number of Employees: 50 Words you live by: Integrity is everything.

Who is your personal hero? My father What book(s) are you reading?

Unsong by Scott Alexander What was your first job? Lifeguard Favorite charity: Bike4Chai Interests/Hobbies: Cooking, Exercise, Painting Family: Wife and three children

Lead by example means teamwork, hard work and empowerment go hand in hand “Lead by example” is often a cliché or tagline; but for me it is a guiding principle. It means that we are in this together. It means that when I expect my team to fight zealously for our clients, but always within the bounds of ethics and integrity, it is because I am deeply committed to these values.

It means that if I ask my team to take pride in their work, it is because I take pride in my work. And it means that if I ask my team to work over the weekend it is because a project is important and time sensitive, and not because of mismanagement.

Rest assured, I make sure this happens rarely, and that I am working over the weekend too. I have found that this type of leadership not only leads to the best work product, but also fosters a work environment where people feel supported and empowered to take ownership over their work and develop professionally.

I learned this style of leadership early in my career as a prosecutor, observing my supervisors approach decision-making with care and deep conviction, knowing that their decisions impacted people’s lives. That approach to justice had a profound impact on me, as I found myself

working tirelessly to live up to their example, both in terms of their legal acumen, and in terms of their moral seriousness. At the same time, they trusted me with high-profile matters and significant responsibility at an early point in my career, which taught me that trusting people to rise to the occasion and giving them the support they need to succeed often encourages people to meet that challenge head on, rather than run from it.

This lesson in leadership continued as I transitioned to private practice, where I met colleagues and mentors (some of whom are now my partners) who were committed to honing their craft, and helped me take my practice to the next level.

They were always available (and still are) if I had a question, to discuss a case, offer constructive criticism, or to provide helpful guidance.

As I embark on the next chapter of my career, I intend to continue emulating the supervisors and mentors who taught me the critical value of leading by example. In doing so, I hope to empower the next generation of leaders to approach their legal practice tenaciously, but also with empathy.

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Jeff Vanzant

Vice President, Revenue Operations

Good leadership is a practice that begins with good character “Leadership isn’t about authority — it’s about character.”

I grew up in Barrie, Ontario, Canada, with big goals and a simple belief that hard work makes all the difference. One of those goals was to live and build a career in New York City, a long way from where I started.

When I was younger, my dad spent countless hours driving me to early-morning hockey practices and games. Years later, I asked him why he dedicated so much time and effort to it. He told me it was never about the sport; it was about what I’d learn from it—the value of teamwork, discipline, accountability, and resilience. That perspective, the idea of investing in the intangibles that build character, has shaped how I approach leadership.

Leadership, to me, isn’t about authority; it’s about character. Who you are matters more than what you do. It’s how you show up day after day, how you respond when things don’t go as planned, and the humility to keep learning while staying focused on serving those around you.

As a leader, I focus on creating clarity, building trust, and setting a standard people respect.

I believe pressure is a privilege, and that success comes from high expectations, consistency, and a genuine commitment to excellence. The role of a leader isn’t to take the spotlight; it’s to clear the path and make sure the team has what they need to succeed.

Leadership isn’t a destination. It’s a daily commitment to learn, to listen, and to bring out the best in others. Every day is another chance to grow and lead a little better.

Education: BS, Business Economics, State University of New York, Cortland Company Name: DailyPay Industry: Financial Technology Company CEO: Nelson Chai Company Headquarters Location: New York, NY Number of Employees: 1,000 Words you live by: Treat people the way you want to be treated—always.

Who is your personal hero?

My parents, Mark and Brigitte Vanzant What was your first job?

Business Development Representative Family: Grateful for my wife, Melissa, and our children, Noah and Celine.

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Vision, influence and assertiveness are all part of a strong leader’s toolbox

Education: Bachelor of Journalism, Toronto Metropolitan University (formerly Ryerson University) Company Name: Epiq Industry: Legaltech Company CEO: David Dobson Company Headquarters Location: New York, NY Number of Employees: 3,800 Your Location: Seattle, WA Words you live by: Talent doesn’t define our limits; mindset does.

Who is your personal hero? My parents What book(s) are you reading?

The Defining Decade by Meg Jay What was your first job?

Miniature golf attendant Favorite charity: Rodale Institute Interests/Hobbies: Hiking, exercising, reading, and baking.

Family: My family is my foundation. They taught me the value of curiosity, teamwork, discipline, and showing up—all things that guide how I lead in my life and work.

Leadership, to me, is about positive influence. It’s the ability to inspire, guide, and create an environment where people can thrive. Leaders who have stood out to me in my life are those who operate towards a clear long-term vision, are decisive, and communicate in a way that empowers rather than discourages. Great leaders don’t just set goals; they ignite a sense of purpose and give their teams the confidence to achieve those goals. Over time, I’ve realized that the qualities I admire most—assertiveness, a balance of structure and flexibility, and an unwavering commitment to excellence—are the ones I strive to embody in my own leadership journey.

Early in my postgraduate career, I was fortunate enough to witness an exemplary feat of leadership. Our company brought in a chief marketing officer to lead a global team of roughly 10 marketers who, despite their talent and dedication, were limited in resources, scale, and influence.

Within two years, the team had evolved into a 50-person powerhouse with specialized departments. This transformation was driven by a leader with a clear vision, who inspired alignment and commitment across the team.

Experiencing this operational and cultural shift firsthand at such an early stage in my career has shown me how effective leadership, combined with vision and perseverance, can achieve remarkable results.

The principles I saw in action during that transformation echoed lessons I learned much earlier in life. Growing up as the eldest of four, in a home where “put your shoulder to the wheel” and “do it well or not at all” were common refrains, I was naturally compelled to develop habits of taking initiative, guiding others, and being accountable.

My upbringing taught me that leadership isn’t confined to titles; it begins wherever responsibility exists.

Ultimately, leadership is about more than directing tasks; it’s about shaping outcomes through influence and vision. The leaders who have inspired me most instilled confidence, united people around a shared purpose, and always kept the bigger picture in focus. That’s the standard I hold myself to; that’s the kind of leader I aim to be.

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LEADERS

Annie Collart

Partner, White Collar & Investigations

Education: JD, Seton Hall University School of Law; BA, Marquette University Company Name: FBT Gibbons LLP Industry: Law Company CEO: Robert Sartin, Chairman; Peter Torcicollo and Adam Hall, Co-Managing Partners Number of Employees: 1,429 Words you live by: Assume the best about people.

Who is your personal hero? My father What book(s) are you reading? Thinking, Fast and Slow by Daniel Kahneman, Dismantling Mass Incarceration by Premal Dharia, James Forman Jr. and Maria Hawilo, and The Mists of Avalon e-book

by Marion Zimmer Bradley What was your first job? Supercuts (sweeping up the aftermath of questionable mid-90s haircuts) Favorite charity: NJCRI (North Jersey Community Research Initiative) Interests/Hobbies: Farming Family: Spouse Neil, Daughter Farryn, Son Rory

Never underestimate the value of showing up and saying thank you There is no professional milestone, award, or position of authority that has caused me to feel a meaningful sense of leadership. What has been genuinely impactful in shaping how I think about myself as a leader is something far quieter: the private notes of women who took the time to say thank you.

In the practice of law, there are many days in between the significant career milestones and big case wins. Those days are sometimes fun, but they are also sometimes mundane and often challenging. Lawyers are, in part, a means of outsourcing a client’s stress, which can be considerable. If we are doing the job right, we cannot help but take on that stress. It is why we are distracted on weekends, puzzling through an issue, and it is why we stay up well past midnight preparing to cross examine a witness. Add to that the very human experience—sleepless nights when norovirus hits your family, the loss of a loved one, disagreements with your partner,

or the nagging feeling that you are failing on all fronts as you drop off a work call early just in time to arrive late for a child’s school performance.

Half of leadership is showing up. The world deserves law firms with partners and leaders who are female, who are volunteers, who are active members of their family—i.e., leadership that reflects the population of the world in which we live and work. When the challenging days accumulate, leadership overcomes and continues to show up.

And what has caused me to recognize that I am part of that leadership is not any professional award or client win. It is a heartfelt text from a colleague up for partner; a card from an intern now headed to law school after a summer working together; a letter from a paralegal now studying prison reform issues. It is the people who are busy, just like the rest of us, and nevertheless take the time to remind me that there is value in continuing to show up.

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Partner

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Beau Cox

Education: JD, Texas Tech School of Law; BA, The University of the South Company Name: Norton Rose Fulbright Industry: Legal Company CEO: Jeff Cody, Global Managing Partner and US Managing Partner Company Headquarters Location: New York; Houston; London Number of Employees: 7,600 Your Location: Dallas, TX Words you live by: Work hard and be nice to people Who is your personal hero? My Dad What book(s) are you reading? Wish I had the time!

What was your first job? Worked in the mail room at a bank in Abilene, TX Favorite charity: Momentous Institute Interests/Hobbies: Family, friends, and golf Family: Megan (wife); Charlie, Caroline, and Clay (kids)

Servant leadership is important to this lawyer and this firm’s brand Since starting at the firm in 2007, I have been surrounded by more senior lawyers who epitomize servant leadership.

As a young lawyer, I learned everything about this job—from how to treat clients, to how to try a case, to how to lead others—by watching those folks who were already in leadership positions. These mentors later asked me to take on various leadership roles at the firm, and I’ve been grateful for the opportunity to serve when asked.

As I think about next chapters, I hope to continue to take on more leadership responsibility across the firm and to echo the same servant leadership attributes that my mentors have exhibited for decades.

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EMERGING

LEADERS

Daniel Powers

Department Manager, Joint Use Services

Confidence through preparation is the key to success as a leader Many strong leaders begin their journey feeling unsure of themselves. Early in my career I often found myself doubting whether I truly belonged in a leadership role. I worried that others could sense my uncertainty, and I questioned whether confidence was something I simply lacked. It took time for me to realize that feeling unsure didn’t mean I wasn’t capable, it just meant I was learning. As I gained experience and started relying more on what I knew, things slowly got easier.

Effective leadership doesn’t start with being the most confident person in the room. What truly matters is preparation, curiosity, and a willingness to learn. If you’re an emerging leader who struggles with confidence, remember that confidence isn’t something you either have or don’t have. It’s something you build, slowly and steadily, by knowing your work and showing up prepared.

One of the biggest advantages you already have is your technical experience. When you understand the work your team does, how things operate, where challenges come from, and what good work looks like, you’re already ahead. That knowledge gives you something solid to lean on, especially during moments when you don’t feel naturally bold or self-assured. You don’t have to fake confidence when you can rely on what you know. Over time, using your experience to guide decisions, solve problems, and support your team helps you develop genuine confidence. It’s confidence that comes from doing the work, not pretending to feel a certain way.

Good leaders aren’t defined by charisma. They’re defined by understanding. People trust leaders who know the details, who ask thoughtful questions, and who care enough to fully grasp the work they oversee.

When your team sees that you understand their challenges and can speak their language, they’re more likely to trust your direction and respect your decisions.

If you’re still finding your footing as a leader, remember this: You don’t have to transform yourself into someone louder or more outgoing to succeed. Focus instead on learning, preparing, and staying close to the work. Confidence will follow. With each new experience, each conversation, each problem solved, and each small step forward, you’re building the kind of grounded confidence that lasts. Leadership isn’t about being fearless. It’s about being committed, knowledgeable, and willing to grow right alongside your team.

Education: BS, Geology, University of Akron Company Name: Orbital Engineering, Inc. Industry: Engineering Design Services Company CEO: Robert Lewis Company Headquarters Location: Pittsburgh, PA Number of Employees: 650 Your Location: Bryan, TX Words you live by: “Success is stumbling from failure to failure with no loss of enthusiasm.”

Who is your personal hero? My parents are my heroes for imparting a strong work ethic in me and through their unconditional support, granting me the freedom to determine my own path in life.

What book(s) are you reading? Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin.

What was your first job? Working for my father’s family-owned and operated carpet cleaning business.

Favorite charity: St. Jude Children’s Research Hospital Interests/Hobbies: I enjoy playing and watching sports, especially following all Cleveland professional teams and the Ohio State Buckeyes.

Family: My wife Emily, my son Grayer, and my daughter Sophia.

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Janáe M. Holmes

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EMERGING

Human Resources and Facilities Manager

Education: BA, Culinary Arts and Hospitality Management; Art Institute of California, Los Angeles; AA, Business Administration, Santa Monica College Company Name: Stretto Industry: Legal Services

Company CEO: Jonathan Carson & Eric Kurtzman Company Headquarters Location: Irvine, CA Number of Employees: 406

Words you live by: Faith, perseverance, and purpose guide every step I take.

Who is your personal hero? My personal hero is my mother. I watched her pursue her education as a single parent, build a successful career in the legal field, and create a life rooted in resilience and integrity. Her example taught me the value of hard work, continuous learning, showing up with strength and grace in every season. She is the foundation of my leadership journey and the reason I understand what dedication truly looks like.

What book(s) are you reading? I am currently reading The Let Them Theory

by Mel Robbins and Make BIG Happen by Mark Moses, both of which are helping me explore new perspectives on personal growth, boundaries, and leadership efficiency.

What was your first job? My first job was a janitorial assistant at my elementary school. It was the first time I was exposed to the facilities world, and it taught me early lessons about responsibility, discipline, and the importance of a well-functioning environment. Looking back, it was a blessing that my career journey came full circle.

Brick by brick you can build the yellow road to great leadership

Favorite charity: My favorite charity is the Midnight Mission. Their work supporting individuals transitioning out of homelessness through housing, employment programs, financial education and life skills, creates lasting impact and restores dignity.

Interests/Hobbies: I love fitness, living a healthy lifestyle is important. I also enjoy playing golf, reading and listening to music. As a clarinet and tenor sax player, music is important in my life.

Family: I am an only child, but I grew up with nine aunts and uncles, so I had a lot of cousins. I’ve also been blessed with friendships that have spanned 20-30 years.

Leadership is something I discovered gradually, long before I had a title or role that defined it. I first recognized my ability to lead while working part-time jobs during college. Whether I was working in retail or at Hot Dog on a Stick, I consistently moved from cashier to shift supervisor to assistant manager. At the time, I didn’t view it as leadership—I simply gave my best effort, cared about people, and looked for ways to uplift the team. It wasn’t until my late twenties that I realized leadership was not just something I did; it was something that came naturally to me.

One of the most defining challenges of my career occurred during the pandemic when our organization simultaneously prepared to close one office and open another. Navigating a major transition while teams worked remotely required clarity, structure, and calm communication. It demanded courage and adaptability, and it stretched me in ways no previous role had. That experience strengthened my confidence, expanded my capacity, and reinforced my belief that leadership is most powerful

in moments of uncertainty.

I have also been fortunate to be shaped by leaders who invested in my growth. One of the most influential has been Scott Barna, our company president. He created an environment where mistakes were opportunities, not setbacks, and he taught me the importance of bringing solutions rather than problems.

His guidance gave me the confidence to step forward, take ownership, and trust my instincts—even when the path ahead wasn’t clear.

As I move into the next chapter of my leadership journey, I aspire to be a leader who develops others just as intentionally as I develop myself. I believe leadership is a continuous process of communication, learning, and building strong foundations—brick by brick. My hope is that others see in my leadership a commitment to service, growth, and creating opportunities for those who come after me. If I can inspire someone to believe in their potential and step into their own leadership journey, then I know I am leading well.

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2026

RESOURCES LEADERSHIP

AWARD

HUMAN

DEADLINE EXTENDED TO: January 30, 2026 The Human Resources Leadership Award is dedicated to honoring HR professionals who exemplify vision, integrity, and influence that drive organizational change. By celebrating these HR leaders, we are committed to showcasing the wide spectrum of leadership that propels organizations forward. Seize the opportunity to acknowledge these individuals for their outstanding job performance with the HR Leadership Award.

Nominate Today!

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The Unwritten Rule of Leadership: How Empathy Delivers Results A practical guide for emerging executives who want to lead with empathy without sacrificing results.

By Shweta Maniar

Why do aggressive leadership styles capture headlines while empathetic leaders quietly deliver exceptional results? The answer might surprise you: leaders who prioritize trust, empathy, and genuine human connection aren’t just surviving—they’re thriving. And the data proves what many of us have suspected all along. Being “too nice” isn’t a weakness. It’s your secret weapon and especially important as retention crises plague organizations, multigenerational workforce shifts demand new approaches, and AI-driven change creates unprecedented need for human-centric leaders.

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I chose a different path—one built on trust and psychological safety.

Instead of micromanaging, I listened.

Instead of assigning blame for inevitable mistakes, I acknowledged the pressure everyone was feeling. Most importantly, I made transparency about challenges not just acceptable, but essential.

The breakthrough came when one team member, someone who had been struggling with a crucial component for days, finally felt safe enough to say, “I’m stuck, and I need help.”

In a culture without that psychological safety, this person might have hesitated, worried that asking for help would damage their reputation. But because we had built trust, they reached out for a fresh perspective.

Quick Facts on Trust & Performance • High-engagement organizations show 18% higher productivity and ~50% reduction in turnover • High-trust teams have 76% more engagement and 40% less burnout • High-trust cultures outperform competitors by 20% financially • Employees in high-trust environments experience 74% less stress

The Trust Advantage: The Numbers Tell the Story Here’s what happens when you lead with trust instead of fear: Gallup research shows that organizations with high employee engagement—often the result of high trust— see up to 18% higher productivity and can reduce turnover by up to half, which is transformational for business outcomes. That’s not just good for morale—it’s transformational for business outcomes.

But the benefits run deeper than spreadsheets. When trust becomes your foundation, you’re not just managing people, you’re unleashing potential and positioning yourself as the kind of leader organizations revere.

When Crisis Meets Compassion: A Real-World Test Picture this. You’re leading a team tasked with building a complex new feature under an impossible deadline. Multiple teams are working in silos, stress levels are through the roof, and bottlenecks are multiplying faster than you can count them.

The old-school playbook says you should apply pressure, demand longer hours, and push harder.

Through open dialogue about different assumptions and approaches, they discovered a solution more elegant than anyone could have developed alone.

Within hours, colleagues jumped in.

Through open dialogue about different assumptions and approaches, they discovered a solution more elegant than anyone could have developed alone. The project didn’t just meet its deadline—it exceeded expectations.

This outcome reflects what research consistently shows: high-trust teams demonstrate 76% more engagement and 40% less burnout, creating conditions where breakthrough thinking becomes possible even under pressure.

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The Magic of Unscripted Moments Some of the best breakthroughs don’t happen in formal meetings. They happen in hallways, during coffee runs, in those spontaneous “Do you have two seconds?” conversations that feel almost accidental.

These unscripted moments are gold. In formal meetings, people come prepared and polished. In hallway conversations, they’re authentic and unguarded. That’s where real insights live. The genuine frustrations, the brilliant passing thoughts, the honest concerns that never make it into status reports.

This is precisely why in-person time remains irreplaceable in our hybrid working world.

While video calls can replicate structured discussions, they can’t manufacture serendipity. You can’t bump into someone virtually or catch the subtle shift in energy when two people realize they’re solving the same problem from different angles. The best breakthroughs emerge from the unplanned collision of ideas when we’re face-to-face.

I recently witnessed this during a highstakes executive meeting where an unplanned question revealed critical insights we would never have uncovered through our structured agenda. The spontaneous nature of the interaction, combined with reading body language and tone, provided nuances that would have been lost in emails or formal presentations.

The power of these informal moments is backed by data. Teams with strong informal communication networks show 106% more energy at work and generate innovative solutions to complex problems more consistently, exactly the kind of results that have fasttracked careers.

Redefining What “Tough” Really Means for Your Leadership Brand Let’s address the elephant in the room.

There’s a persistent myth that effective leaders must be aggressive or intimidating to be taken seriously or get results.

This thinking isn’t just outdated—it’s counterproductive. True toughness isn’t about instilling fear. It’s about resilience and strategic clarity.

Being nice doesn’t mean avoiding difficult conversations. It means having them with respect and focus on solutions. It takes more skill and sophistication to engage in thoughtful, respectful dialogue than to shut down questions through intimidation.

It takes more skill and sophistication to engage in thoughtful, respectful dialogue than to shut down questions through intimidation.

Strategic clarity emerges when you provide clear expectations and accountability while maintaining psychological safety. Your team performs best when they understand what needs to be done, why it matters, and how their work connects to the bigger picture.

The results speak for themselves: organizations with high-trust cultures outperform competitors by up to 20% in financial metrics, while their employees experience 74% less stress, creating a sustainable competitive advantage built on human connection rather than fear.

The Authenticity Factor In today’s fast-moving business environment, where someone recently joked to me that “every week is like the equivalent of a year with how fast AI is moving”—authenticity becomes even more critical for leaders at every level.

Teams can spot inauthentic leadership from miles away. There are always side

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conversations, always back-channel communications where people share their real thoughts about effectiveness.

Genuine empathetic leadership requires understanding what I call “professional love languages,” how individual team members prefer to be recognized and motivated. Some thrive on public acknowledgment, others prefer private feedback, and still others are energized by increased responsibility or new challenges.

Effective leaders invest time in understanding these preferences and tailoring their approach accordingly. It’s not about being soft—it’s about being smart.

The Strategic Choice That Changes Everything For too long, conventional wisdom suggested that being nice—especially for women and leaders of color like myself—might be perceived as weakness. It took me more than a decade to recognize that my empathetic approach wasn’t a limitation. It was a sophisticated strategic choice that consistently delivered superior results.

This approach builds stronger teams, fosters innovation, and creates the trust necessary for high-performance collaboration. In an era where technology advances at breakneck speed, the human elements become even more valuable.

The future belongs to leaders who can seamlessly blend cutting-edge technological capabilities with deeply human, empathetic collaboration.

Your Competitive Advantage in Tomorrow’s Workplace The workplace is shifting beneath our feet.

Gen Z employees—who will comprise 30% of the workforce by 2030—don’t just reject aggressive leadership; they actively flee from it. Meanwhile, Millennials are stepping into senior roles carrying expectations shaped by psychological safety and authentic connection.

The old command-and-control playbook isn’t just ineffective—it’s actively repelling the talent you need to win.

Being “too nice” isn’t about avoiding accountability or difficult decisions. It’s about recognizing that sustainable high performance emerges from environments where people feel valued, heard, and psychologically safe.

Implementing Empathetic Leadership Start tomorrow by asking one direct report how they prefer to receive feedback. Replace your next “urgent” email with a two-minute conversation. When facing a difficult decision, lead with curiosity before judgment. These aren’t grand gestures—they’re daily choices that compound into exceptional leadership.

Respect and results aren’t mutually exclusive—they’re synergistic. The leaders who will thrive in tomorrow’s multi-generational workplace understand that kindness, trust, and genuine human connection aren’t soft skills. They’re the hardest skills to master and the most powerful tools for attracting top talent, reducing turnover, and driving results that actually stick.

In a business world that often rewards aggression, choosing empathy isn’t the easy path. It’s the strategic one. And here’s the unvarnished truth: “Nice” isn’t just a leadership quality; it is your ultimate, undeniable, and most disruptive competitive advantage. PLJ Shweta Maniar is the Global Director of Life Sciences Solutions and Strategy for Google Cloud, focusing on business transformation and innovation in Life Sciences. She develops the GenAI global strategy for Life Sciences, leveraging her expertise in commercial strategy for pharma and healthcare. At Genentech, she led acquisitions and founded a healthcare tech accelerator. Her previous roles include directing a therapeutic center at Summa Health and research roles at The Cleveland Clinic and Scripps Clinic. Shweta is an Indian classical dancer, almond farmer, and sits on boards of RXSight and Orthofix. She is a frequent speaker and advisor in the biotech and life sciences sectors.

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Fourth Annual PROFILES IN

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2025

AWARD

LEGAL LEADERSHIP PLJ Recognizes our

2025 LEGAL LEADERSHIP Award Winners

The Profiles in Leadership Journal honors distinguished attorneys who lead their law firms and champion the causes of their clients and communities with the prestigious Legal Leadership Award. The award recipients featured in our publication exemplify excellence across various facets of legal practice, including addressing pipeline issues, promoting mentorship, advocating for equal rights, and fostering economic development.

These Legal Leaders are nominated by their employers or colleagues for their outstanding attributes. They are confident, determined, high-performing, and purpose-driven professionals who consistently add value to their colleagues, clients, communities, and the organizations they serve. Discover more about these exemplary Legal Leadership award winners in the following pages.

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HSG

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2025

Principal

TM

AWARD

Tracy Peterson

LEADERSHIP JOURNAL

Good leaders teach the fundamentals, embrace technology and are open to new ideas

T Education: JD, Brooklyn Law School; BA, University of Vermont Company Name: Braverman Greenspun, P.C. Industry: Law Company CEO: Robert Braverman Company Headquarters Location: New York, NY Number of Employees: 37 Words you live by: I strive to lead with integrity and fairness, balancing strength with compassion. I try to live by the words “Do what is right, not what is easy”—a reminder that true success comes from courage, accountability, and lifting others along the way.

Who is your personal hero?

Norma L. Shapiro What book(s) are you reading?

The Covenant of Water by Abraham Verghese What was your first job?

Babysitting (age 12) Favorite charity: Springs Food Pantry Interests/Hobbies: Gardening, cooking, reading, running, and traveling.

Family: I have a husband, daughter, and a new puppy.

he legal profession is built on tradition, but it thrives through innovation. Today’s leaders carry the responsibility of not only practicing law with excellence but also preparing the next generation of lawyers to meet challenges that are more complex, global, and ethically demanding than ever before.

Supporting young lawyers requires a balance of mentorship, education, and vision.

First, mentorship is essential. Experienced attorneys should actively guide new lawyers, offering practical wisdom that cannot be found in textbooks. By modeling integrity, resilience, and empathy, leaders demonstrate that success in the law is not measured solely by victories in court, but by the fairness and humanity with which cases are handled. Mentorship also helps young lawyers develop confidence and a sense of belonging in a profession that can often feel intimidating.

“

By modeling integrity, resilience, and empathy, leaders demonstrate that success in the law is not measured solely by victories in court, but by the fairness and humanity with which cases are handled.”

Second, leaders must embrace innovation. The next generation will practice in a world shaped by technology, artificial intelligence, and global interconnectedness. Leaders should encourage adaptability, encouraging young lawyers to use new tools responsibly while maintaining the timeless values of advocacy and justice.

This means fostering a mindset that welcomes change without compromising ethical standards.

Finally, and overlapping with mentorship and embracing innovation, leaders must also be open to new ideas and perspectives of younger attorneys.

By following these principles, leaders will help ensure that the legal profession continues to thrive and evolve while remaining anchored in its highest ideals.

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LEGAL LEADERSHIP

TM

Robin Cohen Chair

New lawyers need to be encouraged and empowered

P

reparing the next generation of lawyers is, without doubt, one of my most important responsibilities as a leader. I benefited enormously from mentors who trusted me early in my career, and I believe young lawyers deserve the same opportunities to grow.

From my earliest days in practice, I learned that real responsibility is the fastest route to professional development. I was only seven or eight years out of law school when a major client asked me to serve as lead counsel on one of the first environmental coverage trials in the country. That moment changed the trajectory of my career.

That’s why I push young lawyers to challenge themselves—taking depositions, arguing motions, standing up in court. I encourage associates, especially women, to be fearless in advocating for themselves and making their talents known.

Supporting the next generation also means building a culture where every lawyer feels empowered. At my firm, we put women and diverse attorneys in genuine leadership positions because diversity has immense value at the top of the org chart. When lawyers see people who look like them shaping strategy, making decisions, and leading cases, it helps them see that future for themselves and feel inspired to work toward it.

I also believe that diverse teams and styles make us better trial lawyers. Juries are diverse, and teams that reflect that reality connect more authentically in the courtroom. I teach young lawyers that the most powerful thing they can bring into a courtroom is their own voice. I’ve never tried to imitate anyone else, and I urge them not to imitate me. Authenticity builds credibility. Emotional intelligence and the ability to relate to people can matter as much as raw intellect, and often those qualities are what separate extraordinary advocates from merely competent ones.

Finally, preparing the next generation requires genuine teamwork and collaborative thinking. When we take on a major case, we gather as a group—partners, associates, paralegals—and build our strategy together. Our young lawyers are not just observing; they are shaping cases. That collaborative approach helps them develop judgment earlier in their careers.

To prepare the next generation of lawyers, leaders must trust them, challenge them, and create environments where they can meaningfully contribute. That’s the environment that allowed me to grow, and it’s the one I’m committed to creating for the next generation.

Education: JD, University of Pennsylvania Law School; BA, University of Pennsylvania Company Name: Cohen Ziffer Frenchman & McKenna Industry: Legal Company Headquarters Location: New York, NY Number of Employees: 41 Words you live by: The climb is where character is forged. Every misstep is just a chance to rise stronger.

Who is your personal hero? Golda Meir What book(s) are you reading? Lately I have been immersed in books about the aftermath of October 7th. They capture the profound human costs of trauma and the courage of those who endure and rebuild.

What was your first job?

Bartender at Friday’s restaurant Favorite charity: Center for Reproductive Rights Interests/Hobbies: Biking, exercise and hiking Family: Husband and two children (ages 23 and 26)

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2025

Vice President, Legal

TM

AWARD

Matthew J. Cates

LEADERSHIP JOURNAL

Being a lawyer isn’t about saying no. It’s about finding creative solutions that help businesses grow

L Education: JD, University of Missouri, Kansas City; MBA, University of Arkansas, Grantham; BA, University of Missouri, Kansas City Company Name: Epiq Global, Inc. Industry: Technology & Legal Services Company CEO: David Dobson Company Headquarters Location: New York, NY Number of Employees: 4,300 Your Location: Kansas City, MO Words you live by: “Avoiding conflict stalls growth” and “Always ask: Is the juice worth the squeeze?”

Who is your personal hero? My father (Joe Cates) What book(s) are you reading?

An Atlas of Extinct Countries & Meditations for Mortals by Gideon Defoe What was your first job?

Bus boy at a diner Favorite charity: Epiq Charitable Foundation Interests/Hobbies: Travel & boating Family: Family means the world to me. I am supported by my amazing wife, Francesca and one amazing son, Oliver, 8.

eadership in today’s legal environment is about redefining what it means to be a lawyer, especially with the rapid advances in technology. Too often, our profession and even law schools frame legal work as risk prevention, compliance, or the “department of no.” While mitigating risk is essential, leadership demands more. It means asking: How can legal insight & counsel create value? How can it accelerate growth rather than slow momentum?

In my role, I strive to be more than a gatekeeper. I see legal leadership as a catalyst for strategic progress. Every contract, piece of litigation, negotiation, or compliance decision is an opportunity to enable the business to move faster and smarter. That requires clarity and accountability, but also creativity in finding solutions that protect the enterprise while unlocking new possibilities. When lawyers embrace this mindset, they stop being perceived as obstacles and start being recognized as drivers of innovation and growth.

Integrity is the foundation of this philosophy. Doing the right thing, even when it’s harder or less popular, builds trust and credibility. I have faced moments where the easy path would have been to compromise or delay, but leadership means choosing principle over convenience. That commitment to ethics is not just about protecting the company; it is about modeling the behavior that sustains long-term success.

Equally important is preparing the next generation of lawyers.

I believe leaders have a responsibility to mentor and develop talent, not just in technical skills, but in perspective. We need to teach future lawyers that their role is not limited to identifying problems; it is about pairing passion with purpose, aligning legal expertise with business strategy, and seeing themselves as partners in growth.

When lawyers understand that they can be both protectors and accelerators, they become invaluable assets to any organization.

Ultimately, leadership in law today is about balance: safeguarding the enterprise while enabling progress, upholding integrity while driving results, and investing in people so that the profession evolves beyond its traditional boundaries. That is the path I choose because leadership is not about saying “no,” it’s about finding the right way forward.

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LEGAL LEADERSHIP

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Daniel M. Horowitz Partner

When associates get the skills they need to thrive, they and their law firms blossom

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y role as partner responsible for coordinating associate staffing at HSG provides natural opportunities to act in a leadership role. That responsibility requires satisfying two imperatives: meeting the needs of our clients today, and preparing our lawyers to serve them tomorrow.

Our associates arrive hungry. They want (and receive) meaningful work and the ability to contribute quickly. I speak from experience as HSG’s first homegrown partner, having spent my entire career in private practice at the firm. When making staffing decisions, we consider what skills associates have developed, and what others they could use more experience developing. Have they had a chance to take a deposition or work on a particular type of motion? But sometimes assignments or cases are not obviously “glamorous.” It can be difficult to appreciate the importance of certain contributions to a case team or the value of certain experiences. Regardless of the matter or case assignment, I encourage associates to consider whatever project they’re working on to be the most important thing they could be doing. If you can demonstrate excellence on every assignment, even the less glamorous ones, people notice. They’ll trust you with the next challenge.

I try to remind our team that even if working on something seemingly rote on a given day, it is often the nuts-and-bolts assignments that help develop the foundation to being an effective litigator. And not just doing them once, but again and again. Repetition helps lawyers develop the instincts that enable them to “see around corners” and the judgment to become trusted advisors.

The other message I try to communicate from the staffing role is to encourage associates to think long term. Early in my career, I spent much of my time for four years on one enormous case.

Some may have felt “stuck” on a big team. But the experience was invaluable because I was exposed to many phases of litigation and had the opportunity to be fully enmeshed in the subject matter to contribute value, even as a junior team member. Since, I have naturally moved on to many other cases where the foundation I built doing reps on one case have informed my thinking going forward.

It’s important to me to help our associates develop over the long term. They are the lifeblood of the firm, so it is a critical mission for both them and the future of the firm.

Education: JD, Cornell Law School; BFA, New York University Company Name: Holwell Shuster & Goldberg LLP Industry: Legal Company Headquarters Location: New York, NY Number of Employees: 130 Words you live by: “Be excellent to each other.” – Bill S. Preston Esq. Who is your personal hero?

Judge Frederic Block, for whom I clerked on the US District Court for the Eastern District of New York. He was a great litigator into his 60s before he became a judge and has always maintained personal creative passions. He is 91 now and continuing to juggle his judicial career with creative pursuits.

What book(s) are you reading?

Elephant & Piggie: The Complete Collection by Mo Williams.

What was your first job? Video store clerk (Video Library, Livingston, NJ).

Favorite charity: The Community Food Bank of New Jersey.

Interests/Hobbies: My spare time largely belongs to my wife and kids, and the lowly New York Mets.

Family: My wife Brigitte and I are blessed with three kids, ages 8, 4, and 1.

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Partner

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Fara Tabatabai

LEADERSHIP JOURNAL

Look for supportive leaders to help transform law firms for the future

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Education: JD, Fordham University School of Law, cum laude: Notes & Articles Editor, Fordham Law Review, Associate Kaufman Editor, Moot Court Board Company Name: Hughes Hubbard & Reed LLP Industry: Legal Company CEO: Neil Oxford and Robb Patryk Company Headquarters Location: New York, NY Number of Employees: 173 Words you live by: You catch more flies with honey than with vinegar.

Who is your personal hero? Nobel Peace Prize Laureate Narges Mohammadi What book(s) are you reading? The Lion Women of Tehran by Marjan Kamali What was your first job?

Making pizzas in my parents’ restaurant!

Favorite charity: Doctors Without Borders Interests/Hobbies: Growing flowers, history podcasts, baking Family: My husband (also a law firm partner) and our two boys, ages 7 and 11

oday, the legal profession is being challenged and transformed by the advent of AI technology, generational shifts, and increased client expectations. In that uncertain environment, true leaders are those who can steer the ship by motivating their colleagues and building strong cultures that balance rigorous standards of excellence with compassion and forward-thinking.

Leadership is not a skill or technique; it depends on the values and integrity of the person. Leaders have an enormous role and responsibility in setting or transforming workplace culture. A culture that solely prioritizes hard work and results without balancing empathy and support results in burnout and attrition. Leaders can encourage through their own example a different kind of culture – one that is committed to team building and collaboration, that emphasizes meaningful mentorship relationships, supports professional growth opportunities for lawyers at all levels, and encourages effective communication among teams and firm but fair feedback.

Leaders who embody and drive forward those values are investing in better, more well-rounded lawyers in the future – lawyers who are surrounded by the qualities and culture that will allow them to become future leaders themselves.

The hierarchical structure of a law firm requires lawyers at every level to be skilled managers in order to keep the trains running on time, the team on task, and the client happy. But leading a team and being a leader are often different. Law firms are replete with managers: partners manage senior associates, who manage junior associates, who in turn manage paralegals. Managers are crucial to ensuring that everyone in the rowboat is manning an oar and moving at a consistent pace. Leaders are crucial to determining where the rowboat is going.

No one can foresee exactly what the legal profession or law firms will look like in 10 or 15 years. They are already vastly different from what they were 10 or 15 years ago. Navigating through these times takes strategic vision and a commitment to investing in the key asset of a law firm – its people – by highlighting the firm’s strengths and building consensus around a shared future and the steps it will take to get there. True leadership ultimately is not measured only by financial results, but by the clarity of the values a leader espouses, the strength of the culture they help to shape, and the steadiness with which they guide others through times of transition.

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LEGAL LEADERSHIP

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Steve Feldman

Global Chair of Latham’s Complex Commercial Litigation Practice

Mentor by showing, lead by example

Education: Harvard Law School, cum laude; BS, Syracuse University, S.I. Newhouse School of Public Communications Company Name: Latham & Watkins LLP Industry: Law Number of Employees: 7,300

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irst, mentorship is crucial. To me, that means leading by example and letting the younger generation watch how you handle things, from hearings to depositions to client pitches and talking through them afterwards.

By sharing our experiences and providing practical guidance, we can help young lawyers be ready for what is sure to be a rapidly evolving legal landscape. Second, ensuring the next generation knows that nothing will substitute for putting in the hard work, caring more than anyone else, and always delivering your best. It’s always been that way, and always will be.

Clients come to us to handle their most important and challenging matters. And in a world of increasing competition, no one can afford to be complacent. It’s our job as leaders to show what that means by leading by example. We must help level up our next generation of lawyers and give them opportunities to show what they’re capable of.

Your Location: New York Words you live by: If you put in the work, the results will come.

Who is your personal hero? Relaxing after a long day and having a laugh is a necessity, so I’ll go with my comedy heroes: Jerry Seinfeld and Larry David.

What book(s) are you reading?

The Anxious Generation by Jonathan Haidt What was your first job? Intern at Rolling Stone magazine in New York City Favorite charity: Cedars-Sinai. Their NICU doctors and nurses have had an amazing impact on the lives of my family.

Interests/Hobbies: Playing music (guitar/piano), and attempting to be a decent golfer

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LEGAL LEADERSHIP

2025

Partner, Chair – Litigation Practice Group

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Isaac S. Greaney

PROFILES IN

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Good law firm leadership focuses on the present but keeps a sharp eye on the future

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Education: JD, Fordham University School of Law; BA, University of Chicago Company Name: Moses & Singer LLP Industry: Law Firm Company CEO: Rebecca GoodmanStephens Company Headquarters Location: New York, NY Number of Employees: 117 Words you live by: “The greater danger for most of us lies not in setting our aim too high and falling short, but in setting our aim too low and achieving our mark.” – Michelangelo Your personal hero: My wife What book(s) are you reading?

The City and its Uncertain Walls by Haruki Murakami and History of the Peleponnesian War by Thucydides What was your first job?

Mowing lawns in my neighborhood Favorite charity: Professional Children’s School, Readahead and Swim Across America Interests/hobbies: History, travel, swimming, racquet sports Family: My wife Kiran, and children Brendan, Conor, Maya, Clare, and Christopher.

eadership in today’s complex legal environment means more than mastering the law – it requires vision, adaptability, and a deep commitment to developing others. In an era defined by rapid regulatory change, evolving client expectations, and technological disruption, effective leadership involves creating a culture that prioritizes excellence, collaboration, and continuous learning. To me, leadership is about shaping a practice that not only delivers exceptional results for clients but also nurtures the next generation of lawyers who will define the future of the profession.

As a litigation practice leader, I see leadership as an opportunity to elevate the practice and empower colleagues. Litigation is inherently collaborative, and guiding the team allows me to mentor attorneys, enhance professional development, and promote strategic, high-quality advocacy.

I devote significant time to mentoring, providing associates with the context behind each matter so they can think critically, anticipate arguments, and communicate effectively.

Through feedback, coaching, and celebrating achievements, I help build confidence, judgment, and professionalism. I also guide attorneys in business development, emphasizing credibility, active listening, and authentic relationship-building, skills vital for long-term success.

Succession planning is central to my approach: identifying and nurturing future leaders, preserving institutional knowledge, and fostering a culture of shared growth.

Being an effective practice leader requires a diverse skill set that blends legal acumen with business and management insight. Beyond deep subject-matter knowledge, a leader must excel in client development, financial oversight, and strategic planning. Litigation is dynamic, and adaptability and communication are essential. Balancing client work with leadership responsibilities means staying hands-on in client matters while delegating thoughtfully - empowering attorneys, ensuring efficiency, and maintaining the highest standards of service.

This leadership role also provides a unique vantage point on the firm’s broader strategic vision. Collaborating with other practice chairs enables cross-practice initiatives, innovation, and alignment with firmwide goals.

Engaging in external networking and client development functions further enhances the firm’s reach and reinforces the interconnectedness of its practices.

Finally, leadership extends beyond the firm. My involvement in mentoring programs and community initiatives, such as Readahead.org and Swim Across America, reinforces values of collaboration, empathy, and service.

Ultimately, leadership in law today means inspiring others to achieve excellence, ensuring that both clients and colleagues thrive, and shaping a practice, and a profession, that is resilient, inclusive, and forward-looking.

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Regina Won

Associate General Counsel

Share power and opportunity with others. There is more than enough to go around

I

am an American by way of immigration, with parents who were themselves immigrants, born of refugees from North to South Korea. Every day, I am aware of how extraordinarily lucky I am and how, in so many ways, my life path was in no way guaranteed.

I am the beneficiary of my parent’s sacrifices (and their parents’ sacrifices) and an abiding community. This awareness has deeply shaped my view of leadership.

To me, leadership is not about power or authority. Anyone can be a leader by acting to widen the circle of possibility for others. I strive to share power and knowledge as a reflection of leadership in my daily practice. These acts of leadership can be small (for example, taking the time to explain the reasoning behind a corporate process to a newer colleague) or transformative (for example, by advocating for a more transparent process for the entire department). True leadership requires the willingness to share power, to build structures that outlast oneself, and to create the conditions in which others can thrive. It asks that we recognize our own good fortune and convert it into opportunity for someone else.

I have found that extending myself to others in these ways has never felt like a burden. It has always felt regenerative to act in service. And so, both at work and outside work, I find ways to pay my luck forward. I have led our legal internship program, been appointed as a special court advocate for children in state care, and spent time in my children’s classrooms. In a world that often conflates leadership with visibility, service reminds me that the most meaningful impact frequently happens in moments without applause.

My family’s journey taught me that we all stand on the shoulders of those who came before us. We all live in a community and should feel responsible to each other. Leadership grounded in service is not simply an ideal; it is a promise to use whatever influence I have to build pathways for others, just as pathways were built for me.

Education: JD, Boston University; Master of Science in Teaching, Pace University; BA, Dartmouth College Company Name: New York Life Industry: Financial Services Company CEO: Craig DeSanto Company Headquarters Location: New York, NY Number of Employees: 11,600 Words you live by: “The idea that some lives matter less is the root of all that is wrong with the world.” – Paul Farmer Who is your personal hero? Judge Ann Claire Williams (ret.) for her steadfast example of service and leadership.

What book(s) are you reading? When We’re In Charge: The Next Generation’s Guide to Leadership by Amanda Litman What was your first job? For any pay – babysitting; for formal pay – retail worker at the GAP Favorite charity: CASA Hudson County (volunteering as court-appointed advocate for a child in state care) Interests/Hobbies: Reading, seeing family and friends, and trying to keep up with my kids on the ski slopes!

Family: I live with my husband and three boys (ages 9, 7, and 4).

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US Head of Aviation

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Alyssa Vazquez

LEADERSHIP JOURNAL

Cultivating the next generation of legal professionals for distinguished and successful careers

S Education: JD, Fordham University School of Law; BA, International Politics, Pennsylvania State University Company Name: Norton Rose Fulbright US LLP Industry: Law Company CEO: Jeff Cody, US Managing Partner Company Headquarters Location: New York; Houston; London Number of Employees: 7,462 Your Location: New York, NY Words you live by: Collect moments, not things What book(s) are you reading? I just finished The Academy by Elin Hildebrand What was your first job? My first job during college was working as a bank teller in western Pennsylvania.

Favorite charity: Moms Helping Moms Interests/Hobbies: Tennis, taking barre class, reading and traveling

upporting the next generation of lawyers starts with a clear commitment to their development and a practical approach to providing the resources and experience they need to succeed. Within Norton Rose Fulbright’s aviation group, we have implemented formal training opportunities that build substantive industry knowledge and help younger lawyers build confidence.

Well-structured training programs provide opportunities for associates to contribute meaningfully to matters early in their careers and receive guidance from experienced leaders.

Exposure is another essential component. Including junior lawyers in meetings gives them firsthand insight into how seasoned lawyers engage with clients and analyze complex issues.

I also think it’s beneficial to invite young lawyers to conferences and industry events so that they can begin forming their own professional networks and hear the latest developments in the industry.

Furthermore, it is important to pay attention to what individual associates need to succeed and aim to provide the resources necessary for them to do so. Listening to associates and providing guidance, access to resources and chances to take on responsibility helps build competence and confidence. Advocacy is also key, particularly ensuring that talented lawyers from underrepresented groups have equal access to advancement.

I never hesitate to campaign for my proteges to be promoted to partner and am frequently a mentor and vocal advocate for younger female lawyers.

Finally, open communication is necessary to support the growth of young lawyers. By sharing lessons learned from our own careers, we can help younger lawyers better understand the various paths a career in law can take and what is needed to succeed.

Family: I have a husband, a 15-year-old son and 11-year-old daughter.

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Christine Dunn

Co-Managing Partner, DC Office and Co-Chair Sexual Violence, Title IX and Victims’ Rights Practice Group

There is a better way to treat crime victims. This lawyer is encouraging her firm to embrace traumainformed care

I

am the Co-Chair of my firm’s Sexual Violence, Title IX and Victims’ Rights Practice Group. In a nutshell, that means that I represent victims of crime, especially sexual assault, in their civil lawsuits.

Most of my clients have experienced horrific things and are severely traumatized by what happened to them. When I was first helping to build and establish this practice group, one of the most important things to me was that everyone who worked on these cases approached clients in a trauma-informed way.

Unfortunately, crime victims, especially sexual assault survivors, are often treated very poorly in our legal system. Over the years, I have encountered defense attorneys, mediators, and even judges who engage in victim blaming and shaming in sexual assault cases.

I wanted to create a safe space so that every survivor who comes into contact with my firm is treated with dignity and respect.

For me, the most important thing in leading this practice group was to zero in on our key core values and then help everyone who works on these cases with me to embody those values in each client interaction. A few years ago, one of my legal assistants did an intake with a potential client. Later, when I followed up with the potential client, she said “I have been talking to lots of firms but after speaking to your legal assistant, I only want to work with your firm because she was so kind and empathetic.” I loved hearing that and it made me feel like I had succeeded in prioritizing a trauma-centered approach at my firm.

Having worked with survivors of crime for many years, I know that the legal system can be incredibly stressful. I once attended a training where the lecturer opined that one couldn’t possibly create a less trauma-informed environment than our judicial system. When I was in law school, no one talked about being trauma-informed. I think that is slowly starting to change. I think that being a leader in my practice group, my firm and in the victims’ rights advocacy world means doing my part to make sure that crime victims are treated with empathy and dignity in our legal system.

Education: JD, University of Virginia School of Law; BA, History, Yale University Company Name: Sanford Heisler Sharp McKnight Industry: Legal industry, law firm Company CEO: David Sanford, Chairman Company Headquarters Location: New York, NY Number of Employees: 95 Your Location: Washington, DC Words you live by: “It is wrong and immoral to seek to escape the consequences of one’s acts.” – Mahatma Gandhi Who is your personal hero? My parents What book(s) are you reading?

My Friends by Fredrik Backman What was your first job?

Salesclerk in a bathing suit shop Favorite charity: National Crime Victims Law Institute (NCVLI) Interests/Hobbies: Paddleboarding, Yoga, Reading

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LEADERSHIP JOURNAL Since 1999

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2025

Managing Partner; Chair, Management Committee; Chair, Tax, ERISA, Trust & Estates Group

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James C. Cofer

Great law firms make space for the next generation of lawyers to come

I Education: JD, LLM in Taxation, New York University School of Law; BA, Rutgers University Company Name: Seward & Kissel LLP Industry: Legal Company Headquarters Location: New York, NY Number of Employees: 270 Words you live by: It is amazing what you can accomplish if you do not care who gets the credit.

Who is your personal hero? My dad.

What book(s) are you reading?

McNamara at War by Phillip and William Taubman; Palaver by Bryan Washington; Me Here, You There by Steve Somers.

What was your first job? Little League baseball umpire was the first thing I got paid for doing.

Favorite charity: Millburn-Short Hills Fourth of July Committee, Inc. of which I have served as the treasurer for many years and runs our town’s annual Fourth of July celebration.

Interests/Hobbies: Reading and sports fandom.

t has been an incredible honor to serve as Seward & Kissel’s Managing Partner for the last 10 years. During this time, I’ve spent a great deal of time reflecting on balancing client advocacy while supporting the next generation of lawyers. While they can be thought of as priorities separate from law firm leadership, for me, they are not in competition with my desire to provide good leadership but inherently connected.

Inside law firms, good leaders develop strength within the organization—strength in the practice of law, and strength in the nurturing of future leaders. Maybe the most important thing a leader can do to support the next generation is to make space for them.

We have spent an immense amount of time over the past decade seeking to smoothly transition client responsibility from retiring lawyers to the next generation of partners. The next generation of partners has taken this opportunity and become the growth engine of the Firm.

The same approach has been taken to transitioning Firm leadership. At the beginning of 2026, I will step down as Chair of the Management Committee and return full-time to the practice of law. This decision is rooted in my belief that strong institutions thrive through renewal. I am confident that my successor Dan Bresler’s integrity, vision and energy will serve the Firm well.

The second goal—client advocacy—remains the cornerstone of Seward & Kissel. Our clients trust us with their most important challenges, and that trust has guided every decision I’ve made as a leader. Even while managing firm-wide priorities, I ensured clients knew I was accessible and fully committed to their success.

Ultimately, the decisions I’ve made as a leader have always been guided by one principle: ensuring the success of our clients and therefore our Firm. These priorities are inseparable. Together we built a culture of excellence, empowering our entire Firm to operate at its highest potential. This means our clients benefit from our cohesive, well-supported partnership that delivers exceptional service. The most rewarding part of leading the Firm has been watching the success of my other partners in growing their practices and delivering exceptional results for our clients.

Family: My wife Christine and I have two wonderful teenage daughters.

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2026

LEADERSHIP

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MENTORING

DEADLINE EXTENDED TO: January 30, 2026 In our upcoming Q1 issue, Profiles in Leadership Journal will honor outstanding mentors with our Mentoring Leadership Award. This award recognizes individuals who have gone above and beyond to share their knowledge, provide guidance, and champion the development of others within their organizations and communities. These exceptional mentors embody the spirit of leadership by investing in future generations, fostering talent, and creating opportunities for personal and professional advancement.

Nominate Today!

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Navigating the Path to Public Board Service:

A JOURNEY IN PROGRESS

By Christine Sakdalan

D

espite significant efforts to diversify corporate leadership, women still face substantial hurdles in securing public board seats. In 2024, women hold only

about 28% of board seats across Fortune 500 companies. Boardrooms face rising pressure to reflect the stakeholders they serve, and these numbers underscore the gap between progress made and progress still

required. As a senior pharmaceutical executive actively pursuing board opportunities, I’ve learned that board service is not an overnight achievement but rather a deliberate journey requiring patience, persistence, and purpose.

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Purpose Beyond Corporate Leadership For me, board service represents more than just a prestigious addition to my resume – it’s a purposeful extension of my career journey.

I see board roles as an opportunity to broaden my impact beyond my current executive responsibilities, allowing me to contribute meaningfully to organizations while continuing to grow as a leader. This isn’t about changing what I’m doing now; it’s about continuing to make meaningful contributions while stretching myself to be intellectually challenged beyond my day to day. Board service offers the perfect avenue to leverage my experience to help organizations while continuing my own leadership journey.

Building a Board Portfolio: My ThreePronged Approach Securing board seats requires building a comprehensive portfolio showcasing your readiness. My approach focuses on three key areas: 1. Refining My Personal Brand and Value Proposition The competition for board seats is intense, particularly

“I see board roles as an opportunity to broaden my impact beyond my current executive responsibilities, allowing me to contribute meaningfully to organizations while continuing to grow as a leader.” for women.

Through my work supporting senior leaders, I’ve position offers a platform to learned to narrow down develop board-relevant skills. my extensive experience into I approach this strategically a clear sense of the value I by viewing my responsibilities bring – unique to me and also through an enterprise lens. unique in the marketplace.

I don’t just think about My particular strength my current focus area; I lies in taking something think about my position as ambiguous, something that an enterprise leader and learn doesn’t exist in an organifrom what I see around me. zation, and building that This broader perspective— capability from the ground understanding challenges up while infusing the right across multiple functions— culture. This ability to create builds precisely the strategic structure from ambiguity and outlook boards seek. build effective teams repI also actively participate resents a differentiated skill in advisory capacities across set that adds distinctive value various forums, including the to boards.

Pharmaceutical Executive Advisory Board, the Google 2. Leveraging My Executive Health Advisory Board (previRole and Advisory Positions ously), and startups seeking commercialization guidance.

I’m currently pursuing These advisory roles allow me board opportunities while still to help others while gaining active in my executive role, valuable governance expeensuring my perspectives rience that strengthens my remain fresh and relevant. board candidacy.

This dual positioning enables Leading the board of me to offer insights that are MVP, the non-profit I foundcurrent and directly informed ed, has given me practical, by real-time leadership dereal-world board experience. mands. My current executive We recently brought on a

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“These advisory roles allow me to help others while gaining valuable governance experience that strengthens my board candidacy.”

30-year-old board member, and the fresh energy and perspective they bring have been invaluable. They ask different questions, challenge assumptions productively, and bring innovative thinking that elevates our discussions. This experience has confirmed for me that intergenerational perspectives are not a “nice-to-have,” they’re core to effective boards and healthy organizations.

Most recently, I’ve been appointed to the private board of a small healthcare company where I can apply my pharmaceutical industry expertise in a governance capacity. This appointment represents a significant milestone in my board journey—validating the strategic approach I’ve taken while providing invaluable hands-on experience in corporate board dynamics. The role allows me to contribute directly to strategic decision-making in the healthcare sector while

further developing the governance skills that will strengthen my candidacy for additional board opportunities.

3. Expanding My Network with Purpose Perhaps the most crucial element of a successful board journey is purposeful networking.

Board appointments still largely happen through connections, with existing board members discussing who they know when seats become available.

The key insight I’ve gained is the importance of being forthright about aspirations.

You have to raise your hand.

People need to know you’re interested. This directness may feel uncomfortable, but

schedule networking conversations, asking contacts to review my board resume, give me feedback and make introductions.

I’m branching beyond my immediate industry, connecting with leaders from varied backgrounds who offer different perspectives and connections.

Starting Early: A Message for Younger Professionals One of the most important lessons I’ve learned is that board preparation shouldn’t wait until later in your career.

Younger professionals—those in their 30s and even late 20s—should begin building board-relevant experience now. There’s no need to wait until you’ve reached senior executive levels.

“Younger professionals—those in their 30s and even late 20s—should begin building board-relevant experience now. There’s no need to wait until you’ve reached senior executive levels.” it’s essential for activating your network.

I didn’t initially realize you had to be so direct. I thought it was just about networking and waiting for opportunities to open. This revelation transformed my approach. Now, I deliberately

Start by seeking advisory roles, joining non-profit boards, or volunteering for governance committees in professional organizations.

These experiences build the strategic thinking, fiduciary responsibility understanding, and governance skills that

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“Board service isn’t a finish line, it’s a path toward influence with purpose.

Each step, each conversation, and each connection helps build a legacy of leadership others can follow.”

translate directly to corporate board service. The earlier you start developing this expertise, the stronger your eventual candidacy will be.

My experience with our young MVP board member demonstrates that age brings valuable perspectives that complement experience.

Organizations increasingly recognize that diverse age representation strengthens decision-making and helps boards stay connected to evolving market dynamics and stakeholder expectations.

I become, especially knowing that my success can open doors for others.

Recognition of incremental progress is equally important.

Creating a board-focused resume, receiving interest from startups, or becoming more direct in expressing my aspirations—these steps represent meaningful progress deserving acknowledgment. Each milestone, from advisory roles to actual board service, builds credibility and demonstrates readiness for the next opportunity.

Staying Motivated: Celebrating Progress Along the Path

The Path Forward: A Call to Persistence

The journey to board service can be lengthy and discouraging, particularly for women and people of color who face additional barriers.

What keeps me motivated is remembering the value I bring and the opportunity to pave the way for others.

I remind myself that I have tremendous value to offer organizations seeking board members. I also find motivation in the challenge itself.

The harder something is to achieve, the more motivated

As women leaders contemplating board service, we must remember how hard we’ve worked to reach our current positions. That same determination serves us well on the board journey.

We cannot forget, especially as women leaders, the value we bring to a board. This self-belief, coupled with our responsibility to pave paths for younger generations of leaders, provides powerful motivation to persist.

The journey to board

service may be longer and more challenging than anticipated, but the destination remains worthwhile.

Persistence pays off, and the strategic approach I’ve outlined can yield tangible results. For those of us sharing this journey, I encourage you to keep going. Keep refining how you articulate the value you bring, leveraging your executive experience, and purposefully expanding your network, and you will build a compelling case for board consideration. Board service isn’t a finish line; it’s a path toward influence with purpose. Each step, each conversation, and each connection helps build a legacy of leadership others can follow. PLJ

Christine Sakdalan is a transformational leader with 25 years in life sciences and biopharma. As Head of the U.S. Mental Health Franchise at Boehringer Ingelheim, she drives patient-centered innovation. She is also the CEO and co-founder of MVP, a nonprofit advancing leadership and mentorship for underrepresented professionals.

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Sixth Annual PROFILES IN

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PLJ Recognizes our

2025 BLACK LEADERSHIP Award Winners

In this edition, we proudly present the sixth annual Black Leadership Awards, celebrating outstanding Black leaders. Nominated by their employers or colleagues, these individuals exemplify confidence, determination, and high performance. They are purpose-driven professionals who add significant value to their coworkers, customers, communities, and the organizations they serve. These team members have emerged as leaders through their advocacy, perseverance, legacy, and professional achievements. We invite you to explore the stories of these exceptional individuals in the following pages.

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Defining a legacy not by individual accomplishments, but by those who grew through my leadership

Cheryl James

Senior Vice President, Deputy General Counsel Education: JD, Columbia Law School; BA, NYU College of Arts & Sciences Company Name: New York Life Industry: Financial Services Company CEO: Craig DeSanto Company Headquarters Location: New York, NY Number of Employees: 11,600 Words you live by: “At the end of the day, it’s not about what you have or even what you’ve accomplished...it’s about who you’ve lifted up, who you’ve made better. It’s about what you’ve given back.” – Denzel Washington Who is your personal hero? My mother What book(s) are you reading?

Leading Change by John Kotter What was your first job?

Biology teacher at Summer Science Program Favorite charity: The Door Interests/Hobbies: Traveling, spending time with family and friends, playing and watching tennis Family: Parents, sister, brother, and two nephews

When people reflect on my legacy, I hope to be remembered not for any single project, title, or outcome, but for the people who grew, gained confidence, and discovered their own potential through our work together. For me, leadership is about stewardship—of talent, trust, and opportunity—and about leaving people stronger than I found them.

Throughout my career, I have been fortunate to benefit from mentors and sponsors who saw possibilities in me before I fully saw them in myself. One of those leaders, Sheila Davidson, encouraged me to take on roles in operational risk and insurance regulatory law at a time when I did not have a formal background in either. Her confidence in my ability to learn and lead pushed me beyond my comfort zone and meaningfully expanded my professional trajectory. That experience shaped how I lead today. I am intentional about recognizing potential in others—particularly when it is not yet fully formed or conventionally credentialed—and about creating opportunities that stretch people in meaningful ways.

Lifting others is not ancillary to the work; it is the work.

Turning belief in someone’s potential into real growth requires more than recognition and encouragement—it requires honesty. Delivering direct, candid feedback is essential to development. That kind of honesty takes time and care, including building the relationships that allow feedback to be received as intended: as an investment in someone’s growth rather than a critique of their worth. How leaders show up in those moments—especially when conversations are difficult—is how people ultimately experience leadership. I hope to be remembered for showing up with steadiness, respect, clarity and care. I want people to leave a room, a meeting, or a team feeling encouraged rather than diminished, confident rather than uncertain, and seen rather than invisible. When people are supported, challenged, and believed in, the results naturally follow.

If my leadership leaves behind professionals who are more self-assured, more generous with their own leadership, and more committed to lifting others as they rise, then I will consider that a lasting success. As a Black woman leader, this especially includes being present and accessible to future leaders who may have few people who look like them to emulate, and to help demystify paths that may otherwise feel out of reach. That, to me, is the truest and most enduring measure of leadership.

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Good leaders say yes to law students, associates and to relationships with newly minted lawyers As a law student, differentiating law firms was difficult as I had very minimal exposure to attorneys in my own network, and certainly none in Big Law. On paper, many of them looked the same. They had similar practice groups, served the same industries, and had notable companies as clients. So, I turned to my personal values to help me decide. I vowed that wherever I decided to practice, the law firm needed to have women in leadership charged with informing and making decisions that impacted the experience for all attorneys and personnel. To me, this was representative of a firm’s embrace of differing viewpoints and lived experiences, and an acknowledgment that these differences are an essential part of creating an inclusive culture.

Natasha A. Robertson

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Partner

To me, this was representative of a firm’s embrace of differing viewpoints and lived experiences, and an acknowledgment that these differences are an essential part of creating an inclusive culture.

Education: JD, Georgetown University Law Center; MS, University of Texas at Austin; BS, University of Minnesota, Twin Cities Company Name: Norton Rose Fulbright US LLP Industry: Law

”

Company CEO: Jeff Cody, US Managing Partner Company Headquarters Location: New York; Houston; London Number of Employees: 7,462

My personal experience navigating the Big Law landscape has informed how I approach leadership and the obligation I feel to those coming behind me, whether they are law students or junior attorneys. If I can be for someone else what I was looking for all those years ago, then that is progress for me. I view it as my responsibility to be a resource for these groups by saying yes. Saying yes when law students reach out to discuss my career and path to success. Saying yes when a junior associate asks for guidance. Saying yes to new roles and responsibilities. Saying yes builds relationships, and it is these relationships that allow you to become an effective and respected leader.

Your Location: New York Words you live by: Family first.

What book(s) are you reading? Tomi Adeyemi, Children of Blood and Bone series What was your first job? Golf caddie Favorite charity: While I do not have a favorite charity, I am passionate about organizations supporting adolescent and pre-adolescent girls, particularly those empowering the next generation of leaders to recognize and embrace their own voices and power.

Interests/Hobbies: Travel, sports, puzzles Family: My husband and three children mean the world to me and have taught me so much about myself and keep me grounded. They motivate me to continue performing and leading everyday.

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From 2% to Powerhouse: How Women Investors Are Rewriting the Venture Playbook

By Samina Bari

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n the venture capital world, a stark reality persists. Only 2% of VC funding goes to women-led startups. This statistic isn’t just disappointing—it’s an economic missed opportunity of staggering proportions. Meanwhile, women in the US alone control approximately $34 trillion in investable assets, with McKinsey & Co. projecting this figure to represent roughly 38% of all investable assets by 2030.

The disconnect between women’s financial power and their access to venture funding represents not just inequity, but a fundamental

failure of the existing system. Rather than continuing to push against this entrenched bias, it’s time for a paradigm shift: women creating their own investment ecosystems.

BEYOND BIAS: UNDERSTANDING THE GAP The venture capital ecosystem wasn’t built with women in mind. As I’ve witnessed throughout my career, the entire system was created by men, with inherent biases that manifest in both subtle and overt ways.

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Take the pitch process, for example.

Research shows that women founders face disproportionately skeptical questions focused on potential losses and scrutinizing their business fundamentals. Meanwhile, male founders receive questions that invite them to paint ambitious visions of growth and opportunity. When male-founded startups pitch, they receive funding nearly 40% of the time, compared to just 2% for women-founded ventures. This fundamental difference in approach creates a playing field that is anything but level.

But rather than fixating on moving the needle from 2% to 3% within a system designed against us, why not redirect our energy toward building our own ecosystem?

LEVERAGING COLLECTIVE POWER With women controlling $34 trillion in investable [SB1] assets, we possess untapped potential that could transform the business landscape. Studies reveal that startups with at least one female founder generate 78 cents of revenue for every dollar invested, compared to 31 cents for male-only founded companies, making women-founded companies more than twice as capital-efficient. This isn’t just about financial returns—it’s about creating the future we want to see.

“

By educating ourselves about in-

vestment opportunities, particularly in ventures led by other women, we can simultaneously generate returns and create a more balanced business ecosystem for future generations.”

The wealth women hold represents power waiting to be exercised. By educating ourselves about investment opportunities, particularly in ventures led by other women, we can simultaneously generate returns and create a more balanced business ecosystem for future generations.

Too many women don’t recognize the power they already hold. We’ve made money for corporations, male executives, and shareholders throughout our careers. It’s time to redirect that wealth-generating capability toward us and each other.

BUILDING NETWORKS THAT ELEVATE A critical component of this new ecosystem is creating and nurturing networks dedicated to supporting women in business and investment. There are many organizations available to women that provide spaces for connecting and fostering relationships based on mutual support rather than competition.

These communities offer more than networking—they provide education, mentorship, and connections to investment opportunities that might otherwise remain hidden. Unlike many traditional business environments, these spaces are intentionally designed for women to lift each other rather than tear each other down.

My involvement with these networks has provided not just professional opportunities but personal fulfillment through genuine community and camaraderie. In a world that has grown increasingly isolated, these connections remind us that we’re meant to be part of something larger than ourselves.

OVERCOMING INTERNAL BARRIERS Beyond external obstacles, we must acknowledge the internal barriers that sometimes hold women back from investing in each other.

The imposter syndrome that affects so many women professionals doesn’t just limit how we

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see ourselves—it can influence how we perceive other women.

Unconsciously projecting our own insecurities onto female founders or business leaders creates a cycle that perpetuates underinvestment. Breaking this cycle requires recognizing these biases and actively working against them.

The data supporting women-led businesses is compelling. When women overcome these psychological barriers and invest in ventures led by other women, they’re not making charitable contributions—they’re making smart business decisions backed by performance metrics.

CREATING LASTING IMPACT

permission to have a seat at the table—and started building tables of our own.”

we don’t need to wait. By creating our metrics for success instead of measuring against a biased yardstick, we can build momentum that eventually transforms the entire investment landscape.

THE PATH FORWARD

The ripple effects of women investing in women extend far beyond individual returns.

As more female-founded companies receive funding, we’ll see more women in leadership positions, more balanced boardrooms, and greater progress toward closing persistent wage gaps.

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“

It’s time we stopped asking for

Women’s leadership tends to bring

greater empathy to business decisions, creating environments where diverse perspectives are valued.”

Women’s leadership tends to bring greater empathy to business decisions, creating environments where diverse perspectives are valued. Most importantly, this shift provides strong female role models for younger generations, demonstrating that there are no limits to what women can achieve.

While systemic change may take decades,

For those ready to begin, the first step is simple: seek out communities specifically designed to support women’s professional and financial growth, connect with others who share the same mission, and help open doors to knowledge and opportunity.

We can create investment ecosystems that reflect our values and priorities by believing in ourselves individually and applying that faith to our collective power as women. The traditional venture capital model may have been built without us in mind, but the future of funding doesn’t have to follow the same pattern.

Women have the financial power to reshape the business landscape. It’s time we stopped asking for permission to have a seat at the table—and started building tables of our own. PLJ Samina Bari is a human-centered corporate strategist, board member, and best-selling author, known for leading landmark biopharma acquisitions and advising CEOs on governance, risk, and reputation.

She champions women’s leadership, and her impact spans strategic board roles, investment, and published thought leadership.

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2026

LEADERS

AWARD

EMERGING

DEADLINE EXTENDED TO: January 30, 2026 The Emerging Leaders Award aims to honor professionals who embody excellence, integrity, and innovation, regardless of their age or position within the organization. By highlighting these rising leaders, we are committed to showcasing varied perspectives of leadership that drives organizations forward and advocating for greater recognition of emerging talent. We are offering the Emerging Leaders Award every quarter. Take advantage of the ability to recognize these individuals as they develop into becoming the leaders of tomorrow.

Nominate Today!

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JOYFUL LEADERSHIP PLJ Recognizes our

2025 JOYFUL LEADERSHIP Award Winners

The Profiles in Leadership Journal Joyful Leader Award honors leaders who infuse their organizations with joy, enthusiasm, and inspiration. This accolade acknowledges individuals who lead with compassion and humanity, fostering uplifting workplaces. These leaders prioritize positivity, growth, and fulfillment, complementing strategic thinking and decision-making.

Open to leaders across all sectors—corporate executives, entrepreneurs, educators, nonprofit leaders, and creative visionaries—the award celebrates those who transform the work and leadership experience, whether at a Fortune 500 company, a startup, or a community organization.

The Joyful Leader Award recognizes those who cultivate thriving work environments through humor, playfulness, emotional intelligence, and optimism, promoting a culture of creativity, innovation, and well-being.

Read about these exceptional individuals in the following pages.

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Partner-in-Charge, Houston

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Carter Dugan

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Education: JD, New York University Law School; BA, Vanderbilt University Company Name: Norton Rose Fulbright US LLP Industry: Legal Company CEO: Jeff Cody, Global Managing Partner and US Managing Partner Company Headquarters Location: New York; Houston; London Number of Employees: 7,462 Your Location: Houston, TX Words you live by: Be where your feet are Who is your personal hero? My grandfather, James Kerr, was the former head of the Houston office corporate group at Fulbright & Jaworski (the legacy firm that preceded the Norton Rose Fulbright combination). He introduced me to the firm as a child, and that introduction changed the course of my life and career.

What book(s) are you reading? Carrie Soto is Back by Taylor Jenkins Reid What was your first job? I worked as a reporter for my childhood hometown’s paper, The Victoria Advocate Favorite charity: The Broach Foundation, which supports brain cancer research Interests/Hobbies: Running, reading legal thrillers, traveling with my family.

Family: I have a husband John, who is a physician; three children: Helen and Jackson (13-year-old twins) and Luke (11 years); two dogs: Robbie and Dolly; and a bird: Norman.

She learned to balance work and family. Now she helps other parents do the same A defining moment that shaped my career as a leader occurred when I became a senior associate at Norton Rose Fulbright more than a decade ago. Around that time, my husband and I welcomed twins followed by a third child a year later.

It was an incredibly busy time for me professionally and personally. I knew I wanted a career as a lawyer and my husband wanted a career as a physician, but it wasn’t always clear how having two busy work schedules and raising three young children would be possible.

My husband and I found creative ways to balance it all: alternating schedules, downtown play dates

and choosing schools that supported two working parents. It was a dayby-day effort, and that experience taught me that leadership is about flexibility, empathy and prioritizing what truly matters. When I made partner, we celebrated as a family because all five of us contributed to that achievement.

Today, as Houston Partner-inCharge, I aim to create an environment where others can succeed without sacrificing their well-being.

I know firsthand how overwhelming it can be to manage a busy practice and family, and I believe leaders have a responsibility to support balance and flexibility.

That is why I am deeply committed to promoting the retention and advancement of qualified women in the workplace at the highest levels within law firms, corporations and boardrooms. I continually work to develop flexible work programs within Norton Rose Fulbright and in the Houston market and to ensure that qualified women are seen and advanced. I have been the beneficiary of many of those programs and was an early adopter, so it’s easy for me to guide our people through those opportunities. Ensuring all of our employees have opportunities to excel through all stages of life is critically important to me.

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Dave Karafa

Executive Vice President, Utility Services

Company Name: Orbital Engineering, Inc. Industry: Engineering Services Company CEO: Robert Lewis Company Headquarters Location: Pittsburgh, PA Number of Employees: Over 600 Your Location: Naples, FL Words you live by: Be honest and credible, which is the foundation of trust, influence, and opportunity.

Who is your personal hero? Herb Brooks (Head coach of the 1980 U.S. Olympic Hockey Team) What was your first job? Dishwasher at York Steakhouse Favorite charity: St. Jude Interests/Hobbies: Golf Family: Married with children

Leadership is about teamwork and helping everyone grow I learned a great deal about leadership from watching Herb Brooks coach the 1980 U.S. Olympic Men’s Hockey Team.

One of his most powerful messages was, “The name on the front of the jersey is more important than the one on the back.” Effective leadership starts with understanding that success comes from building a true team—not a group of individual talents. That means recognizing each person’s skills, experiences, and motivations, then providing a clear vision and empowering people to use their strengths toward a shared goal.

A strong leader creates a culture of trust, respect, and accountability where people feel valued and equipped to perform at their best. When team success is prioritized over personal reward, the environment becomes one where everyone thrives. And when the team grows, the entire organization prospers.

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The AI Impact: MANAGING THE AI-HUMAN HYBRID WORKFORCE

By Wema Hoover

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here’s an elephant in the room that many organizations are still reluctant to acknowledge: AI is here, already working alongside your employees and reshaping how business gets done. The question isn’t whether AI will transform your workforce—it’s whether you’re

going to lead that transformation or be swept along by it.

The extent of this shift cannot be overstated: A recent Gallup study found that the percentage of U.S. employees using AI in their jobs at least a few times per year has nearly doubled in just two years, rising from 21% to 40%. The pace at

which AI is infiltrating daily workflows, often without formal direction from leadership, demands a new kind of organizational self-awareness and responsiveness.

There’s a lack of acknowledgement that AI is here, but the truth is that it has been a silent employee, that’s not so

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silent anymore. The reality is that AI is being highly used across organizations in countless ways, and the individual employee has become the bridge, bringing AI capability into business processes whether leadership formally recognizes it or not.

While supporting organizations to navigate this shift, I’ve observed a fundamental disconnect. Although companies are investing astronomical amounts in AI capabilities, we recently

isn’t employee resistance— which is often assumed—but a lack of leadership vision to strategically steer and align these changes.

The Generational Divide We Must Address What I see happening in real time is creating a gap that organizations must close. I’ve watched my daughter navigate the college application process where universities have built

“The reality is that AI is being highly used across organizations in countless ways, and the individual employee has become the bridge, bringing AI capability into business processes whether leadership formally recognizes it or not.”

According to Forbes, Gen Z is growing up with AI as a fundamental part of their workflow, considering it as natural as any digital tool in their daily lives.

They experiment with AI tools just like they experiment with new social media platforms.

This is their companion, their best friend that they’ve lived with throughout high school and college.

For those of us who’ve been in the workforce longer, the adaptation curve looks different. The ways of learning, unlearning and adopting new things looks much different and organizations must understand this. They need to get that level of adaptation and utility across the whole workforce, not just one population that lies in the youth.

Moving Beyond the Threat Narrative

saw tech giants like Meta and Google make record purchases of AI infrastructure, contributing significantly to economic growth; many of these same organizations haven’t stopped to ask the most basic question: How does AI impact the behaviors, performance, and outcomes being driven by our business? McKinsey research reinforces this disconnect, noting that while almost all companies are investing in AI, only 1% believe they are at full AI maturity. The real barrier

sophisticated controls around AI use—communicating its use to help the selection process, but they’ve also created behavioral questions and safeguards to ensure student applicants are sharing their personal stories and insights, so their authentic voice shines through.

My daughter’s Gen Z generation sees AI as just another tool, like Snapchat or any other digital companion they’ve grown up with. There’s no fear, no anxiety. Just natural adoption and experimentation.

Some will argue that the evolution of AI will result in job displacement but is an antiquated view. If we look at models of business that are in place today that have shifted because of technology, there was never a question like “we’re not going to advance because people are going to lose their jobs.” We advanced, we used the technology, and we freed up capacity to do more innovative, transformative, and groundbreaking things.

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“We advanced, we used the technology, and we freed up capacity to do more innovative, transformative, and groundbreaking things.”

There are indisputable examples like the Industrial Revolution, the manufacturing automation, and what was Blockbuster and what now is Netflix. Throughout our modern history of corporations and organizations, there has always been a technology function that has minimized or eliminated certain roles. But what has also happened is that it opened up new doors in terms of capabilities and abilities. This is organization’s greatest challenge and greatest opportunity today.

We must move away from the belief that AI will eliminate roles for people who do certain things. I would say it’s going to free up capacity for us to actually drive more

creative people-centered efforts that drive market understanding and business impact. When organizations identify how AI can complement, rather than eliminate, their businesses, it becomes more about organizational change—acknowledging that this technology will help free up workforce capacity to adopt and control new capabilities.

Building the Framework for Success The organizations getting this right are treating AI as a core capability, just like any other business capability.

They’re looking at facets of their business and functional

areas, identifying AI as a strength and competitive advantage that allows them to do certain things better. This makes it easier to develop skills around using it in a healthy way and leveraging the time, brain share, and talent of the workforce now that they can supplement with these tools.

But here’s the critical piece that many organizations miss: you cannot implement AI without robust guardrails. AI has real limitations—it’s not 100% accurate. There’s a term now called “AI fallacy” because it will go so far as to make things up. This is where organizations must take a position and understand what AI can be used for, putting guardrails in place

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and ensuring its use is aligned with their value, behaviors, and purpose so that it doesn’t affect the integrity or impact of the business.

Even the founders of major AI platforms have been warning that AI is a great companion and tool, but not a replacement tool, and must be managed with responsibility and care.

Establishing controls for its effective usage, educating on it as a complementary tool and embedding it in leadership and workforce development efforts will ensure it’s used at its highest potential.

Maintaining ValuesDriven Integration Most importantly, organizations need to identify what AI means to their core business— not only what they do, but how they do it. It’s critical to make sure AI is being used with the highest integrity, rooted in an organization’s purpose and values.

When you approach AI integration, you must ask: What do we believe in? What is our why? How are we going to make sure that our use of AI and our ability to accelerate it is not compromised by failing to work with integrity, values, and proper behaviors? These things should be understood, addressed and integrated into the ways of working for all organizations.

ganizations that can blend the strengths of both humans and The AI revolution is upon us, AI, creating hybrid workforces and like every major technolog- that are more capable and ical shift before it, it will create more innovative with greater alignment with their purpose new opportunities for those The Path Forward

...it’s essential for organizations to understand AI as a capability and a strength, with clear frameworks for implementation that honor their mission, values and overall purpose and reason for being.”

ready to embrace it. But the pace of adoption has outpaced the learning and the real inventory of understanding how AI can be used and what benefits it can bring to organizations.

As highlighted by McKinsey, the real challenge to scaling AI isn’t employee resistance, employees are ready, but the need for stronger, more visionary leadership to unlock AI’s full value at work.

The moment is now.

Companies are tapping into AI’s capabilities and recognize that there will be more reliance on it in the future. Given this, it’s essential for organizations to understand AI as a capability and a strength, with clear frameworks for implementation that honor their mission, values and overall purpose and reason for being.

The future belongs to or-

to enable better performance.

But this requires intentional leadership, thoughtful implementation, and unwavering commitment to maintaining the human qualities that define organizational culture while embracing the transformative potential of AI technology. PLJ Wema Hoover is a global executive advisor, leadership strategist, certified executive coach and the CEO of Be Limitless Consulting LLC, with over 20 years of experience driving organizational development and culture, talent acceleration and leadership capability. As a former Fortune 500 executive, Wema has a human-centered approach to culture and talent development that promotes inclusive leadership, cultural understanding and the full activation of each individual’s unique skills and abilities. She is developing future-ready talent that thrives in an evolving global landscape.

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INNOVATION PLJ Recognizes our

2025 INNOVATION LEADER Award Winners Profiles in Leadership Journal is honored to present the recipients of the 2025 Innovation Leader Award. This esteemed accolade recognizes visionary leaders within organizations who are at the forefront of advancing cutting-edge strategies, programs, and practices. These distinguished individuals are committed to fostering innovation, enhancing efficiency, streamlining workflows, and ultimately elevating organizational productivity. By forging new pathways and nurturing a positive work environment, these Innovation Leaders significantly contribute to the overall performance and success of their organizations.

Discover more about these exceptional individuals in the following pages.

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INNOVATION

2025

Senior Director of Digital Transformation

LEADER

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AWARD

Abbas Najarali

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All around you are lessons in life and leadership. To be at the top of your game, take good notes

Education: Honors Bachelors of Mathematics, University of Waterloo; Executive MBA, Quantic School of Business and Technology Company Name: Epiq Global Industry: Legal Services and Software Company CEO: David Dobson Company Headquarters Location: New York Number of Employees: 3,800 Your Location: Toronto, Canada Words you live by: Make decisions grounded in data. Take actions guided by empathy. Deliver outcomes that truly matter.

Who is your personal hero? My personal hero is Sal Khan. By building Khan Academy, he used simple, empathetic technology to unlock learning for children everywhere—regardless of background. His example pushes me to pair data and innovation with community impact.

What was your first job? My first job was as a lifeguard at 16. I learned the importance of responsibility, quick decisions, and accountability. Lessons I still apply today.

Favorite charity: Doctors Without Borders, because their mission to provide medical care in crisis zones reflects the spirit of service my parents lived by and the values I strive to uphold: empathy, global impact, and community care.

Interests/Hobbies: Curiosity-driven learning with a focus on world affairs, global economics, and politics; immersive travel experiences that go beyond traditional tourism and maintaining an active lifestyle.

Family: I’m fortunate to have three amazing kids who keep life full of energy and laughter.

My two daughters (ages 12 and 9) are passionate swimmers, and my youngest—a fiveyear-old son—is discovering the world with endless curiosity.

One of the most valuable lessons I’ve learned is that most of the learning you do in life isn’t formally taught. Keep your head up, look around, and pay attention because the real insights often come from observation and experience, not from a textbook or a training session.

Formal training provides the foundation, but the most transformative growth happens when you learn from the people around you, especially great leaders. Early in my career, I realized that every interaction with a strong leader is an opportunity to absorb lessons that no classroom can offer. Watching how they approach challenges, navigate crises, and make decisions under pressure taught me more than any structured program ever could.

Another insight I wish I had embraced sooner is the importance of aligning with leaders whose values and leadership style reflect the kind of leader you aspire to be. Seek out mentorship opportunities, ask for advice, and demonstrate genuine curiosity and commitment to growth. When leaders see that eagerness, they engage more deeply and share lessons that accelerate your development.

Leadership isn’t mastered in isolation. It’s a craft honed through exposure, reflection, and practice. The sooner you recognize that the real classroom is the environment around you, the faster you grow. Every meeting, every challenge, every conversation is a chance to learn.

Today, that mindset matters more than ever. With the rapid change brought on by the era of AI, leadership requires a new dimension: guiding teams through uncertainty while balancing innovation with responsibility. It’s about helping people adapt to systemic shifts, fostering trust in technology, and ensuring progress serves human needs. The leaders who inspire me most combine these qualities, and that’s the kind of leader I strive to be.

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INNOVATION

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Shannon Lam Partner

This highly respected patent lawyer is dedicated to mentoring and collaboration

Shannon Lam is renowned in the legal industry for her exceptional mentorship and leadership abilities, especially in her role at IP firm Knobbe Martens, where she is a highly sought-after mentor for young lawyers. As the chair of the firm’s Mentor Committee, she has significantly transformed the firm’s mentorship culture, focusing on thoughtful mentor-mentee pairings, extensive training, and providing essential tools for success.

Her dedication is reflected in various initiatives, such as developing educational programs, goal-setting frameworks, and collaborating with practice leaders on equitable workload distribution. Her role as co-chair of the Women Associates Advisory Committee further underscores her commitment to mentoring young female attorneys.

In addition to her mentoring accomplishments, Ms. Lam is a respected expert in patent strategy, shaping the direction of companies in various industries like medical devices, consumer products, and food and beverages. Her contributions have been vital in high-profile acquisitions and global portfolio management for both major corporations and family-owned businesses. She is also a sought-after speaker and thought leader, known for her vision and commitment, which makes her a deserving award recipient.

Ms. Lam’s approaches include initiatives on associate integration, mentor engagement, and retention through evaluations, programs, and training opportunities. She ensures associates are paired with suitable mentors, conducts frequent assessments, and improves mentorship programs through strategic data collection and feedback. She collaborates extensively with other firm committees, such as the Education Committee, and works closely with practice group leaders to offer tailored support and development opportunities for associates. Her innovative and data-driven approach has greatly enhanced mentorship and associate development at Knobbe Martens.

Education: JD, The University of Texas School of Law; BS, Biomedical Engineering, The University of Texas at Austin Company Name: Knobbe Martens Industry: Legal Company CEO: Steven Nataupsky, Managing Partner Company Headquarters Location: Irvine, CA Number of Employees: 594 Words you live by: Play the cards you’re dealt.

Who is your personal hero?

All the moms just trying to make it work What book(s) are you reading? Big Asian Energy: An Unapologetic Guide for Breaking Barriers to Leadership and Success by John Wang What was your first job? Math Tutor Favorite charity: Promise4Paws Interests/Hobbies: Eating food, traveling for food, reading about food Family: Two little girls, one sweet pup, and a very lucky dad

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LEADERSHIP JOURNAL Since 1999

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2025 Fourth Quarter

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INNOVATION

2025

Global Vice Chair, Emerging Companies & Growth Practice

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AWARD

Haim Zaltzman

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LEADERSHIP JOURNAL

When technology and healthcare come together, lawyers must learn new approaches from their colleagues and clients Tell us about a defining moment that shaped how you lead.

Education: JD, Harvard Law; BA, Stanford University, Company Name: Latham & Watkins LLP Industry: Legal Company CEO: Richard Trobman, Managing Partner and Chair Number of Employees: 7,300 Your Location: Bay Area Words you live by: Don’t be a milquetoast – always have a strong bias to intelligent action!

What book(s) are you reading? Two books – 7 Powers: The Foundations of Business Strategy

by Hamilton Helmer; had to read this as it is constantly referenced as a must read on the Acquired and 20VC tech / business podcasts which I regularly listen to. The other book is Camino Island by John Grisham; I’m a huge John Grisham fan and started reading him over 30 years ago when he first published A Time to Kill, The Firm and Pelican Brief, his first 3 books, and haven’t been able to stop!

What was your first job? Taco Bell on Yellowstone Avenue in Pocatello, Idaho; worked for 2 years until I could pay for half my first car – a used Chevy Corsica!

Favorite charity: The American Jewish Committee, a global advocacy organization for the Jewish people; randomly picked up a brochure for a summer fellowship at the AJC while a senior in college and have been involved with the organization since (25 years!); I am on the Northern California board of the AJC. Interests/Hobbies: Hiking (climbed Kilimanjaro on my honeymoon!), travel (used to be a cool backpacker and have traveled to over 100 countries) and reading (love books about business and poker (and John Grisham fiction) Family: Have been married for almost 20 years!

Have 2 daughters, and 3 boy dogs (trying to even out the family voting dynamic) and many nieces /nephews.

As royalty financings in the life sciences sector emerged as a trend, I led a first-of-its-kind transaction for a company facing a tight runway in a volatile market. Traditional equity was too dilutive, and conventional debt didn’t fit the risk profile. I convened a cross-office team of finance, life sciences IP, tax, and regulatory specialists, and together we built a hybrid structure blending a royalty stream with structured debt to align incentives across the company and investors. We closed at speed and set a template for Latham to become the go-to destination for these transactions, including many of the US$100 million-plus transactions I advised on in 2025.

That experience cemented my leadership philosophy: create clarity in ambiguity, invite a range of perspectives early, and turn complex, highstakes problems into actionable paths with disciplined execution.

Who or what has most influenced your approach to leadership?

My clients and colleagues have been my best teachers. Founders and scientists push me to think boldly; lenders and sponsors sharpen my focus on downside protection and accountability. Working at the intersection of technology and healthcare, I’ve learned to translate groundbreaking IP and fast-changing regulation into pragmatic deal solutions. Within Latham, mentors and peers across our practice groups consistently model how inclusive, cross-office collaboration unlocks results that no single lawyer can deliver, and have shaped how I lead teams and shepherd novel transactions to a successful close.

Describe a time when innovation helped you overcome a challenge or improve a team outcome.

When AI applications in healthcare started accelerating, clients needed integrated advice spanning IP, data governance, financing, and commercialization. Rather than treat the emergence of AI as a siloed issue, I began promoting firmwide teach-ins and partnerships that brought together our healthcare, tech, regulatory, capital markets, and private capital teams. As a result, we’ve built a cohesive offering that helps clients navigate their approach to financing and scaling AI-enabled products better and faster.

Embracing the intersection of technology and healthcare, rather than treating them as siloes, positions our practice to confidently deliver the coordinated, market-ready solutions for the industry.

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LEADERSHIP JOURNAL Since 1999

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LEADERSHIP JOURNAL

2025

LEADER

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Kimberly Dorsett

Chief Human Resources Officer

Making lists, executing goals and staying grounded have helped her lead and innovate No single moment stands out as a singular breakthrough. Instead, my leadership has been formed through an ongoing process of experimentation, reflection and reinvention, where each experience becomes data, each challenge a design constraint, and each lesson a prototype for what comes next. I’ve learned to see my growth not as a series of isolated milestones but as a continuous cycle of learning and recalibration, where every phase informs the next and expands what is possible.

From a young age, I was rooted in a community built on strong beliefs and deep faith. Growing up in the church instilled in me values of kindness, service, and resilience. These principles became more than moral guideposts; they became the ethical framework through which I innovate and lead. My faith has consistently served as a compass, helping me navigate complexity, remain grounded amid ambiguity and hold a long-term view even in moments of uncertainty. It functions as an internal lighthouse, steady and orienting, especially when forging new paths.

Alongside those values, I have always led with intention and structure. I am a natural architect of ideas, mapping outcomes, identifying dependencies, and translating vision into actionable steps. This discipline has deeply influenced my approach to innovation because it allows me to move fluidly between imagination and execution. It ensures that creativity is paired with rigor and that bold ideas are supported by practical systems. In this way, discipline becomes the connective tissue between values and outcomes, enabling clarity, momentum, and sustainable progress in complex environments.

These philosophies directly influence how I lead in the workplace.

For example, when Momentus Capital brought together staff from three independent organizations, the cultural integration effort required more than alignment. It required reimagining how people experienced work together.

I played a critical role in this transformation by leading a comprehensive culture assessment using surveys and focus groups, then translating those insights into a unified culture and engagement roadmap. Rather than applying one-size-fits-all solutions, we designed scalable and measurable interventions that allowed the organization to evolve intentionally, supporting the adoption of new policies, procedures, and programs while preserving what mattered most to employees. This work reflects my approach to innovation: listening deeply, designing thoughtfully, and building systems that adapt over time, My experience has taught me that impact comes from alignment, not overextension. Innovation, at its best, is rooted in discernment as much as disruption. As I continue to grow, I remain committed to leading with authenticity, protecting my peace, and creating space for thoughtful evolution.

And whenever recalibration is needed, I return to my North Star, steady, grounding, and always guiding me toward purposeful and innovative leadership.

Education: I have recently been accepted into the Georgetown Executive Leadership Coaching Program. I completed the Chief Human Resources Officer Program at the Wharton School of the University of Pennsylvania. Other degrees: MS, Management, Marymount; BS, Business Administration, Bethune-Cookman University Company Name: Momentus Capital Industry: Nonprofit Company CEO: Ellis Carr Company Headquarters Location: Arlington, VA Number of Employees: 310 Words you live by: Persistence is key, and leave everything in a better position than you found it.

Who is your personal hero?

My mom, Doris Cullins.

What book(s) are you reading? How to be Exceptional by John Zenger and The Win-Win Workplace by Angela Jackson.

What was your first job? My career started off in Payroll and Accounts Payable/Receivable for a temp agency, which eventually led to assisting as a backup to the temp desk.

Favorite charity: Bethune-Cookman University, Delta Sigma Theta Sorority Inc. Programs Delta Gems and Delta Academy, the AfricanAmerican Museum, and St. Jude’s.

Interests/Hobbies: I love anything outside!

I also love traveling, shopping, and going to the spa.

Family: I was the first grandchild and first child on my father’s side, and I was the first to go to college. I am fortunate to have two incredible kids, Taylor Dorsett and Ayden Dorsett. I have two brothers and two sisters, a niece, and five nephews. I am also grateful for the family I have found in the Loudon County Alumnae Chapter of Delta Sigma Theta Sorority Inc.

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LEADERSHIP JOURNAL Since 1999

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2025 Fourth Quarter

67

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INNOVATION

2025

AI Product Manager

LEADER

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Dylan Sapienza

LEADERSHIP JOURNAL

Innovation requires less perfectionism and more moving forward

Education: BA, The George Washington University Company Name: New York Life Industry: Financial Services Company CEO: Craig DeSanto Company Headquarters Location: New York, NY Number of Employees: 11,600 What book(s) are you reading?

The Power Broker by Robert Caro What was your first job?

Working as a Lifeguard Favorite charity: Seva Foundation: Eye care organization Interests/Hobbies: Philosophy, rock climbing and reading

The day our head of agency set the delivery date for Dialogue—an AI-powered voice platform enabling insurance agents to practice sales conversations 24/7—something fundamental shifted. What had been a joyful experiment with my colleagues Rick Archer and Raul Haynes suddenly carried real weight. We had agents waiting. Leadership watching. A timeline that demanded we stop questioning everything and start delivering something.

This transition forced me to confront a tension that defines modern innovation: How do you balance the wide-open creativity required to build something unprecedented with the narrow focus needed to actually ship it?

The challenge was pressing because I was navigating genuinely uncharted territory. Generative AI for real-time voice conversations at enterprise scale—no one has solved this. Yet I encountered many voices speaking with absolute certainty about architectures and best practices as if they were settled questions. It would have been easy to secondguess myself.

What helped me trust my intuition was a simple realization: I had started working with Generative AI three years ago, when it first became available. Three years was the maximum experience anyone could possibly have. In this domain, I was as senior as senior could be.

That realization gave me permission to listen to what my intuition was screaming: Move forward, have a bias for action, fail and learn, deploy and iterate. I could sense our agents liked the tool. We had captured something real, a spark that would vanish if we over-thought it.

But acting on that intuition required a disciplined shift in mindset. The experimental phase had me constantly redesigning the application, questioning core assumptions. That wide view is essential for innovation, but it’s also a trap. You can remain stuck in an endless cycle of perfectionism, never feeling truly ready to deploy.

The narrow view accepts certain premises and moves on. It focuses on distinct blockers between you and production, not infinite adjacent possibilities. This shift felt constraining at first. I missed the lightness of pure experimentation. But I discovered something deeper: Innovation without delivery is incomplete.

Today, with over thousands of users engaging in 28,000 practice calls and 170,000 minutes of training in just two months, I’ve learned that creativity and accountability don’t have to be opposing forces. In fact, they’re complementary phases of the same process. A leader’s job isn’t to choose between them, but to know when each mindset serves the mission, and to have the courage to shift between them.

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LEADERSHIP JOURNAL Since 1999

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LEADERSHIP JOURNAL

2025

LEADER

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INNOVATION

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Robby Frantz

Senior Vice President, Utility Services

Real innovation that works requires balancing creativity and accountability Balancing creativity with accountability begins with acknowledging a fundamental thought: “Ideas are easy. Execution is everything.” Chris Sacca’s words have consistently guided me throughout my career.

Creativity drives innovation and ignites new possibilities. However, accountability is what transforms these possibilities into tangible, meaningful results.

For me, finding the right balance involves creating room for bold ideas while clearly setting expectations for follow-through. I motivate my team to experiment, challenge assumptions, and explore what hasn’t been done yet. Equally important, we stick to disciplined execution: defining success early, agreeing on timelines, and tracking progress with transparency.

“I’ve realized that when people understand both the freedom to generate ideas and the responsibility to execute them, creativity becomes not just inspiring but also practical.”

Education: MS, Engineering Management, Robert Morris University; BS, Electrical Engineering, Gannon University; Certified Project Management Professional (PMP) from the Project Management Institute (PMI) Company Name: Orbital Engineering, Inc. Industry: Engineering Consulting Company CEO: Robert Lewis

I’ve realized that when people understand both the freedom to generate ideas and the responsibility to execute them, creativity becomes not just inspiring but also practical. The result is innovation that can actually be implemented, ideas that don’t just stay on whiteboards but lead to outcomes that benefit our clients, our organization, and our communities.

That’s the kind of leadership I aim for: one where creativity and responsibility support each other, transforming vision into reality.

Company Headquarters Location: Pittsburgh, PA Number of Employees: 650 Words you live by: “The best way to predict the future is to create it” – Peter Drucker Who is your personal hero? My parents What book(s) are you reading?

Atomic Habits by James Clear What was your first job?

Washing dishes for a catering company Favorite charity: St. Jude Children’s Research Hospital Interests/Hobbies: Spending time with my family, traveling, skiing, golfing and being outdoors.

Family: Wife, Emily and two kids

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LEADERSHIP JOURNAL Since 1999

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2025 Fourth Quarter

69

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INNOVATION

2025

Chief Technology Officer

LEADER

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David Timczyk

LEADERSHIP JOURNAL

Don’t let your organization fall into a rut. Be open to employees with unique voices and ideas

Education: MS, Engineering Management, Robert Morris University, Moon Township, PA; BS, Engineering, Robert Morris University, Moon Township, PA Company Name: Orbital Engineering, Inc. Industry: Engineering Consulting Company CEO: Robert Lewis Company Headquarters Location: Pittsburgh, PA Number of Employees: 650 Words you live by: Do or do not. There is no try. There is always a way.

Who is your personal hero? MacGyver What book(s) are you reading?

The Bible; The Bold Ones by Shawn Kanungo What was your first job?

Valet parking attendant Favorite charity: Washington City Mission Interests/Hobbies: Golfing, skiing, hockey, cars, and Men’s Alliance Family: Married to Audra Timczyk with two daughters, Paige & Mikaela

Inspiring people to think differently is not just a leadership skill; it’s an act of belief. It means believing that the people around you are capable of seeing more, imagining more, and becoming more than their current habits or routines allow. Every organization slowly drifts into patterns that feel safe and familiar, and those patterns gradually harden into “the way we do things.” Breaking that inertia doesn’t start with a process — it starts with courage and intention. Real change happens when people feel seen, supported, and trusted enough to offer ideas that might fail, might surprise us, and might transform everything.

People think boldly when they feel safe, not when they feel pressured.

When someone knows their voice matters — truly matters — the entire tone of the room shifts. They start offering their genuine insights instead of the polished versions they assume others expect. Conversations become honest. Ideas become bolder. The fear of being wrong gives way to the excitement of contributing something meaningful. That emotional safety is where thinking differently begins. But for it to lead anywhere, people also need direction. Creativity is powerful, but without a purpose to anchor it, it floats. Clear goals don’t stifle imagination; they focus it.

This is why I refuse to separate innovation from execution. I weave them together. I try to spark curiosity through the questions I ask, the conversations I open, and the way I show up in my work every day.

Thinking differently, to me, isn’t about tearing down what exists just to be disruptive — it’s about reshaping it to create something better. And results aren’t the enemy of creativity; they’re the evidence that new ideas were worth fighting for.

When people connect their imagination to real impact, something shifts inside them. They don’t just contribute ideas; they take ownership.

They challenge old assumptions because they feel invested, not obligated.

They want the outcome to be better because they helped shape the path forward. Creativity becomes a source of pride, not risk.

Ultimately, inspiring others to think differently while staying focused on results is about holding a delicate balance: giving people the freedom to explore while grounding them in a purpose that matters. When that balance is intentional and heartfelt, people don’t just think differently — they care differently. They deliver with passion. And the organization grows not just in capability, but in spirit.

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2025 Fourth Quarter

LEADERSHIP JOURNAL Since 1999

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LATINO & HISPANIC

LEADERSHIP

AWARD

2026

LEADERSHIP JOURNAL

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DEADLINE EXTENDED TO: January 30, 2026 In the forthcoming First Quarter issue, PLJ will honor Latino and Hispanic Leaders with the Latino & Hispanic Leadership Award.

We invite you to participate in this initiative by nominating a team member who exemplifies advocacy, perseverance, legacy, or professional excellence as a Latino or Hispanic Leader. By nominating one or more Latino and Hispanic Leaders, you have the opportunity to highlight the talents, ambition, and achievements of these exceptional individuals.

Nominate Today!

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www.womenworthwatching.com

LEADERSHIP JOURNAL Since 1999

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2025 Fourth Quarter

71

Where are they now?

By Sharon Broussard

For over two decades, Profiles in Leadership Journal has celebrated the

remarkable achievements of well over 2,000 Women Worth Watching®

in our publication. In this issue, we reconnect with 30 distinguished past

award recipients who have made significant advancements in their careers, launched successful businesses, embraced new roles, or transitioned into diverse fields.

Like all our Women Worth Watching® Award winners, these exceptional

individuals exemplify dynamic leadership, thrive in the face of challenges,

adapt seamlessly to change, and generously share their insights and wisdom to inspire the next generation of women leaders. Join us as we explore the

unique paths these professionals have taken on their journeys, revealing the stories behind their success and the lessons learned along the way.

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LEADERSHIP JOURNAL Since 1999

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www.leadershipjournal.com

Nancy J. Gagliano, M.D.

WO MEN WO RTH WATC HING

Victoria (Tori) Roeck

This Harvard-trained physician became CMO of CVS Health MinuteClinic to bring top care to patients where they live.

Associate

2022

2022

Michelle Epstein Taigman Elise Eidemiller

Dr. Cindy Pace

“… fear of the unknown did not Sally Brooks stop me from leaping into lowed women to care for the corporate T work as a professional.

You Had Y Become the Leader You Wish world.”

Natalie Hanlon Leh

Brenda

AWARD

AWARD

ship focus evolved. I began to seek out also allowed me to understand how roles that allowed me to help a greater important collaboration and teamwork a Brown Ting Yan are in effecting change,Women and inWorth helping number of patients and physicians— Katie Unke Ehrenberg Women Worth mpliance and Alison Miller Business Architect, Manager ® Watching® in an Leader individual practice,Associate then as a me appreciate and value Watching the perspecSeniorfirst Practice ffairs Officer in Leadership in Leadership INTERNATIONAL tives of those around me. leader of a group of practices affiliated INTERNATIONAL ., Forced Migration Studies, Linacre College, with Massachusetts General Hospital My passion for helping people is Lehman Philosophy, University of Notre Dame Education: BS, water resources and soil science, University of (MGH) Wisconsin and Stevens Point; m Southern eventually, all practices what eventually led me to my current University MBA (in-progress), Lakeland University Goldberg LLP position at MinuteClinic. I truly felt I affiliated with MGH. My goal was to Company Name: GEI Consultants, Inc. look for ways to improve and enhance had more to give and was drawn to the Industry: Engineering and environmental consulting ar concept that retail medical clinics can the patient experience and ensure that Company CEO: Ron Palmieri n: Washington, DC New York, NY Education: AB, Dartmouth College; JD, Georgetown University Law Center provide care that is not only Company Headquarters Location: Woburn, Massachusetts the primary care we were providing Company Name: Holwell, Shuster medical & Goldberg LLP Kuy, MD,Do not MHS, FACS aid to make decisions. be afraid to make mistakes.

Industry: Law Number of Employees: 1,000+ was as effective as possible. Working high quality, but also affordable and ?

Tamara Ells ssor how you to be treatedBaylor College of ofwant Surgery, CEO: n/a Your Location (if different from above): Green Bay, Wisconsin scribed on the Temple of Apollo at Delphi uld. with such a diverse group of Company physicians close to home. reme Ownership: How U.S. Navy SEALs VA Lead and Win by JockoSr. Director of Sales, Company Headquarters Location: New York, New York n, Michael E DeBakey Medical wlings Job Title: Senior Vice President, General Counsel, and Secretary Words you live by: The only way to “find out if it will work out” is to do it.

After spending in the What book are you reading: Leadership

by Dorisyears Kearns Goodwin orld and All That It Holds by Aleksandar Hemon Next Generation Infrastructure Job Title: Managing Director, Account Management & Canada er; Deputy Chief Medical Officer, eyat&for a AFRICA restaurant Education: JD, University of Michigan Law School; BA, political science, Work hard, have fun, and help people grow.

Personal Philosophy: academic-medicine community, it When I firststudies, decided toCollege practice N ADVISOR ment of Veterans Affairs VISN 16 Education: Bachelor of Arts, international Rhodes University of Michigan merica nnis instructor for 3-5 year-olds What book are you reading: Difficult Conversations: How to Discuss What Matters ccess COMPANY AND EXECUTI VE WOMEN WORTh WATChI Ng 2012 AWARD WINNER was a difficult decision to leave an music, painting, volunteer at local community and school wo mwanted e n worth watching 2011 I knew IStone, help pa-DadinIs Fat Company Name: HireRight Most bymedicine, Bruce Patton, Douglas andto Sheila Heen;

by Jim Gaffigan Company Name: HARMAN tennis, BA, economics, Northwestern University environment that was familiar. But fear ),ducation: andMBA, Lulurunning (bunny) ille; Years What was your Worked at aabout hotel when I was 15 and then full-time at a restautients.

Ifirst wasjob: passionate developIndustry: Pre-employment background screening Industry: Technology Oregon Health and Sciences and ompany Name: Arrow Electronics rant while attending school before my internships in consulting and the energy industry of the unknown didn’t stop me from TITLE: Senior Vice President and Moira ing Company CEO: Dinesh C. Paliwal Company CEO: Guy Abramo ing relationships with the individual Chief Risk Officer ndustry: Electronics Favorite charity: Kiwanis, so many charities are supported through this organization leaping into the corporate world. My Company Headquarters Location: Stamford, Connecticut Company Headquarters Location: Irvine, California people in my care and helping them EDUCATION: ompany CEO: Michael J. Long Interests: Traveling, creating/crafting, reading, and gardening (native pollinator PhD, City University of New York role at MinuteClinic has allowed me Number of Employees: 24,000+ make it better. of Employees: be3,000+ as healthy could be. Starting andto vegetable) le, on her own, finding theNumber courage forge a newas they ompany Headquarters Location: Centennial, Colorado FIRST JOB: Kindred Healthcare The Pandemic Also Unlocked Exciting Possibilities to use the skills I’ve developed over Salesgirl at a jewelry store Words you live by: “What may initially seem like an insurmountable obstacle ou want to see in the world.”

Your Location: Boston, Massachusetts my career as a full-time primary care Family: My husband, Chuck Ehrenberg, and our daughter, Ella umber Employees: 19,300 in theof U.S. could ultimately put you on a better path.” –Ryan Holiday WHAT I’M READING: the years to benefit millions of patients ure Your Life (if bydifferent Claytonbut Christensen, Words you live by: Success is the result of hard work, persistence, and learning our Location from companies above): Naperville, Illinois Too Big to Fail, by Andrew Sorkin; doctor allowed me to truly get to know ads themselves to achieveor title: Vice President, Medical Director, ficultThe times.

Despite personal financial he key to forging a suc-We have Constellation Energy inBig this moment a great, This new way of working will also enrich our perShort,

by Michael Lewis; global opportunity Personal Philosophy: Keep perspective.

Although I will admit I fail at this as Health Services Division from experience. nationwide who seek care at our the only familyit of Language Processing, andpatients Advance AWS At Home, Bill Bryson to share their Words youchild live in by:a Make happen.ture, Natural hardship, sacrificed pathon istotoreshape my and partner cessful withcareer them whatthey it by means to go to work everyeDucation: day. ThisGeriatric Medicine sonalFel-lives. I grew up appreciating these possibilities. ys be ready! often as I succeed! well ltered and comfortable life. services to reimagine the way our company does busiprofit that empowers veterans and ou have to find inspiration. was my father, who congratulated me resources with others.

I strive for workPersonal Philosophy: Your mountain is waiting, so get on your way. know your strengths and lowship, University of Cincinnati; MYopportunity PHILOSOPHY: Dream big, employees more clinics,Ruth andbecame trulyachange the ersonal Philosophy: Work hard, play hard, be good to people. is not just an to afford My Internal grandmother pediatrician at ahealth time their health care.

Medicine Residency, The Christ Hospital, What book are you ness reading: The History of doesn’t Love bycome Nicole Krauss work hardhowever, and be persistent. llengeHearts. myself and step outside and manage credit risk effectively. ducational opportunities It to you. on my successes along but was leverage whenthe lifeway, takes you in lifeinbalance; Cincinnati, on OH; MD, Marshall University; Wholebook by you reading: Just Mercy by Bryan flexibility some abstractremembering sense or to save money when very fewlandscape. women practiced medicine, in part beWhatStevenson book are you reading: Principles: Life and Workthem

by Ray Dalio What are care PDJ gered within me.

In mycharity: first Throughout my journey, I in was fortunate to career encounter BS, Ohio Northern University Growing up rural South Carolina, able to push medirections. to my createleadersomething great daughters, I amFAMILY: a workTwo in progress helps me to unexpected If you know As my advanced, Favorite JVS Detroit, a human services agency that provides counseling, ®

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Heyou, inspired me wake to believe accept my shortcomings. what drives you International will up training and Jewelry support services to people with disabilities, job seekers, and jobaround after graduation: The Christ Hospital, us early to achieve more andin fulfillment, both ofand women per class. Once she entered the field, she importance was onfocus, me bothsuccess confide and joke with, someone altering toRide pursue who valuedTrade my talent and hardThe work.

They playedof a relationships INTERESTS: Supporting the Division CEOs, or artists.

Although a supportive Section Director of Geriatric Medicine. that most my world could belost larger a n’s Research mornings with energy,than avorite charity: Naperville stead ofdecision focusing on performing, distractions like, “Why others in Assist need Inactivities addition togirls, personal mentors professionally and personally. ranforher practice of my running, S.did I wanted to be my own perpivotal role in shaping my career and instilled the courDEBBIE SINGH in my education and some parts of my career.

My goals who encouraged me and provided direction when from I home—with her office right off what i’m reaDing: Water family and loyal friends surrounded me, South Carolina town if I was willing and passion. reading, traveling they Travel, lookFamily: atreading, me Awhen they talked about poor per- at VICE PRESIDENT, ORGANIZATIONAL EFFECTIVENESS Favorite charity: Habitat for Humanity nterests: and sports and friends, I have been fortunate to Elephants,

by Sara Gruen; and the living Journal room and her sons’ elementary school right husband who has been a true partner home and in his support of my Well into the pandemic, I was convinced that certain the e.S. safety net of my family and Affairs age to share my ideas openly.

As the Ialigned gained knowledge PLAN INTERNATIONAL CANADA not much was on doorstep.

I sought to work for it.

A middle school tennis were with myself—setting my career path and needed it, while also giving me autonomy.

I was given of the American Geriatric Society Department of Veterans formance?” takes up more and more time.

Ifmy emotional professional mentors.

Having Medical training is focused on and understanding children who have addedshe their support as responsithey have offind myFAVORITE job the as aCHARITY: litigator were universally better across the street. With this unique setup, her most amily: Timothy, andher sonsand Timexpertise, and Trevor mother wascareer, fired from Wall Street job when ing in aHusband, foreign land with exconfidence soared and this my Interests: Hiking, mountaineering, and traveling For Principal at Fish & Richardson, leap to law was big one— mY a PhiloSoPhY: Choose your attitude Susanthe G. Komen Race for the Cure out challenges where I could in school, coach inspired me to think about a parts being recognized for my achievements.

I had of inthe opportunity to be that person for important others when I courage and humility accept improving weaknesses, but Ifears have intelligence is high, adults someone advocating for themselves become (positive) and make someone else’s day. have learned done “I person.

But each timetoI thought, “This could appointment each day for a time was not a eart, I wasemployer unprepared for the bility grew.

While working with innovative technologies but it felt just right. on the tennis court, volleyball court and career, and that girls could be as tough ued her for pregnancy discrimination and lost.

Family: Husband, Jeff ovick, their guidance is as difficult at times, found that surrounding not being the best on a team.

Within a few yourself yearsnot of be done, joined GEI Consultants, Inc.toHusband, Dan; three FamilY: daughters, might questions for clarity, inevitably while someone who has me.

Theask customs, language, presented challenges and occasional mistakes, or done well, remotely,” I failed patient checkup, but lunchtime with her sons.

COMPANY: track. I found inspiration in fiction, and competitive as boys. Continuing Gwen, Tess, Lydia; and dog “Bitzy.” thatworth no it.matter de, was outlawyered byImake a bigassumptions white-shoe firm.

I continue to connect with a through team that balances strengths Energy I reflect starting my career, personal When on theintereStS: leadership opportunities low she emotional intelligence ered from my home country, will learned to reflect onand each experience encourage accountbut forConstellation unforeseen advantages.

A generation later, my father, also a lawyer, spent Skiing, Hiking and Cooking. ton, music and competition.

I and imagined a I had mygone education became some a necessity, rathMedicine); Francisco Vazquez with mentors, not only because of and weaknesses is the best approach.

College Football is my individual passion. felt confident that I was destined for Making a leap is never simple.

But was taught not toout challenge continuous improvements.

In pursuing independence how focused you child who disrupted her career one ofjourney those fancy HEADQUARTERS: potentially act or internalize theirisfeelings one highly expedited litigation, we were able to muchof, of his struggles, conflicts at work, ultimately had timeInto I have been fortunate enough to be part andcareer the working from home three days a to surround myself with diverse er than and an option.

Company: Maryland VA Medical Center) FaVorite charitieS: Alzheimer’s our Baltimore, shared professional interests devot- and Executive ® 2013but Plan International Canadaof self-be- My professional life has beenCompany denly inof this new and personal growth, have learned the value Women Worth Watching Winner omen Worth Watching 2014healthy Award Winner take aare dozen in a matter of days inhelped largeand mycreate arrangement enabled my mother to (none which are or productive).

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Senior great things. inNotand 2002, media relations peopleImore who had a similar thirst toas aI young Thethrough goal of continuing my educae).

Thanks to®environment, my mother’s sacrifices, I have access mature reflect. came that time realizing opportunities thatAward I have forThis others, Industry: ondepositions your own nge perspectives, but also unconscious biases because we lift each other up. ed to improving the care for older for profit WEBSITE: Citizens group myself and question the status lief, tenacity, and resilience.

Each step of the journey part because we did not have to travel around the and achievement pursuing innovate and make a difference.

CEO: tion was not laidthat out and neither was When women ofwas faceWinner bias they oftenlearn, have toBurr ® color &I Iam Forman LLP Coca-Cola Enterprises, Inc. www.constellation.com that wanted be of a team had the best my of accomplishment far her career, and my father to watch utive Women Watching 2014 Award …taking each theWorth age she when her journey was rethat make So, six of from climbing the continue executive in part the entertainment indusadults and educating their personal Caroline Riseboro e President, Engineering behaviors, and expose others toshaped acorporate kindmeofinto thinkver dwindled and kept me has the person today –toa person goals, itafter issense only has taken me inyears unexpected HEADQUARTERS: country toLife attend them.

We benefitted more time my field hockey team consistently lose our afternoon Employees: I about pushed the myself to believe that this the path taking me there. Instead, my comPanY: Kindred Healthcare combat stereotypes. When someone is thrilled BUSINESS: 200 + ideas and professional caregivers. :the Juniper Networks Rockwell Collins rGyasi in finance. unafraid to us takeall. onwomen new challenges, share openly, that embraces the minute variances in that leap of Atlanta, Georgia same structures that force successful to choose directions.

The demographic age corporate ladder in one career—and try, that was exactly what I needed to owerful female role models are and should not be diminished in any Headquarters: heaDQuarterS: Louisville, Kentucky and collaborating one another than matches, one of our only fans. was in reality just another chal- academic degrees became an almostpreparing Power, Natural Energy possible to Gas, andwith work do, on it’sWall always disheartening to hearjourney that cted you asthey aanalyst Woking, United Kingdom Networking/Telecommunications financial and learnit’s from every experience. yhere are always opportunities forcontinuously growth, wave otherwise has allowedbeen me tothe to In another I grew a rural commuweB Site: www.kindredhealthcare.com restated byinone of by the guysmight at have profitability—but this movement hashard ittoislater I case look back at the first half HEADQUARTERS: lenge that growing up I worked eight-year journey fueled the was forundeniably my mother, make that choice for them. faith… case. matter, ce?When Howthe did you important because they but IInbelieve equally importWEBSITE: www.cokecce.com REVENUES: $14.3 billion he bes just a the bitif shy ofwork 30 years old—I decidedMy hope is that we normalize and institutionalize do. fact, Iinknew that Iup needed to take as enjoyable because of outdated, untrue and biased ust for it!way, Ask your managers for advice on how toRahim stumble upon the world of I am honored togo be recognized by the Profiles minot BuSineSS: Diversified post-acute Birmingham, Alabama improve careyou for older adults in a nity, attended pharmacy school and succeed nge, and impact that demand we respond with not had some the table as a “great idea”). pushed to address these issues with 2020, I wonder at the sheer magprepare myself for. motivated people around me and the instead of negotiating with opposing counsel by phone the use of remote professional tools and workplace he nonprofit provide the generation with antWomen toBeverages witness women in tricky situations, and healthcare services. ggle toofWomen get jobs while pregnant and chided or tropes. of color often mask or code switch to EMPLOYEES: using technology to next Diversity Journal asbe one of the Worth Watch-functioning es: 9,500 I can g After college Inot had awhere great to handle why or BUSINESS: srospect my parents or legal variety of spoke roles –10,300 pharmacist, physidecided toahead. continue myIT training inisTO to study for the law school entrance an even bigger leap—into an entirely on; each day, it’s important to put our people At the Atime, I was sure opportunities This has continHEN COMES WORKPLACE EQUALITY, IT IS CRITIHave things improved?

Yes, in more urgency. more varied and tude of the changes.

COVID-19 has work with others.” as typical, we face-to-face on Zoom and built flexibility—in its myriad forms—in the years to come, annual reVenueS: More than WEBSITE: www.burr.com as it relates toauthentic examples of at what is possible leadership roles. ecision-making fascinated me, ing in Leadership for 2023.

Being part ofgoal this Debbie Singh is someone who esteemed refer to as the catalyst. She drives empowerment. She delved into human rters: Sunnyvale, CA avoid being mischaracterized, which takes ajourney toll on family A female partner aagain previous job told me the onprofit I life. $4.2 billion educator, and now VP school.

During my pharmajob in Idaho.

But my wasthey to how they do something thecian, wayclinician they achiev CAL THAT WITH STRONG EDUCATIONAL theworkplace would take There ued medical in my career, where brings out the bestme. inbillion people while change through theways, organization with not resources toorganizational focus on enough policyWOMEN to grow and climb to new heights by exemplifying REVENUES: $8.3 some but nearly equitable is needed to hanged the way we live, interact greater rapport in the process that translated into continuing to identify new opportunities that may have t I’ve benefited exam.

My family and friends did not new career. ncustodial ore thisComputer fieldfor further.

I was degroup fillsto meauthentically with joy andBUSINESS: gratitude.

As share my story n:one’s M.S., Science building out talent for aIdevelopment thought or humility, not stopping to fepeople in ways that supported leading women inon the workforce.

While From my powerful health.

Everyone deserves Law firm for aAN large company providing resi- TO emPloYeeS: 53,500 cy internship program, I worked inlead support throughout the Increasing Diversity in STEM BACKGROUNDS HAVE EQUAL OPPORTUNITY nd better opwas always a continues destination, but Iperspective, placed eer istomental “don’t scrimp child care.”

What ifkeep Iothers want have move San Francisco and see what do. how and handle level has never been aseven important asimproved agencyto toto end global poverty. say “why” but rather “why ”Observe growth organizations. estraining ng, learning, order, and results. outcomes for our client. Put simply: seemed exceptional or revolutionary a generation ortheir own ter inlarge others.

Inot.find that withthey that attract and talent, and do ith each other, and sell and support Mae have the opportunity today, I hope toto inspire to working embrace change, defy philosophy: One, there is no substitute to hard work, EMPLOYEES: 13,250 think I was serious.

“Where will you My job at a music company ford African Ameri-women As vice president of models organizational At Plan International Canada, She has been active in her COMPANIES dential services, rehabilitation and my hometown drugstore.

Through be themselves including women of color. have made significant progress in male role do remain difficult to REPRESENT AT THE BOARD AND EXECUmore emphasis ontalking the path than the learning and the ability to influence. career trajectory.

There many be the change you want to see.

Lead by opportunities awaited me there.

I are slept challenging situations, and tools thinkunlock about EMPLOYEES: 525 were tasked with summing up my passion remote new possibilities. two ago. effectiveness at Plan International she is personal responsible for Organizational field, teaching for the HRPA, the care my future child? knowledge and experience, that, from simply about ients.

Itfor has been challenging, buttheir it example.

EN MONTHS AFTER I move aI great team on large scale comfort zones, and step into the unknown with to the which is diffe porate America. edmand competitive in25organizations care.school? home deliverysaid, of medication it was TIVE LEVELS. Studies show Canada, Singh works relentlessly to EffectivenessAlbert and cross cutting professional organization for Istay encourage women ofATcolor endpoint.

I came to understand that thetransformation yearsBEGAN since Iand graduated from lawtoofTITLE: come by, simply because they remain Einstein “Learning ishuman not end-of-life Marisa Lasenza Senior Vice President, of goSecretary to law Willthatyou move to certainly had the advantages of interive by: Integrity, Courage, Perseverance.

MY FIRST JOB n parental meetings support staff to help bring children outcontribute business leadership forhow Gender, you resources in Ontario.

She is passionate ategize digital unwavering determination. can achieve greatness, ne word, on the surface it in would be purpose; on the couch aYou gracious friend until would lead handle similar well-known factors that To increase STEM, it’s my understanding ofHARMAN’s inclusion isorstill inclusion to actively implementing as also provided a diversity unique opportuniof remote work has done a lot to bridge that gap.

I see my lly thousands Corporate Iswith women on their boards TITLE: Partner companies Public Affairs and Communievident the healthcare system sion is about of poverty through an organization Child Protection, Privacy andthat in providing the space and lifeplatform smart, motivated people inspired me; the product of schooling but the lean on or create employee resource groups dedicated to Most of these positions have been nly African school, forlive-on-the-surface a NONPROFIT number of with reasons, includsmall in number.

Despite the progress A ORGANIdifferent technologies and hard work and a fearless there are no wwith your clients do busioperating inattitude, 69have counties.

She says Security for the organization’s $220 for young leaders to grow and Becoming an International Star I’ve never been a type of people, not to be the best team member.

Thankfully, outweighs the satisfaction I have from my technical cations another city?

How will you pay for law esting people and challenging projects. not complete.

True understanding strategies to ensure teams a to know and understand coworkers, I landed a job.

Was I nervous and insituations if you were in their shoes. outperform those whose seats are filled attrition foraround STEM, so mportant topeople begin by inspiring provide ongoing forI acquired through personal and prodance. canand resilience is women key to leadership andin million operations.

She to isitsought out acquire currently mentors a few young CEO’s. kids to the dentist or to supervisor see the school play, popping back Ito needed them all me to help longfails attempt to it.” support But while w ing youI determine women ofearly, color.

People experience the world ZATION, my and mentor while purpos EDUCATION: BA, Vanderbilt University; Microservice architeclimits to what you can accomplish. ingbased societal pressures, they still tend toof voices, made over the past decades, a signifisuccess is being able to put the needs of internationally for her expertise to Her colleagues say whenatyou leave said Marisa.

“I learned that sometimes In herthe six years HARMAN, to women who currently serveWhile in roles the man.

As I dig deeper and look inward, people solely by men. rate of leaderto individuals comes from listening to experibroad mix and that those ients, and their families in new ways.

I realized early enough in my career that satisfaction and scientific skills.

From that, I find my passion and chronic care needs contributing to timidated, andway. not sure how Ishapewas going A second notable lesson is this: rests are important others beyond your own to the lead and orcame support in theseinspired a conversation with Singh youand can’t EDUCATION: find the people have shown JD,These Emory University she has previously held.they all taking that leap of faith based on your Iasenza has played a variety of fessional have been

by Marisa role models school?” asked repeatedly.

The But then along Napster, and isand important to put in place initiatives, young learners through representaneeded to take achips leaveall ofaway absence relationships, which deminalways different ways, and we should be open underd every instance of that atandto the stigma.

But the efore me.and I can do for others outcome for those impacted.gap still business areas. help but smilelegal because she brings instinct really off in senior roles80 as the firm has2022 gone Her ownQuarter mentor, HARMAN CEO bygut gravitate toward certain disciplines cant gender exists in the talent ship positions filled women is does notpayasteam Third www.diversityjournal.com emid been at the center of my love for what nternally as BBA, University of Georgia ences of others—listening to my son voices are heard. this pandemic, the Black Lives poor quality for many of our most has to come from lifting others up, building teams, the pride I get from my as I watch them grow. me that one is never learning asked me to apply forbad her or position. desire to learn, itsomething isthrough inspiring others out in you that you didn’t growth Dinesh recently encouraged of theinvesting end.” a period of significant toless make ends meet?

For sure, but asthat Make sure you find and build atoPaliwal, relaonstrate the importance She lives byfinished the phrase to make apolicies, Singh the has created a unique truggles of the such as family-friendly tenure standing different doesn’t mean than.

If you ion, outreach, support, mentois, Iforhad I toknew that technology enabled the unlimited and Hollins College, Paris usiness community.

FIRST JOB: legal Internship as victimhigh as should be,no significant progOnidea. the job, and asBut a leader, Marisa’s andthere. transformation. She has been a truth Marisa take anit international assignwas nd What You To aSOME that everyone isand available all the time.

The difference inbeen this world, you must firstshow customer learning platform for as remain underrepresented intheir several pipeline.

Studies that women .atter I fallacy believe people are forced toPRIORITIZE live truths US TO OUR CAREERS, SOME small the act. vulnerable Americans. tell his story heknow came to and me My career has always movement has ledWant to ItWANT came asaaresurprise, asBe others had and constant learning requires an that, ironically, has become remarkment, and it isOF ment.

Always looking new opporgreatest lies in her ability keylearned playerout mergers acquisitionsthe and connections; ultimately, the relationships There are communicate days when I do not live up to my own time know colleagues onstrength dare push tomaking beliaison, different.

“When the truth reaching staff members.

Whether it is “I have success should ng and appreciating witness Victim-Witness women wethat need to ourselves more tionship with a inathat mentor outside or atthe com 2023 Third Quarter 75 ressof, istobeing in England, only focus on supporting people in unheard one way, you’re going and build relationships. activities, working on the acquisitions tunities to grow, she tookmade. plunge,I live timeline flexibility, and representaring.

It’s also critical tocourt, continue toour needs toless be spoken, when the than work through a myXchange thathired leveragesfiles, be measured not by the position that I liveand my life atoskill not shared by everyone. Most more experience.

Through mentoroldly, because some have gone for I was moving in a new direction that sharing of digital music which industries, especially STEM and poliare likely men to be FIRST JOB: his delusion.

Client, and colleague expectations at age 23, listening to colleagues about pushing boundaries.

I strive to xamination of personal stereotypes WANT TO PURSUE OTHER PASSIONS AND SOME, FAMILIES. open mind.

Bringing people along on able source of inspiration.

Einstein also moving to HARMAN’s Munich office She is passionate about being open of Symphony Teleca, Bang & Olufsen oals objectives Assistance Program, Chatham I spent so mu ayour personal level.

Iof am also amandated wife, Itleast is second nature to care I formed way were most fulfilling. vision a leader.

But I think it is important reflect, needs to get done,along when the helpthe young talent, or a new myLeadership you reach into life,me but rather by the for s,proud and others will matter in can take many forms, but the sheer a country that recently top and be okay with being a little uncoma couple levels above, direct Automotive Audio, Red Bend Softand into her current leadership role. and available to her team and colto lose great talent. of who I Legislative AideAttorney’s ontoCapitol ingwork relationship, she observed compeneeds decision-making toDistrict be offered…dare make a OfEdge suite with custom booster is one obstacles you have inspirato overcome while guidance County tion onof key bodies. address the issues that lead ong.

I am passionate about listening for the the journey required me toBE become amusic said, “Success percent Fluent in French, with a good of leagues.

Her management philosophy ware, and Martin Lighting, among mother, with vastly different backgrounds build teams that leverage individual nd prejudices, and towards imtics.

While Iwomen amofoften less frequently the only into manager-level jobs and less andand supporter other older adults because of fabulous female teaningful you can’t even imagine. act confronting what makes you THE END, WHATEVER OUR CHOICE, WE SHOULD PROUD of all, being human.

And can bear the brunt those companies toSo have 25 percent female difference, ” she said. leadershipwas sessions, she develops trying to succeed along the way, ”I wish felt Iand kept turned the industry on its head. nd what I am.

Hill to former Congressachieving my What IU.S. wanted next toeven become the leader improve, forgive ourselves, as we balance the I realized that my determinaothers.

She has demonstrated her grasp ofright.

Italian, Marisa has enjoyed is to give going. people the freedom to run olve disputes and fice, Savannah, Georgia tencies inuncomfortable me that outweighed experifortable and taking risks to open up new line.

Beyond the obvious talent astion an assetand to thereporting organization. she said.

Singh a BA from the Erica Berthou leader with a vision inspire others.

99 percent perspiration.”

It is dvoices. yourself with people you or nervous builds Singh is ato people person who traveling extensively in her new role with projects, while being available ability toholds perform in high-stakes, high-women And as leaders, we must amplify those who have so much to offer. man Lindsay Thomas role models, my grandmother and oo can be an and challenges from mine, and strengths and drive results through oving the systems and communities.

These policies not only help women, diverse and women STEM profesboard membership by 2015, which is woman inalone. the room today than I was likely to be promoted into them.

This University of Waterloo, anddeveloping a masters strong and welcomes opportunities to get quickly, and OF ITcostAND NOT COMPARE OURSELVES OTHERS. consistently demonstrates the Singh’s professional background intensity situations, toof support and guide them when ence I quickly found myself ace equally potent pressures their personal lives.

IWITH had had.

IHercan have had several supervisors, but only a doors various parts our lives. any given day, I work toatofsucceed realize the im Iessential wanted to be at godmother. the forefront of acan new Law school was in ormore A This Partner at Debevoise &educational Plimpton tellsOn us a thing two about thetion importance teamwork. was quite a valuable nd who sharetoyour values, character andin confidence.

I haveRole models and PhD from California State.

PDJ rs. opportunities and growth. she or he open for were tonever imaginthat hard work propels the out advice of the “ivory tower” of corporate needed.

Above all, Marisa aims to bonds with colleagues throughout. willingness to listen. colleagues startedlistening inno socialsurprise services.gains, She spent time MY PHILOSOPHY: You be My is to surround yourself Before the term work-life s The imperative es beyond traditions and quiet norms.

Chala step in the right direction (although to the voices being raised a cooperative motion.

As a young world is quite literally a difatleave theserving start of my that situation trend all the way to the top: they help all people move forward infound the role of a young African sionals tonot STEM careers.

Marisa was recently elevated to the headquarters and see how the business maintain a collegial and collaborative describe her goes as a confident, working with vulnerable populationsas of MY PHILOSOPHY: ~career, PALLAVI thoseais relationships. that success is MAHAJAN often lessstraight about couple who could truly be labeled asourleaders, although being aone. mother, wife, friend, manager,tool. project disappointed in yourself if you al- journey yure protect strong iling” riding unbridled ambition to the top. ing the destination.

My first role model forward. true sense of position of corporate secretary and most. operates globally. culture instay which everybody works as a client compassionate, focused leader who providing counseling onyou life skills and there’s a long way to go to achieve that It gave me, and still gives me, the with your circle of supporters, balance was in vocabulary, they If you come across it, let skepticism when you need it the At one ways than I found analytical skills frontier.

And my ambitious nature e the norms and break barriers.

Be willing to go People often talk about finding the is only possible to succeed if you work leader, teammate, and motivator in Lead with integrity and in protest today. woman navigating the workplace rent place today than it was six American female leader. young ns not only identifying and more always about associate general counsel for two of “I think my biggest career leap was team to accomplish great things still occurs.

Italent am almost stillthe very theretoothare ways give2019, all of yourself everyonly 33 female 2024having Third Quarter ngive by treating each 109 in STEM. other areas life. balance between work and with others. ownattention success and allMay have inTosome way.

What I wanted was manager, and leader; the each roleof my receives ambitious HARMAN’s three divisions—Infotainwhen from a target). law firmlife. job in for HARMAN. passion, andinfluenced encourage true toI moved your passion and invest in PDJYour both successfully demonstrated thisright ing for a career? ues in a system designed for men.

It’s over 151 Read more at DIVERSITYJOURNAL.COM tioned wheth be atohaving powerful motivator.

One ofstriving theme500 point, Iaswas not challenged in re no one has and don’t be afraid. concerned initially because I can potentially helpgone you, strength and willingness power effort, and stay true to yourself succeed leaders, asShebusiin the ’80s andautonomy ’90s, I knew the onths ago—and the need to drive encounter with strength torequirachieve grander goals, even ment and Lifestyle. manages a six-most Santa Monica, California, to my first Ienough did know had and discovered had me for something more.

For the part, nowhere near satisfaction is intertwined with that of Encouraging others is an art much inI was thebefore minority.

Fortune index.

While ers CEOs to rise toin thethe challenge.

There was always a destination, ItjobI’m isnot toIuse all of the ung women to in-house infundamental Greeley, Colorado,” but person legal team and acts as a mentorand Closing the STEM Gender Gap care for yourself. through some extremely dif-achieving and your principles nowould matter the someone who fight formy me, someone Imy could may shift, the importance does not.and intuition. I know you can them.

Mahajan, vice president She right empowers women and girls by learning mode, looking to seebalance through difficult moments.

Bravery nity and support by maintainwas the youngest in my group.

I asked your team—at work, at home,of or ateach a ing people skills a consistent, peaceful balDiversity & Inclusion is the thing to do as When you expect more, they biggest doubters I experienced in my carole.

I asked mentor for advice nesses, as a society, we need to not challenges and added pressures of diverse and inclusive workplace et my own priorities at work and home.

It’s pushing back meaningful o PROFILES IN DIVERSITY JOURNAL Summer 2015 te aboutofedutalent available, not just part of it, and Many companies are making strides this number is a record high, it only cost. when they appear to require overcomnciples honesty that my ability to handle multiple I did not see my career flourishing if I transactional view of also means honestly assessing your 64 sporting event.

As a result, I think a I wish that I had been more outspoken ance.

Instead, I think I’m energized but Ithe placed more emphasis gineering for Juniper’s involving in organizations industry is trending and my informal mentor,herself my mother, howWomen I deliver more.

Often aYears high inwhere STEM Out akes good business sense. actions and fe education only accept the differences, butopportunities find being the first women to hold a5 as never been more crucial.

TheOur reer became most impactful mentor, if any potential were es.

This you by having several ballsof inthis the air at comes greatfrom deal about motivation and being when I was a younger lawyer, so I try much talent women prevent women having control over their lives, not hips will will undercut onecould offrom weaknesses.

AcknowlI believed tha bar creates the greatest that help motivate young girls to my Software, isearn responsible staying ahead of those trends,ofto and getstrengths my peers to follow me. the workplace byand establishing menrepresents aseat tiny fraction the group i dof affords one ain ing insurmountable hurdles.

PDJ remained where I was, but I projects with competing deadlines was on the path than the endpoint. to create a work environment that any given time.

Staying on top of, and a good teammate.

What I’m Reading: your clients, col-actions have a ripple effect on the lives of Representation of women in opportunities. ways to embrace and elevate these at the table with my male peers.

In mpact of diversity and inclusion has with varying educational degrees.

I work important keys to profesedging yourtheir weaknesses doesn’t and heinhad a profound effect myI could make available that would offer strategy and execution continue education science, areason where My mother worked in corporate alues, responsiW OMEN OF INIT I ATlearning Iin,Va E 2 0in 0work 5 role, fosters dialogue. I ask questions of my growing demanding As a newbie with the all-female for me to create these conditions isnetworking just live them it” by takingst tor programs and asdefining aout, whole.

Sula, by Toni Morrison and court, and isHthat M Ethe N W Rof T WAT C Hcome Iwomen’s N Gnaturally I Nocean.

0 7to IN 2 0 0O 8 ccess.

And remember always or0easily, formy a chairman and CEO whoMedia embraces ers, like that amanagement pebble hitting Our voices.

Differing opinions challenge a2male-dominated tech industry, the ways been critical in workplace— nd pride.

Take raising kidsTwo with husband, stayRadical competitive cycling younger colleagues, remain approachback when African five years, toGsee eering functions. technology, engineering and meaningful senior positions isthe essential forthe closWIn O M Elose N W O RI Twould Hdifference WAT C to H Ithe N 2 06 www.womenworthwatching.com 2022 Third Quarter nd career journey.

Do not confidence inwant your a0challenging days 73 FAMILY: Pr o f i l e s i n Di v e r s i t y Jo u r n a l September/OctOber 2010 37 hips beget groups asbased a means better soluA recent report by McKinsey & alsoenvironment. but doing so provide you toenidentify esion: ofrewarding my future daughter, I to hope other professional women working extrth ing close to family and friends, and team, I am seeing the importance of able and appreciative of all viewpoints, women in leadership and throughout available torelationships. being the pebble for everyone we Twitter Handle: @AshbyKentFox American mothers in allows Memphis were tenure, Mahajan has mathematics (STEM) fields. society, that has been my journey,” Son Crawford us as leaders—they open the challenge at times was simply an create a community on STEM the norm, not ng the gapsupport in STEM. Alsocapabilities participating in sports are the motivation! are amazand try new approaches to feedback. quickly findgender yourself with solutions—working to employees. improvewomen or bein afraid to being have later heOne-third called ofwith one that was comain knowledge our company.

Coca-Cola Enterprises’ Board of moving Directors35 (four outMy of teammates 12) tions and for female Company foundyour thatdoor women are less traditionally not pebble in leadership roles.to per in Our a and number of roles, shetalked reflects. my well-bein w w w.success, d ive r si t yj o ur n in al . c o m I’m SEPTEMBER/OCTOBER nter. job: throwing the boldly and ing women who are constantly cheerSometimes these small steps build pieces. fully engaged on all2011 fronts to innovation and ability be heard—not over quality betterthem decision ointing iffoster you or letting other team members formal network in yourtois and one-third of the executive leadership team (two out of six) are women from diverse the aspiration.

I would want to see mportant having strong allies for voice heard or to propose solutions, pletely different from anything I had T ADVICE IHowever, WOULD TO respectful of, thoughtsI wanted and ideas all members of top his executives Watching her leave for work with herthe briefcase, totoof follow in her footsteps as team success in the long run, and it is though, and I take pride in that. It’s my ing for all of us—emphasizing team efining and leading the Active insure philanthropy.

Mahajan these resources only fill part likely aspire to be rself with people who lack OFFER out fear.

Our purpose: making the ripples shine inand those areas, for example.

2020 and beyond. or have my ideas ignored (and then aking, increased productivity, to the next le perfect imbalance. success and complementing effort extremely fulfilling to play a part in backgrounds, geographies, education levels, and areas of expertise.

This encourages EN LOOKING TO BUILD A SUCor her team.

PROFILES IN DIVERSITY JOURNAL September/October 2014 TITLE: Divisional Executive Vice President, an African American leader.

“You are a born leader and you will be successful,” my leads theIin Juniper Corporate Social oftware Automation Mahajan tells mentees thatlikely especially aand mainly before, and I had Ino idea where representation ininboard rooms, ondone gender equity and STEM, or cut corners.

Finally, encourage people to bewhen working ofDeveloping a much larger need.

Where women’s than men, are more toatthink er stop impacting thediversity world. haveto learned that no matter howin thought, regardless of the result. Their approach that process. PDJ How has your education affected employees all levels in the organization embrace differences approach, i haps in retire EER LAW (OR ANY Ame good leader adds and inspires taking She advised to find someone in› the organization that by Itheir would likechoices. to mmability storyPRACTICE andmother said.

Responsibility (CSR) charter in value they getMy toothers make own Chicago Branch ion forIN integrity, honesty, kind and remember that everyone focused you are on your own goals, it is teaching me how I can be a better your career? international male-dominated environment. to begin.

However, I immediately said key decision-making committees, and who use their leadership and power networks and mentoring groups tend to their gender will make it harder for and problem solving.

Rapids, Iowa OR THAT MATTER), my out advice pride in all aspects of a project, no matter or a India, mentor. makes for a much neering teams.

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Along with their educational background, I believe mentorship opportunities for for language influenced my interest provide peer-to-peer support, or focus on them to move forward.

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career in the ’80s,

Where are they now?

Natalia Brown keeps climbing the ranks at National Debt Relief Inc. Recently, the company promoted her to chief consumer affairs and creditor relations officer after a stint as chief of compliance officer. This 2024 Women Worth Watching® winner told readers of Profiles in Leadership JournalTM that she encourages “organizations and women of color to lean on or create employee resource groups dedicated to women and people of color. People experience the world in different ways, and we should all be open to understanding different doesn’t mean bad or less than. If you only focus on supporting people in one way, you’re going to lose great talent.”

2024

in Leadership

Natalia Brown

Chief Compliance and Consumer Affairs Officer

AWARD

Women Worth Watching®

Education (degrees & institutions): Bachelor’s degree in accounting from Lehman College and pursuing a master’s in operations and project management from Southern New Hampshire University Company Name: National Debt Relief Industry: Financial Services Company CEO: Alex Kleyner Company Headquarters Location: New York, NY

Number of Employees: 1,837 Words you live by: Do you want to be right, or do you want to be effective?

Personal Philosophy: If you have the ability to change something, you should.

What book are you reading? The Intelligent Investor by Benjamin Graham What was your first job? Counselor at Fresh Air Fund’s Camp Hidden Valley for youth, ages 8-12, both able bodied and non-able-bodied Favorite charity: I’d be remiss if I didn’t say my own, Inspiring Youth for Success (IYFS) – https://iyfs.tech/ Interests: Currently focused on checking off items on my “40 Things for 40 Years of Life” list, which is 40+ things I’ve never done before like crocheting, beer and wine making, taking a helicopter ride, and working up to skydiving. It’s pushing me to do things I’ve always wanted to do but have never done before.

Family: My two sons and my mother

Women of color should advocate for themselves but companies have to do more to combat bias as well

2024

How gender bias and racial bias merge to impact women of color in the workplace comes down to how an organization sees people in these groups, how the company’s culture shapes interactions and an individual’s sense of self.

Women of color face a number of challenges in the workplace; in some environments, it’s enough to demotivate. I’m a firm believer in controlling what you can and that means having appropriate responses to conscious or unconscious bias by developing one’s own emotional intelligence. Being your own advocate is the best way to set examples of how you should be treated in the workplace.

When leaders are aware of bias it helps foster safe environments for women of color to thrive. When bias goes unchecked, women of color are passed over for mentorship, promotions and are more often given negative performance reviews. The reality is brilliance can be quickly stifled and potential assets to an organization can be lost. Women of color have become the fastest growing group of entrepreneurs where many have described their departure from corporate America as a weight lifted due to the bias they faced.

The impact of bias can have one focused on percep-

www.womenworthwatching.com

tions as the world around them becomes distorted. Instead of focusing on performing, distractions like, “Why did they look at me when they talked about poor performance?” takes up more and more time. If emotional intelligence is high, someone advocating for themselves might ask questions for clarity, while someone who has low emotional intelligence will make assumptions and potentially act out or internalize their feelings (none of which are healthy or productive).

When women of color face bias they often have to combat stereotypes. When someone is thrilled about the work they do, it’s always disheartening to hear that it’s not as enjoyable because of outdated, untrue and biased tropes. Women of color often mask or code switch to avoid being mischaracterized, which again takes a toll on one’s mental health. Everyone deserves to authentically be themselves including women of color.

I encourage organizations and women of color to lean on or create employee resource groups dedicated to women and people of color. People experience the world in different ways, and we should all be open to understanding different doesn’t mean bad or less than. If you only focus on supporting people in one way, you’re going to lose great talent.

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2023

in Leadership

INTERNATIONAL

Ting Yan

AWARD

Women Worth Watching®

Business Architect, Manager

Education: BS, Finance, Rutgers University Company Name: Fannie Mae Industry: Financial Services

2023

Company CEO: Priscilla Almodovar

Company Headquarters Location: Washington, DC Number of Employees: 8,000

Words you live by: Do not be afraid to make decisions. Do not be afraid to make mistakes.

Personal Philosophy: Treat others how you want to be treated

What book are you reading? Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin What was your first job? Cashier at a restaurant Favorite charity: Girl Scouts of America

Interests: Travel, dance, making music, painting, volunteer at local community and school Family: Vinny (son), Lily (daughter), and Lulu (bunny)

Out of the bubble, on her own, finding the courage to forge a new career and life in the U.S. Growing up in China as the only child in a family of entrepreneurs, I lived a sheltered and comfortable life.

However, a yearning to challenge myself and step outside my comfort zone always lingered within me. In my first year of high school, I met my English teacher, who inspired me to make a life-altering decision to pursue higher education in the U.S. I wanted to be my own person – to break free from the safety net of my family and embark on a journey. Arriving in a foreign land with excitement thumping in my heart, I was unprepared for the cultural shock that awaited me. The customs, language, and social norms vastly differed from my home country, and I struggled to adapt. I was taught not to challenge authority at home, but suddenly in this new environment, I was expected to express myself and question the status quo. Yet the excitement never dwindled and kept me going all the way to a major in finance.

I began my career as a financial analyst on Wall Street, but fate soon led me to stumble upon the world of financial technology. The prospect of using technology to enable better investment decision-making fascinated me, igniting my passion to explore this field further. I was delighted after joining Fannie Mae to have the opportunity to grow as a manager, lead a great team on large scale transformation projects, strategize digital transformation roadmaps, and experiment with different technologies such as Machine Learning, Microservice based architec-

Where are they now?

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ture, Natural Language Processing, and Advance AWS services to reimagine the way our company does business and manage credit risk effectively.

Throughout my journey, I was fortunate to encounter incredible managers, mentors, and supportive colleagues who valued my talent and hard work. They played a pivotal role in shaping my career and instilled the courage to share my ideas openly. As I gained knowledge and expertise, my confidence soared and my responsibility grew. While working with innovative technologies inevitably presented challenges and occasional mistakes, I learned to reflect on each experience and encourage continuous improvements. In pursuing independence and personal growth, I have learned the value of self-belief, tenacity, and resilience. Each step of the journey has shaped me into the person I am today – a person unafraid to take on new challenges, share ideas openly, and continuously learn from every experience.

I am honored to be recognized by the Profiles in Diversity Journal as one of the Women Worth Watching in Leadership for 2023. Being part of this esteemed group fills me with joy and gratitude. As I share my story today, I hope to inspire others to embrace change, defy their comfort zones, and step into the unknown with unwavering determination. You can achieve greatness, and with hard work and a fearless attitude, there are no limits to what you can accomplish.

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Ting Yan is now product manager adviser for Fannie Mae, a promotion from business architect manager. Yan bravely immigrated to the United States from China by herself as a high school student and stayed here to study and work. She wrote in her Women Worth Watching® essay that “I hope to inspire others to embrace change, defy their comfort zones, and step into the unknown with unwavering determination. You can achieve greatness, and with hard work and a fearless attitude, there are no limits to what you can accomplish.”

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Where are they now?

Victoria (Tori) Roeck has become a legal engineer at Norm AI, a legal startup that uses AI agents to help companies determine if they are in compliance with rules and regulations. In her previous job, she was an associate at Holwell, Shuster & Goldberg. Roeck wrote in her WWW essay that “breaking the glass ceiling is not riding unbridled ambition straight to the top. It’s shaping my career to my values in a system designed for men. It’s having autonomy over my day-to-day and authority to set my own priorities at work and home.”

2023

in Leadership

INTERNATIONAL

AWARD

Women Worth Watching®

Victoria (Tori) Roeck Associate

Education: JD, Yale Law School; MSc., Forced Migration Studies, Linacre College, University of Oxford; BA, Classics & Philosophy, University of Notre Dame Company Name: Holwell Shuster & Goldberg LLP Industry: Law Company Headquarters Location: New York, NY Number of Employees: 102 Words you live by: Know yourself, inscribed on the Temple of Apollo at Delphi What book are you reading? The World and All That It Holds by Aleksandar Hemon What was your first job? Summer tennis instructor for 3-5 year-olds Interests: Reading, petanque, yoga, tennis, running Family: Loving parents; rescue dog, Moira

The pandemic allowed women to care for their family and work as a professional.

Don’t stop now My ambitious, accomplished mother was fired from her Wall Street job when she became pregnant with me. She sued her employer for pregnancy discrimination and lost.

Despite strong evidence on her side, she was outlawyered by a big white-shoe firm.

Fast forward 30 years and the child who disrupted her career is one of those fancy lawyers (albeit at an elite boutique). Thanks to my mother’s sacrifices, I have more access to power than she had. Yet as I reach the age she was when her corporate journey was rerouted, I find myself confronting the same structures that force successful women to choose between job and family—or, as was the case for my mother, make that choice for them.

In 2023, I’ve seen friends struggle to get legal jobs while pregnant and be chided or mocked for wanting to prioritize family life. A female partner at a previous job told me the best advice for advancing my career is “don’t scrimp on child care.” What if I want to have a satisfying career and primarily care for my future child?

The pandemic’s normalizing of remote work has done a lot to bridge that gap. I see my coworkers go offline to take their kids to the dentist or to see the school play, popping back on from home on their terms, and every instance of that chips away at the stigma. But the ease of remote work also creates a fallacy that everyone is available all the time. The legal profession is especially guilty of this delusion. Client, court, and colleague expectations often fail to account for lawyers being human. And women can bear the brunt of those unrealistic benchmarks, as they face equally potent pressures in their personal lives.

To me, “breaking the glass ceiling” is not riding unbridled ambition straight to the top.

It’s shaping my career to my values in a system designed for men. It’s having autonomy over my day-to-day and authority to set my own priorities at work and home. It’s pushing back on the corporate structures that prevent women from having control over their lives, not adapting to them. The best way for me to create these conditions is just to live them out, come what may. And for the sake of my future daughter, I hope other professional women do the same.

2023

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2022

Women Worth Watching®

Associate

2022

in Leadership

INTERNATIONAL

AWARD

Alison Miller

Education: AB, Dartmouth College; JD, Georgetown University Law Center Company Name: Holwell, Shuster & Goldberg LLP Industry: Law

Company CEO: n/a

Company Headquarters Location: New York, New York

What book are you reading: Leadership by Doris Kearns Goodwin

The Pandemic Also Unlocked Exciting Possibilities We have in this moment a great, global opportunity to reshape what it means to go to work every day. This is not just an opportunity to afford employees more flexibility in some abstract sense or to save money on office space. It is a far greater opportunity for each of us to achieve more success and fulfillment, both professionally and personally.

Well into the pandemic, I was convinced that certain parts of my job as a litigator were universally better done in person. But each time I thought, “This could not be done, or done as well, remotely,” I failed to account for unforeseen advantages.

In one highly expedited litigation, we were able to take a dozen depositions in a matter of days in large part because we did not have to travel around the country to attend them. We benefitted from more time preparing and collaborating with one another than might have otherwise been the case. In another matter, instead of negotiating with opposing counsel by phone as is typical, we spoke face-to-face on Zoom and built greater rapport in the process that translated into improved outcomes for our client. Put simply: remote tools unlock new possibilities.

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This new way of working will also enrich our personal lives. I grew up appreciating these possibilities.

My grandmother Ruth became a pediatrician at a time when very few women practiced medicine, in part because medical schools imposed quotas on the number of women per class. Once she entered the field, she ran her practice from home—with her office right off the living room and her sons’ elementary school right across the street. With this unique setup, her most important appointment each day for a time was not a patient checkup, but lunchtime with her sons.

A generation later, my father, also a lawyer, spent much of his career working from home three days a week. This arrangement enabled my mother to continue pursuing her career, and my father to watch my field hockey team consistently lose our afternoon matches, one of our only fans.

My hope is that we normalize and institutionalize the use of remote professional tools and workplace flexibility—in its myriad forms—in the years to come, continuing to identify new opportunities that may have seemed exceptional or revolutionary a generation or two ago.

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Where are they now?

Alison Miller serves as counsel for Davis Polk and Wardwell in securities and general commercial litigation. Miller won the WWW award when she worked for Holwell Shuster & Goldberg. She says the COVID pandemic taught her work and family life can benefit from working remotely. “My hope is that we normalize and institutionalize the use of remote professional tools and workplace flexibility—in its myriad forms—in the years to come, continuing to identify new opportunities that may have seemed exceptional or revolutionary a generation or two ago.”

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AWARD

Women Worth Watching®

Katie Unke Ehrenberg

Senior Practice Leader

Education: BS, water resources and soil science, University of Wisconsin Stevens Point; MBA (in-progress), Lakeland University

2022

Company Name: GEI Consultants, Inc.

Industry: Engineering and environmental consulting Company CEO: Ron Palmieri

Company Headquarters Location: Woburn, Massachusetts Number of Employees: 1,000+

Your Location (if different from above): Green Bay, Wisconsin

Words you live by: The only way to “find out if it will work out” is to do it.

Personal Philosophy: Work hard, have fun, and help people grow.

What book are you reading: Difficult Conversations: How to Discuss What Matters Most by Bruce Patton, Douglas Stone, and Sheila Heen; Dad Is Fat by Jim Gaffigan What was your first job: Worked at a hotel when I was 15 and then full-time at a restaurant while attending school before my internships in consulting and the energy industry Favorite charity: Kiwanis, so many charities are supported through this organization Interests: Traveling, creating/crafting, reading, and gardening (native pollinator and vegetable) Family: My husband, Chuck Ehrenberg, and our daughter, Ella

Become the Leader You Wish You Had The importance of relationships was lost on me early in my education and some parts of my career. My goals were aligned with myself—setting my career path and being recognized for my achievements. I had fears of not being the best on a team. Within a few years of starting my career, I had gone through some personal struggles, conflicts at work, and ultimately had time to mature and reflect. I came through that time realizing that I wanted to be part of a team that had the best

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both confide in and joke around with, and someone who encouraged me and provided direction when I needed it, while also giving me autonomy. I was given the opportunity to be that person for others when I joined GEI Consultants, Inc. When I reflect on the leadership opportunities I have been fortunate enough to be part of, and the opportunities that I have helped create for others, my sense of accomplishment and achievement far

... I realized early enough in my career that satisfaction has to come from lifting others up, building teams, and making connections; ultimately, the relationships I formed along the way were most fulfilling.

people, not to be the best team member. Thankfully, I realized early enough in my career that satisfaction has to come from lifting others up, building teams, and making connections; ultimately, the relationships I formed along the way were most fulfilling.

What I wanted next was to become the leader I wish I had had. I have had several supervisors, but only a couple who could truly be labeled as leaders, although all have influenced me in some way. What I wanted was someone who would fight for me, someone I could

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outweighs the satisfaction I have from my technical and scientific skills. From that, I find my passion and the pride I get from my team as I watch them grow.

There are days when I do not live up to my own vision of a leader. But I think it is important to reflect, improve, and forgive ourselves, as we balance the various parts of our lives. On any given day, I work at being a mother, wife, friend, client manager, project manager, and leader; the attention each role receives may shift, but the importance of each does not.

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Where are they now?

Katie Ehrenberg is the environmental counsel for Merjent, an environmental consulting company, after a nearly decade long career at GEI Consulting Inc. Her WWW essay spoke of the importance of not just focusing on your own career but being part of a team and thoughtful leader: “There are days when I do not live up to my own vision of a leader. But I think it is important to reflect, improve, and forgive ourselves, as we balance the various parts of our lives.”

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Where are they now?

Amy Mahery after 18 years with EMD Serono is now chief marketing officer for Moderna, one of the companies famous for rapidly developing the COVID-19 vaccine. Mahery fell in love with the biopharma industry and hasn’t looked back: “By remaining true to my passion for people and science, I can help inspire others to remain true to their hearts and, by doing so, help build a better world for all of us. By remaining open, curious, and committed to your values, there is no limit to how far you can go.”

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Where are they now?

Auriel E. Rawlings left Fedex for a job as senior director of human resources for Confidential Government in Riyadh, Saudi Arabia. She wrote about her leadership goals in her WWW essay: “And as leaders, we must amplify those voices beyond traditions and quiet norms. Challenge the norms and break barriers.

Be willing to go where no one has gone before and don’t be afraid.”

Auriel Echols Rawlings ASIA PACIFIC, MIDDLE EAST, & AFRICA DIVERSITY, EQUITY & INCLUSION ADVISOR Education: BS, communications, public relations, University of Tennessee–Knoxville; MBA, University of Phoenix Company Name: FedEx Industry: Transportation Company CEO: Fredrick W. Smith Company Headquarters Location: Memphis, Tennessee Number of Employees: 600,000 Your Location (if different from above): Dubai, United Arab Emirates Words you live by: “Make the impossible possible. Optimism is the faith that leads to achievement. Nothing can be done without hope and confidence.” – Helen Keller Personal Philosophy: Create your own success...bring your “A-Game” and always be ready!

Prepare, position, present.

What book are you reading: Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. by Brené Brown What was your first job: Website developer at 15 years old Favorite charity: Girl Scouts of America; Girls Inc. of Memphis; St. Jude Children’s Research Hospital Interests: Family time, cooking, traveling, and investing in the lives of others Family: son, My husband, Zach, and children, Princeton, Colin, and Zariah

People Are at the Center of Everything I Do

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2021

teve Jobs, one of the greatest business minds of the 21st century, said, “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.” Diversity, Equity, and Inclusion isn’t something I just do, it is not a title I hold, but rather, it is my life’s passion packaged uniquely and perfectly in a corporate role.

As a young girl, growing up in a historical community in Memphis, Tennessee, called Orange Mound, I knew that I wanted to be a successful business woman in a renowned organization. What better place to make my mark than with FedEx, a thriving world-class organization that has always been, and still is, very prominent in my community.

Making an impact has always been an underlying theme in my life. I have always been passionate about standing true, even if it meant alone, to the values that respected unique thinking and different perspectives, in an effort for everyone to feel included and heard.

My geographic scope covers 103 countries and territories and 40,000 team members across the Asia Pacific, Middle East, and Africa, and I am passionate about celebrating the rich dimensions of our team members. But more important, I am committed to doing the work needed to surpass simplistic broadmindedness. My aim is not only to

change perspectives, but also unconscious biases and behaviors, and expose others to a kind of thinking that embraces the minute variances in us all.

There are always opportunities for growth, change, and impact that demand we respond with action; each day, it’s important to put our people first and climb to new heights by exemplifying caring, learning, order, and results.

If I were tasked with summing up my passion in one word, on the surface it would be purpose; but, I’ve never been a live-on-the-surface type of woman. As I dig deeper and look inward, people have always been at the center of my love for what I do. I believe people are forced to live their truths so boldly, because some have gone unheard for so long. I am passionate about listening for the still voices. And as leaders, we must amplify those voices beyond traditions and quiet norms. Challenge the norms and break barriers. Be willing to go where no one has gone before and don’t be afraid.

Diversity & Inclusion is the right thing to do as it makes good business sense. Our actions and non-actions have a ripple effect on the lives of others, like that of a pebble hitting the ocean. Our passion: being the pebble for everyone we encounter. Our job: throwing the pebble boldly and without fear. Our purpose: making sure the ripples never stop impacting the world.

www.womenworthwatching.com

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LEADERSHIP JOURNAL Since 1999

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SreyRam Kuy, MD, MHS, FACS

Assistant Professor of Surgery, Baylor College of Medicine; Surgeon, Michael E DeBakey VA Medical Center; Deputy Chief Medical Officer, US Department of Veterans Affairs VISN 16

2020

My credentials: MHS, Yale University; MD, Oregon Health and Sciences University School of Medicine My work location: Houston, Texas Words I live by: Serve your community and make it better.

My personal philosophy: “Be the change you want to see in the world.”

What I’m reading now: How Will You Measure Your Life by Clayton Christensen, James Allworth, and Karen Dillon My favorite charity: Dog Tag Bakery, a nonprofit that empowers veterans and their families through business training and educational opportunities My interests: Public service, philanthropy, and church My family: Sister and mother Company: Baylor College of Medicine and U.S. Department of Veterans Affairs Industry: Health care Company Headquarters: Houston, Texas CEO: Paul Klotman (Dean, Baylor College of Medicine); Francisco Vazquez (Medical Center Director, Michael E DeBakey VA Medical Center)

In Her Own Words . . .

How the STEM World Is Changing

Increasing Diversity in STEM

Growing up, I knew I wanted to be a doctor, but I never dreamed of being a surgeon or serving in a leadership role. I just didn’t see myself as someone who could fit that mold. I was small, soft spoken, and a girl. But I had amazing mentors and role models, who encouraged and inspired me. My mentors were both men and women, and from them I learned the confidence and courage to be unafraid.

A lot has changed since I started my journey in medicine. Now, there are increasing numbers of women training in surgery, though women as chairs and senior executives still lag significantly behind men. And though I do still walk into boardrooms where there are very few others who look like me, I realize, at least I’m at the table, and it’s my obligation to use my leadership role to advocate for opportunities and support for diversity in STEM.

To increase diversity in STEM, it’s important to begin early, by inspiring young learners through representation, outreach, support, and mentoring. It’s also critical to continue to address the issues that often lead diverse and women STEM professionals to leave STEM careers.

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support continues throughout the career trajectory. There are many well-known factors that contribute to attrition for women in STEM, so it is important to put in place initiatives, such as family-friendly policies, tenure timeline flexibility, and representation on key decision-making bodies.

These policies not only help women, they help all people move forward in STEM.

Closing the STEM Gender Gap Women in STEM 5 Years Out Representation of women in senior positions is essential for closing the gender gap in STEM. Also important is having strong allies for gender equity and diversity in STEM, who use their leadership and power to advocate for policies that embrace and support diversity.

In five years, I would want to see women in STEM being the norm, not the aspiration. I would want to see representation in board rooms, on key decision-making committees, and serving in senior executive positions.

Some Words of Advice

Moving STEM Women Forward It is critically important that the pipeline for increasing women in STEM be supported, and that

Three things are key to being a woman leader in STEM in 2020: dream big; be resilient; and pay it forward.

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Where are they now?

Dr. Sreyram Kuy, a surgeon who has helped military veterans at Baylor College School of Medicine, is now a medical expert with the Generative Lab at Meta, which is building foundational medical AI models. This 2020 WWW winner wrote that “Three things are key to being a woman leader in STEM in 2020: Dream big; be resilient; and pay it forward.”

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LEADERSHIP JOURNAL Since 1999

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Tamara Ells Sr. Director of Sales, Next Generation Infrastructure

2020

Education: BA, economics, Northwestern University Company Name: Arrow Electronics Industry: Electronics Company CEO: Michael J. Long Company Headquarters Location: Centennial, Colorado Number of Employees: 19,300 Your Location (if different from above): Naperville, Illinois Words you live by: Make it happen.

Personal Philosophy: Work hard, play hard, be good to people.

What book are you reading: Just Mercy by Bryan Stevenson What was your first job: Jewelry store sales Favorite charity: Ride Assist Naperville Interests: Travel, reading, and sports Family: Husband, Timothy, and sons Tim and Trevor

Leadership in 2020 When I look back at the first half of 2020, I wonder at the sheer magnitude of the changes. COVID-19 has changed the way we live, interact with each other, and sell and support clients. It has been challenging, but it has also provided a unique opportunity to know and understand coworkers, clients, and their families in new ways.

Amid this pandemic, the Black Lives Matter movement has led to a reexamination of personal stereotypes and prejudices, and work towards improving the systems and communities.

The world is quite literally a different place today than it was six months ago—and the need to drive a diverse and inclusive workplace has never been more crucial. The impact of diversity and inclusion has always been critical in the workplace— to create a community based on equality and to foster better decision making, increased productivity, and

profitability—but this movement has pushed to address these issues with more urgency. A more varied and equitable workplace is needed to attract and keep talent, and to do that, move from simply talking about inclusion to actively implementing strategies to ensure teams have a broad mix of voices, and that those voices are heard.

My career has always been about pushing boundaries. I strive to build teams that leverage individual strengths and drive results through a cooperative motion. As a young woman navigating the workplace in the ’80s and ’90s, I knew the challenges and added pressures of being the first women to hold a seat at the table with my male peers. In a male-dominated tech industry, the challenge at times was simply an ability to be heard—not talked over or have my ideas ignored (and then

later restated by one of the guys at the table as a “great idea”).

Have things improved? Yes, in some ways, but not nearly enough in others. I find that even with that personal knowledge and experience, my understanding of inclusion is still not complete. True understanding comes from listening to the experiences of others—listening to my son tell his story as he came out to me at age 23, listening to colleagues with vastly different backgrounds and challenges from mine, and listening to the voices being raised in protest today.

To succeed as leaders, as businesses, as a society, we need to not only accept the differences, but find ways to embrace and elevate these voices. Differing opinions challenge us as leaders—they also open the door to innovation and success, in 2020 and beyond.

WOMEN WORTH WATCHING AWARD WINNER

www.womenworthwatching.com

®

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Where are they now?

Tamara Ells continues to climb the ladder at Arrow Electronics where she is currently vice president and general manager of ImmixGroup, a technological company acquired by Arrow. Her 2020 WWW essay focused on the need for leaders to find ways to embrace and elevate all voices. “Differing opinions challenge us as leaders—they also open the door to innovation and success, in 2020 and beyond.”

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LEADERSHIP JOURNAL Since 1999

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www.leadershipjournal.com

Where are they now?

Michelle Taigman is global legal counsel for ARaymond after serving as general counsel for HARMAN International. In her 2019 WWW essay, she decried the lack of women in leadership following a report that found that women believe that their gender blocks their entry into the C-suite. “It’s my hope that the next generation of female leaders will not be held back by the same discouraging sentiments, and instead, will have the opportunity to turn to multiple female role models to help them succeed.”

Michelle Epstein Taigman Job Title: Senior Vice President, General Counsel, and Secretary Education: JD, University of Michigan Law School; BA, political science, University of Michigan Company Name: HARMAN Industry: Technology Company CEO: Dinesh C. Paliwal Company Headquarters Location: Stamford, Connecticut Number of Employees: 24,000+ Words you live by: “What may initially seem like an insurmountable obstacle could ultimately put you on a better path.” –Ryan Holiday Personal Philosophy: Keep perspective. Although I will admit I fail at this as often as I succeed!

What book are you reading: The History of Love by Nicole Krauss Favorite charity: JVS Detroit, a human services agency that provides counseling, training and support services to people with disabilities, job seekers, seniors, and others in need Family: A husband who has been a true partner at home and in his support of my career, and understanding children who have added their support as they have become adults

Female Role Models Are Still Rare in STEM

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owerful female role models are undeniably important because they provide the next generation with authentic examples of what is possible for women in the workforce. While women have made significant progress in the 25 years since I graduated from law school, for a number of reasons, including societal pressures, they still tend to gravitate toward certain disciplines and remain underrepresented in several industries, especially STEM and politics. While I am less frequently the only woman in the room today than I was at the start of my career, that situation still occurs. I am almost always still very much in the minority.

Many companies are making strides in the workplace by establishing mentor programs and women’s networking groups as a means to provide better solutions and support for female employees.

However, these resources only fill part of a much larger need. Where women’s networks and mentoring groups tend to provide peer-to-peer support, or focus on what it is like to exist as a woman within a company, a powerful role model has the potential to prove how individuals—who just happen to be women—can succeed within an organization’s structure. The benefits of women’s groups are abundant

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and should not be diminished in any way, but I believe it is equally important to witness women functioning in leadership roles.

From my perspective, powerful female role models do remain difficult to come by, simply because they remain small in number. Despite the progress made over the past decades, a significant gender gap still exists in the talent pipeline. Studies show that women are less likely than men to be hired into manager-level jobs and even less likely to be promoted into them. This trend goes all the way to the top: as of May 2019, there are only 33 female CEOs in the Fortune 500 index. While this number is a record high, it only represents a tiny fraction of the group as a whole.

A recent report by McKinsey & Company found that women are less likely to aspire to be top executives than men, and are more likely to think their gender will make it harder for them to move forward. It’s my hope that the next generation of female leaders will not be held back by the same discouraging sentiments, and instead, will have the opportunity to turn to multiple female role models to help them succeed.

WOMEN WORTH WATCHING AWARD WINNER ®

Summer 2019

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Where are they now?

Elise Eidemiller has left HireRight and now is at dv01, a capital markets fintech, after taking a year-long break to relax and climb the Himalayas. Look for stretch assignments and for several mentors, even those in the most senior ranks, she advised in her WWW essay. “One key lesson learned is that driving your career, and learning as much as you can from your managers, is your own responsibility. Ask your managers for advice on how to handle tricky situations, and why or how they do something the way they do.”

Elise Eidemiller Job Title: Managing Director, Account Management & Canada Education: Bachelor of Arts, international studies, Rhodes College Company Name: HireRight Industry: Pre-employment background screening Company CEO: Guy Abramo Company Headquarters Location: Irvine, California Number of Employees: 3,000+ Your Location: Boston, Massachusetts Words you live by: Success is the result of hard work, persistence, and learning from experience.

Personal Philosophy: Your mountain is waiting, so get on your way.

What book are you reading: Principles: Life and Work by Ray Dalio What was your first job: Intern at the Idaho Dept of Commerce, International Trade Division Favorite charity: Habitat for Humanity Interests: Hiking, mountaineering, and traveling Family: Husband, Jeff

Pivotal Moments and Lessons Learned

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ust go for it!

After college I had a great job in Idaho. But my goal was to move to San Francisco and see what opportunities awaited me there. I slept on the couch of a gracious friend until I landed a job. Was I nervous and intimidated, and not sure how I was going to make ends meet? For sure, but as women we need to push ourselves more and be okay with being a little uncomfortable and taking risks to open up new opportunities and growth.

If you come across it, let skepticism be a powerful motivator. One of the biggest doubters I experienced in my career became my most impactful mentor, and he had a profound effect on my journey. Do not lose confidence in your capabilities or be afraid to have your voice heard or to propose solutions, especially when working in a mainly male-dominated environment.

Mentors and role models are extremely important. I have been fortunate to have many excellent ones and continue to benefit greatly from this crucial component. One key lesson learned is that driving your career, and learning as much as you can from your managers, is your own responsibility.

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Ask your managers for advice on how to handle tricky situations, and why or how they do something the way they do. Observe how they lead and handle challenging situations, and think about how you would lead or handle similar situations if you were in their shoes.

A second notable lesson is this: Make sure you find and build a relationship with a mentor outside of, or at least a couple levels above, your direct reporting line. Beyond the obvious gains, she or he can open doors for you when you need it the most. At one point, I was not challenged enough in my role. I asked my mentor for advice and if any potential opportunities were available that would offer learning in a challenging environment. Two days later he called with one that was completely different from anything I had done before, and I had no idea where to begin. However, I immediately said yes and dove in.

Purposefully seek out stretch assignments as they can become the most pivotal moments in your career.

It has come full circle for me today, as one of the most rewarding things I do is help guide and mentor women inside and outside my organization.

2019

WOMEN WORTH WATCHING AWARD WINNER ®

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Dr. Cindy Pace Title: Assistant Vice President, Global Diversity & Inclusion Education: EdD, organizational learning and leadership, Columbia University; MA, business education, New York University; BS, biology, Morris Brown College

2018

Company Name: MetLife Industry: Insurance Company CEO: Steve Kandarian Headquarters Location: New York, New York Number of Employees: 49,000 Your Location: New York, New York Words you live by: Be the change you want to see in the world.

Personal Philosophy: Make it Happen.

What book are you reading: High Performance Habits by Brendon Burchard What was your first job: Seasonal retail sales associate Favorite charity: UN Women

Move Beyond Passion to Purpose

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he best piece of advice that I can give to women about achieving career success on their own terms is to pursue purpose, which is different from passion. Passion is about your personal interests, while purpose is about what you can do for others—no matter how big or small the act. Earlier in my career, I spent so much time focused on achieving my career goals that I didn’t realize the importance of having a true sense of purpose. I never questioned whether my work was truly meaningful or if I was happy doing it.

I believed that if I just “grin and bear it” by taking on any assignment, working extremely late and sacrificing my well-being, I would get promoted to the next level. I thought that perhaps in retirement or my second-act, I could do what I truly love.

Looking back, I had a lot to learn.

I learned that purpose is neither an event nor destination; it is a journey where your direction unfolds through work experiences that are positive and challenging. Purpose is an expression of your authentic self and values, independent of a specific role or job title. For example, are you someone who gets energized by helping people?

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Do you find yourself always trying to make things better? Do you speak up about fairness and justice? Do people often seek you out for these types of contributions? These are clues.

How do you find purpose at work?

Purpose is about engaging in work that adds value—doing work that others, like your team or organization, need.

When purpose is in your midst, you love doing the work and you are amazing at it, often achieving high levels of performance and excellence. You are doing tasks that you really care about and are committed to seeing through.

You might get so involved that you lose track of time. When you are working with purpose, you show up for others in a significant way, and they feel the importance of your presence.

That’s why purpose is about being motivated and committed to contribute to something beyond your personal goals and ambitions; it is moving from “me” to “we.”

What I now know for sure is that tomorrow is not promised. Life is too short NOT to do work that truly matters to you and others. Our world needs you, purpose-driven leaders who want to make a difference and transform the future.

Summer 2018

Where are they now?

After nearly 13 years at MetLife, Dr. Cindy Pace was recently promoted to vice president, global head of employee engagement after serving as assistant global vice president for diversity, equity and inclusion. She urged employees to find their purpose “by engaging in work that adds value—doing work that others, like your team or organization, need. When purpose is in your midst, you love doing the work and you are amazing at it, often achieving high levels of performance and excellence.”

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Natalie Hanlon Leh

2018

Title: Partner Company Name: WilmerHale Industry: Law Company CEO: Susan W. Murley and Robert T. Novick, Co-Managing Partners Headquarters Location: Washington DC and Boston, Massachusetts Number of Employees: 2,013 Your Location: Denver, Colorado Words you live by: Be brave and seek out things that make you uncomfortable.

What book are you reading: Homegoing by Yaa Gyasi and re-reading Leadership and Self-Deception by The Arbinger Institute What was your first job: Legal aid attorney for the nonprofit Colorado Legal Services.

Favorite charity: Central Visitation Program—a nonprofit I founded—provides supervised visitation with noncustodial parents involved in high-conflict divorce and/or restraining order cases. Many low-income families cannot afford supervised visitation settings and this causes harm to the children. CVP has supervised tens of thousands of parental visitations, positively impacting the lives of literally thousands of Colorado children.

Embrace Who You Are and What You Want To Be

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oo often, women accept business and societal norms as the goals they should strive for. That is a mistake. Do not—I repeat, DO NOT—let others define what success looks like for you. Instead, embrace who you are and what you want to be, and identify metrics of success that are unique to you and your life. I have seen too many colleagues chase what others consider to be success only to find a personal and professional hollowness when they achieve it. I encourage the lawyers I mentor to consider not only what kind of skills they want to develop or what type of role they want to take on, but also to be mindful of what kind of person they will be in the process.

Over the course of my career, I have come to realize that people are the most important key to success in anyone’s career; strong relationships with colleagues, mentors, clients,

assistants, and others will matter in ways that you can’t even imagine.

Surround yourself with people you admire and who share your values, and nurture those relationships.

That means not only identifying how they can potentially help you, but how you can support them.

Having a transactional view of relationships will undercut one of the most important keys to professional success. And remember that relationships beget relationships.

You will quickly find yourself with a disappointing network if you align yourself with people who lack integrity or cut corners. Developing a reputation for integrity, honesty, and trust makes for a much more rewarding career and life. It can take years to earn that—but mere seconds to lose it.

I also encourage my mentees to be brave and to seek out things that make them uncomfortable. Bravery

can take many forms, but the sheer act of confronting what makes you uncomfortable or nervous builds character and confidence. I have found that success is often less about talent and more about having the strength and willingness to power through difficult moments. Bravery also means honestly assessing your strengths and weaknesses. Acknowledging your weaknesses doesn’t always come naturally or easily, but doing so allows you to identify solutions—working to improve them or letting other team members shine in those areas, for example.

Finally, I encourage people to be kind and remember that everyone out there is dealing with something you don’t know about. Kindness and compassion are values that go a long way. Some will view that as weakness.

Avoid those people. True strength is having the courage to think and care about things bigger than you. www.womenworthwatching.com

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Where are they now?

Natalie Leh serves as chief deputy attorney general for Colorado after being a partner at WilmerHale’s Denver office. Her WWW essay encouraged women to find their own definition of success. “Instead, embrace who you are and what you want to be, and identify metrics of success that are unique to you and your life,” she wrote.

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Where are they now?

Pallavi Mahajan keeps appearing in “Where are They Now?” She was featured in 2023 when she moved to Intel to serve as corporate vice president. She is back again after winning a position as chief tech/AI officer for Nokia. She credited her success to “picking up projects without being assigned, to always looking ahead and being in a constant learning mode, looking to see where the industry is trending and staying ahead of those trends, to defining areas where I could make meaningful difference to the society, that has been my journey.”

Pallavi Mahajan Title: Vice President, Engineering Company: Juniper Networks Industry: Networking/Telecommunications CEO: Rami Rahim Employees: 9,500 Headquarters: Sunnyvale, CA Education: M.S., Computer Science Personal philosophy: One, there is no substitute to hard work, and two, be the change you want to see. Lead by example.

Words I live by: Integrity, Courage, Perseverance.

SOME OF US WANT TO PRIORITIZE OUR CAREERS, SOME WANT TO PURSUE OTHER PASSIONS AND SOME, FAMILIES. IN THE END, WHATEVER OUR CHOICE, WE SHOULD BE PROUD OF IT AND NOT COMPARE OURSELVES WITH OTHERS. ~ PALLAVI MAHAJAN

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2017

She empowers women and girls by involving herself in organizations that help motivate young girls to continue their education in science, technology, engineering and mathematics (STEM) fields.

allavi Mahajan, vice president of engineering for Juniper’s Junos Software, is responsible for driving strategy and execution for all engineering functions.

During her tenure, Mahajan has served Juniper in a number of roles, including defining and leading the company’s Software Automation and Programmability story and global engineering teams. As a member of Juniper Networks India founding engineering team, she was credited with incubating numerous new software teams in Juniper, India. Her technical and leadership contributions include many successful products and the filing of eight patent applications, six of which have been granted.

Active in philanthropy. Mahajan leads the Juniper Corporate Social Responsibility (CSR) charter in India, which has adopted a village cluster, focusing on education and health, while empowering the female population. She also assembled a group of colleagues to determine the needs of rural Indian villages and improve living standards.

Leadership has been a journey for Mahajan. She says that there was no one defining moment, but rather a series of opportunities to be seized.

“From picking up projects without being assigned, to always looking ahead and being in a constant

However, she is more than a leader, she is also an inspiration.

Mahajan is a mentor for women engineers inside and outside Juniper.

learning mode, looking to see where the industry is trending and staying ahead of those trends, to defining areas where I could make meaningful difference to the society, that has been my journey,” she reflects.

Mahajan tells mentees that they get to make their own choices.

“Some of us want to prioritize our careers, some want to pursue other passions and some, families.

In the end, whatever our choice, we should be proud of it and not compare ourselves with others.

Nothing comes for free, and there will always be tough moments and times when you will want to call it quits. In those times, always remember that the world is full of good people, all you need is to stretch out your hand and ask for help,” she coaches.

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Where are they now?

Debbie Singh, a former vice president of Plan International, a nonprofit antipoverty program in Canada, is now chief human resources officer for Orillia Soldiers’ Hospital, also in Canada. She lives by the phrase to make a difference in this world, you must first dare to be different. “When the truth needs to be spoken, when the work needs to get done, when the help needs to be offered… dare to make a difference,” she said.

DEBBIE SINGH

VICE PRESIDENT, ORGANIZATIONAL EFFECTIVENESS PLAN INTERNATIONAL CANADA

Company: Plan International Canada Industry: Not for profit CEO: Caroline Riseboro Employees: 200 + Headquarters: Woking, United Kingdom

AGENT OF CHANGE Debbie Singh is someone who brings out the best in people while building out talent for a development agency working to end global poverty.

they refer to as the catalyst. She drives change through the organization with thought or humility, not stopping to say “why” but rather “why not.”

empowerment. She delved into human resources to focus on policy to grow people in ways that supported leading growth organizations.

As vice president of organizational effectiveness at Plan International Canada, Singh works relentlessly to support staff to help bring children out of poverty through an organization operating in 69 counties. She says resilience is key to leadership and success is being able to put the needs of others beyond your own to shape the outcome for those impacted.

At Plan International Canada, she is responsible for Organizational Effectiveness and cross cutting business leadership for Gender, Child Protection, Privacy and Security for the organization’s $220 million operations. She is sought out internationally for her expertise to lead and or support in these business areas.

She lives by the phrase to make a difference in this world, you must first dare to be different. “When the truth needs to be spoken, when the work needs to get done, when the help needs to be offered…dare to make a difference,” she said.

Singh has created a unique customer learning platform for reaching staff members. Whether it is through a myXchange that leverages young talent, or a new myLeadership Edge suite with custom booster leadership sessions, she develops talent as an asset to the organization.

She has been active in her field, teaching for the HRPA, the professional organization for human resources in Ontario. She is passionate in providing the space and platform for young leaders to grow and currently mentors a few young CEO’s.

Her colleagues say when you leave a conversation with Singh you can’t help but smile because she brings out something in you that you didn’t know was there.

Singh is a people person who consistently demonstrates the willingness to listen. Her colleagues describe her as a confident, compassionate, focused leader who

“I have learned that success should be measured not by the position that you reach in life, but rather by the obstacles you have to overcome while trying to succeed along the way,” she said. Singh holds a BA from the University of Waterloo, and a masters Singh’s professional background started in social services. She spent time and PhD from California State. PDJ working with vulnerable populations providing counseling on life skills and Read more at DIVERSITYJOURNAL.COM

2016

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2015

…taking that leap of faith…

Marisa Lasenza

HARMAN’s Corporate Secretary Is Becoming an International Star In her six years at HARMAN, Marisa Iasenza has played a variety of senior legal roles as the firm has gone through a period of significant growth and transformation. She has been a key player in mergers and acquisitions activities, working on the acquisitions of Symphony Teleca, Bang & Olufsen Automotive Audio, Red Bend Software, and Martin Lighting, among others. She has demonstrated her ability to perform in high-stakes, highintensity situations, developing strong bonds with colleagues throughout.

Marisa was recently elevated to the position of corporate secretary and associate general counsel for two of HARMAN’s three divisions—Infotainment and Lifestyle. She manages a sixperson legal team and acts as a mentor

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to women who currently serve in roles she has previously held.

Her own mentor, HARMAN CEO Dinesh Paliwal, recently encouraged Marisa to take an international assignment. Always looking for new opportunities to grow, she took the plunge, moving to HARMAN’s Munich office and into her current leadership role.

Fluent in French, and with a good grasp of Italian, Marisa has enjoyed traveling extensively in her new role and welcomes opportunities to get out of the “ivory tower” of corporate headquarters and see how the business operates globally.

“I think my biggest career leap was when I moved from a law firm job in Santa Monica, California, to my first in-house job in Greeley, Colorado,”

said Marisa. “I learned that sometimes taking that leap of faith based on your gut instinct really does pay off in the end.”

On the job, and as a leader, Marisa’s greatest strength lies in her ability to communicate and build relationships.

She is passionate about being open and available to her team and colleagues. Her management philosophy is to give people the freedom to run with projects, while being available to support and guide them when needed. Above all, Marisa aims to maintain a collegial and collaborative culture in which everybody works as a team to accomplish great things for HARMAN. PDJ

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Where are they now?

Marisa Lasenza is now chief legal officer for Marelli, an automotive technology company, after working in several senior legal positions for HARMAN where she was involved in mergers and acquisitions of several companies on HARMAN’s behalf. She got to her high-powered position at HARMAN by taking a chance, she said. “I think my biggest career leap was when I moved from a law firm job in Santa Monica, California to my first in-house job in Greeley, Colorado. I learned that sometimes taking that leap of faith based on your gut instinct really does pay off in the end.”

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“I have learned that no matter how focused you are on your own goals, it is only possible to succeed if you work with others.”

2014

Erica Berthou

This Partner at Debevoise & Plimpton tells us a thing or two about the importance of teamwork.

People often talk about finding the right balance between work and life.

For the most part, I’m nowhere near achieving a consistent, peaceful balance. Instead, I think I’m energized by having several balls in the air at any given time. Staying on top of, and growing in, a demanding work role, raising kids with my husband, staying close to family and friends, and participating in sports are the moving pieces. I’m fully engaged on all fronts though, and I take pride in that. It’s my perfect imbalance.

I have learned that no matter how focused you are on your own goals, it

is only possible to succeed if you work with others. Your own success and satisfaction is intertwined with that of your team—at work, at home, or at a sporting event. As a result, I think a great deal about motivation and being a good teammate.

As a newbie with the all-female Radical Media competitive cycling team, I am seeing the importance of motivation! My teammates are amazing women who are constantly cheering for all of us—emphasizing team success and complementing effort regardless of the result. Their approach is teaching me how I can be a better

leader, teammate, and motivator in other areas of my life.

Encouraging others is an art requiring people skills and intuition. I know I wish that I had been more outspoken when I was a younger lawyer, so I try to create a work environment that fosters dialogue. I ask questions of my younger colleagues, remain approachable and appreciative of all viewpoints, and try new approaches to feedback.

Sometimes these small steps build team success in the long run, and it is extremely fulfilling to play a part in that process. PDJ

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Where are they now?

You can find Erica Berthou serving as a partner at Kirkland & Ellis, after being a partner at Debevoise & Plimpton. “Another piece of advice would be to always take pride in your work, no matter how miniscule the task,” she wrote in her WWW piece. “People will recognize if you hold yourself to a high standard; it breeds trust in your ability to take on bigger projects, and will certainly bring you opportunities you may not have seen coming!”

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Where are they now?

Dr. Nancy Gagliano is self-employed and an active board director at General Fluidics Corp. after a lengthy executive career at CVS. She urged young employees to “find a passion. Don’t be afraid to work hard, and be willing to put in the extra effort without expecting recognition. And finally, be true to yourself. Don’t take on a persona that’s not yours just to fit in with what others expect.”

WOM EN W O RT H WAT CH ING

Nancy J. Gagliano, M.D.

This Harvard-trained physician became CMO of CVS Health MinuteClinic to bring top care to patients where they live. ship focus evolved. I began to seek out roles that allowed me to help a greater number of patients and physicians— first in an individual practice, then as a leader of a group of practices affiliated with Massachusetts General Hospital (MGH) and eventually, all practices affiliated with MGH. My goal was to look for ways to improve and enhance the patient experience and ensure that the primary care we were providing was as effective as possible. Working with such a diverse group of physicians When I first decided to practice medicine, I knew I wanted to help patients. I was passionate about developing relationships with the individual people in my care and helping them be as healthy as they could be. Starting my career as a full-time primary care doctor allowed me to truly get to know my patients and partner with them on their health care.

As my career advanced, my leader-

“… fear of the unknown did not stop me from leaping into the corporate world.”

also allowed me to understand how important collaboration and teamwork are in effecting change, and in helping me appreciate and value the perspectives of those around me.

My passion for helping people is what eventually led me to my current position at MinuteClinic. I truly felt I had more to give and was drawn to the concept that retail medical clinics can provide medical care that is not only high quality, but also affordable and close to home.

After spending years in the academic-medicine community, it was a difficult decision to leave an environment that was familiar. But fear of the unknown didn’t stop me from leaping into the corporate world. My role at MinuteClinic has allowed me to use the skills I’ve developed over the years to benefit millions of patients nationwide who seek care at our clinics, and truly change the health care landscape. PDJ

Kristen McCallion

For this Principal at Fish & Richardson, the leap to law was a big one— but it felt just right.

Making a leap is never simple. But in 2002, as a young media relations executive in the entertainment industry, that was exactly what I needed to do. In fact, I knew that I needed to take an even bigger leap—into an entirely new career.

My job at a large music company certainly had the advantages of interesting people and challenging projects.

But then along came Napster, and technology that enabled the unlimited sharing of digital music files, which turned the music industry on its head.

I wanted to be at the forefront of a new frontier. And my ambitious nature had me striving for something more.

I did not see my career flourishing if I remained where I was, but I

2014

felt confident that I was destined for great things.

So, after six years of climbing the corporate ladder in one career—and just a bit shy of 30 years old—I decided to study for the law school entrance exam. My family and friends did not think I was serious. “Where will you go to law school? Will you move to another city? How will you pay for law school?” they all asked repeatedly. The truth is, I had no idea. But I knew that I was moving in a new direction that felt right. So I kept going.

Law school was educational in more ways than one. I found analytical skills I did not know I had and discovered that my ability to handle multiple projects with competing deadlines was

a skill not shared by everyone. Most of all, I realized that my determination to succeed was quite a valuable tool. It gave me, and still gives me, the strength to achieve grander goals, even when they appear to require overcoming insurmountable hurdles. PDJ

“… I knew that I needed to take an even bigger leap—into an entirely new career.”

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Where are they now?

Ashby Fox, a former partner of Burr and Forman, is now assistant teaching professor for legal analysis, advocacy and writing at University of Wisconsin Law school. According to her WWW essay, she said she would advise young women looking to build a successful career in law practice (or any other field) that they should not “wait for the opportunity to lead—take the opportunity to lead, or make the opportunity to lead.”

Company and Executive Women Worth Watching® 2014 Award Winner

Burr & Forman LLP

Ashby Kent

Fox

HEADQUARTERS: Birmingham, Alabama

WEBSITE: www.burr.com BUSINESS: Law firm EMPLOYEES: 525

What does it take to succeed and stay competitive in your position/field?

TITLE: Partner

Understanding how your clients do business is critical in helping you determine what factors and interests are important to your clients, both internally and as part of the external business community.

Similarly, understanding and appreciating your clients’ unique goals and objectives allows you to offer meaningful guidance that helps clients resolve disputes and problems creatively, quickly, and costeffectively. Finally, it is imperative to develop and zealously protect a strong professional reputation by treating each and every person you encounter with equal respect and dignity and by maintaining and promoting principles of honesty and integrity at all times. This will earn you the trust and respect of your clients, colleagues, community, and the court, and is vital to a successful and rewarding career in law practice.

I

F ASKED WHAT ADVICE I WOULD OFFER TO YOUNG WOMEN LOOKING TO BUILD A SUCCESSFUL CAREER IN LAW PRACTICE (OR ANY OTHER FIELD, FOR THAT MATTER), my advice would be: don’t wait for the opportunity to lead—take the opportunity to lead, or make the opportunity to lead.

In my opinion, effective leaders are willing to identify and confront challenges proactively, and are willing to accept full responsibility not only for the outcome of a particular project, but for the process required to achieve a good result. Effective leaders are good listeners, and while they have the courage to make difficult decisions and take ownership of difficult tasks, they are humble and wise enough to acknowledge when something is not working or when changes in strategy or approach need to be made.

Another hallmark of an effective leader is the individual’s ability to effectively manage and motivate a team. To do this, a leader must be able to communicate effectively, understand and appropriately leverage the respective strengths and weaknesses of the team members, appreciate the value of constructive criticism, and be receptive to, and

66 PROFILES IN DIVERSITY JOURNAL

EDUCATION: BA, Vanderbilt University; JD, Emory University

FIRST JOB: Internship as victimwitness liaison, Victim-Witness Assistance Program, Chatham County District Attorney’s Office, Savannah, Georgia

MY PHILOSOPHY: You can never be disappointed in yourself if you always give all of yourself to every effort, and stay true to yourself and your principles no matter the cost.

What I’m Reading: Sula, by Toni Morrison

Twitter Handle: @AshbyKentFox respectful of, the thoughts and ideas of all members of his or her team.

A good leader adds value and inspires others by taking pride in all aspects of a project, no matter how menial or simplistic the task, and encourages and instills a similar sense of pride in his or her team. A good leader has the ability to effectively delegate tasks while still remaining accessible to the team, actively engaged in the project and knowledgeable about the status and direction of the project at all times. A good leader prioritizes the interests of the team or the project over his or her own interests, and realizes that the success of the leader is dependent on the success of the team. A good leader leads by example, and remains true to his or her principles regardless of external pressures or threats.

Finally, because a good leader understands the critical importance of a strong and enduring professional reputation, the good leader earns the trust and respect of her colleagues by treating all people with equal dignity and respect, and by maintaining a tireless commitment to honesty, integrity, and professionalism in all interactions.

2013

September/October 2013

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Company and Executive Women Worth Watching® 2014 Award Winner

Has discrimination affected you as a woman in the workplace? How did you deal with it? I have not had some

2013

of the experiences my parents or grandparents had as it relates to discrimination, but I’ve benefited by having more and better opportunities as an African American female in corporate America.

Often times I am in meetings where I am the only African American in attendance. I can only attribute that to individuals who have come before me. I can never forget the struggles of the civil rights movement, and it is because of it that I live my life everyday humbly proud of who I am, where I am, and what I am.

I just hope that I too can be an influence for others.

What advice would you give young women building/preparing for a career?

I would advise young women to become passionate about educating yourself. Life education starts at home and affords one a strong sense of values, responsibility, character, and pride. Take every opportunity available to read, study, and gain knowledge both formal and informal in your career interest.

HEADQUARTERS: Cedar Rapids, Iowa WEBSITE: www.rockwellcollins.com BUSINESS: Aerospace and defense REVENUES: $4.8 billion EMPLOYEES: 19,000 TITLE: Director, Diversity & Workforce Effectiveness

EDUCATION: BS, MS, University of Memphis

FIRST JOB: Vocational trainer MY PHILOSOPHY: Faith is taking the first step even when you can’t see the whole staircase.

What I’m Reading: Harvard Business Review

Joy

Rockwell Collins

Fitzgerald T

EN MONTHS AFTER I BEGAN MY FIRST JOB AT A NONPROFIT ORGANIZATION, my supervisor and mentor needed to take a leave of absence and asked me to apply for her position.

It came as a surprise, as others had more experience. Through our mentoring relationship, she observed competencies in me that outweighed experience alone. I quickly found myself serving in the role of a young African American female leader.

I was concerned initially because I was the youngest in my group. I asked my informal mentor, my mother, how I could get my peers to follow me.

My mother worked in corporate management back when African American mothers in Memphis were traditionally not in leadership roles.

Watching her leave for work with her briefcase, I wanted to follow in her footsteps as an African American leader. “You are a born leader and you will be successful,” my mother said. She advised me to find someone in the organization that I would like to emulate, a mentor.

I engaged in a mentoring relationship with a female senior leader whose wisdom and insight has been foundational in my career. Her greatest gift to me was providing a secure place where I could talk to her about anything.

Over the next seven years, I grew. I learned to write grants and manage an apartment complex for homeless single mothers and a shelter for people with HIV/AIDS. Working around people from disadvantaged backgrounds humbled me and helped me to see how life’s circumstances affect our opportunities. I came to believe that leaders are given a gift to serve people.

Today I am the director of diversity and workforce effectiveness at Rockwell Collins. Mentoring in particular is key to our diversity journey.

Through our mentoring program, I have three mentors. They’ve taught me, among other things, that a leader’s role is not to be liked, but to be respected. Our decisions will not always be popular, but we will be respected if we are fair and reasonable in the process. Leveraging the power of strong relationships, I have been able to achieve many aspirations early in my career. Mentoring provided exposure, support, and insight to continue to help me develop and grow. Today I mentor four employees.

It is rewarding and time well-spent in developing others. One of my grandmother’s favorite sayings was, “Take it on and take it farther.” That’s what I intend to do by helping others to “take it on farther,” to exceed my accomplishments.

64 PROFILES IN DIVERSITY JOURNAL

September/October 2013

Where are they now?

Joy Fitzgerald left Rockwell Collins for a position as senior vice president for United Health Group. She recalled in her 2013 WWW essay that she was younger than most of her team members when she earned her first promotion.

Her mother encouraged her to find mentors and eventually she settled on three. “They’ve taught me, among other things, that a leader’s role is not to be liked, but to be respected. Our decisions will not always be popular, but we will be respected if we are fair and reasonable in the process.”

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Company and Executive Women Worth Watching ® 2013 Award Winner

HEADQUARTERS:

Laura E.

2012

Coca-Cola Enterprises, Inc.

Brightwell

Atlanta, Georgia WEBSITE: www.cokecce.com

W

BUSINESS: Beverages REVENUES: $8.3 billion EMPLOYEES: 13,250 TITLE: Senior Vice President,

Public Affairs and Communications EDUCATION:

BBA, University of Georgia and Hollins College, Paris FIRST JOB:

Legislative Aide on Capitol Hill to former U.S. Congressman Lindsay Thomas MY PHILOSOPHY:

Lead with integrity and passion, and encourage others to rise to the challenge.

When you expect more, they deliver more. Often a high bar creates the greatest opportunities.

FAMILY:

Son Crawford

›

How has your education affected your career? My international business education and affinity for language influenced my interest of working in a global business environment. Today, I understand not only how big, but also how small the world is.

›

Has discrimination affected you as a woman in the workplace? It’s less about discrimination and more about opportunity. I feel I have an obligation to positively influence women and help them, through personal coaching and mentoring but also in influencing how organizations recruit and retain women.

›

What advice would you give younger women about their education?

Build and actively participate in networks. They help with career progression and increase your visibility internally and externally.

HEN IT COMES TO WORKPLACE EQUALITY, IT IS CRITICAL THAT WOMEN WITH STRONG EDUCATIONAL BACKGROUNDS HAVE AN EQUAL OPPORTUNITY TO REPRESENT COMPANIES AT THE BOARD AND EXECUTIVE LEVELS. Studies show that companies with women on their boards outperform those whose seats are filled solely by men. While the rate of leadership positions filled by women is not as high as it should be, significant progress is being made. I live in England, a country that recently mandated top companies to have 25 percent female board membership by 2015, which is a step in the right direction (although there’s a long way to go to achieve that ambitious target).

It is fundamental to use all of the talent available, not just part of it, and much of this talent comes from women with varying educational degrees. I work for a chairman and CEO who embraces women in leadership and throughout our company. One-third of Coca-Cola Enterprises’ Board of Directors (four out of 12) and one-third of the executive leadership team (two out of six) are women from diverse backgrounds, geographies, education levels, and areas of expertise. This encourages employees at all levels in the organization to embrace differences in thought, approach, and problem solving.

Along with their educational background, I believe mentorship opportunities for women can help increase the number of women in boardrooms. I am proud to be a mentee in the FTSE100 Cross-Company Mentoring Program in the UK, which builds professional relationships between female leaders and some of the leading chairmen and executives. When senior leaders invest the time and energy to help advance women, the development of their careers can be significantly impacted in a positive way.

There is hard work ahead to improve gender disparity, but I am hopeful and proud of the companies who are setting the bar high and offering opportunities that encourage the advancement of women in the workplace and boardroom. This is the moment to be more courageous and to make a change.

“Studies show that companies with women on their boards OUTPERFORM those whose seats are filled solely by men. ”

50 PROFILES IN DIVERSITY JOURNAL

September/October 2012

Where are they now?

You can find Laura Brightwell, who once built a nearly 20-year career in the senior ranks of Coca-Cola, doing double duty on the board of Builders, a commercial insurance company, and as Coke’s Enterprise Corp. officer emeritus. Companies should do more to put women in leadership positions and on their boards, she wrote in her WWW essay: “It is fundamental to use all of the talent available, not just part of it, and much of this talent comes from women with varying educational degrees.”

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Where are they now?

Brenda Boultwood has made several leaps in the last few years, trading in a recent position at the International Monetary Fund for a seat as the Crowe Chair Distinguished Visiting professor at the US Naval Academy. Boultwood, who grew up in small towns, said her father and tennis coach inspired her to become a professional. “These people have shown me that one is never finished learning and that constant learning requires an open mind. Bringing people along on the journey required me to become a leader with a vision to inspire others.”

Brenda

COMPANY AND EXECUTIVE WOMEN WORTh WATChINg® 2012 AWARD WINNER

Boultwood

Constellation Energy

Y

2011

ou have to find inspiration.

It doesn’t come to you.

Growing up in rural South Carolina, I never met college professors, scientists, CEOs, or artists. Although a supportive family and loyal friends surrounded me, not much was on the doorstep. I sought out challenges where I could in school, on the tennis court, volleyball court and track. I found inspiration in fiction, music and competition. I imagined a journey to surround myself with diverse people who had a similar thirst to learn, innovate and make a difference.

I pushed myself to believe that this journey was in reality just another challenge that growing up I worked hard to prepare myself for.

At the time, I was not sure where the journey would take me. There was always a destination, but I placed more emphasis on the path than the endpoint. I came to understand that smart, motivated people inspired me; I needed them all around me to help find the way. These people have shown me that one is never finished learning and that constant learning requires an open mind. Bringing people along on the journey required me to become a leader with a vision to inspire others.

Role models were essential to imagining the destination. My first role model

“

was my father, who congratulated me on my successes along the way, but was able to push me to create something with my life. He inspired me to believe that my world could be larger than a South Carolina town if I was willing to work for it. A middle school tennis coach inspired me to think about a career, and that girls could be as tough and competitive as boys. Continuing my education became a necessity, rather than an option.

The goal of continuing my education was not laid out and neither was the path taking me there. Instead, my academic degrees became an almost eight-year journey fueled by the motivated people around me and the opportunities ahead. This has continued in my career, where organizational level has never been as important as learning and the ability to influence.

Albert Einstein said, “Learning is not the product of schooling but the lifelong attempt to acquire it.” But while I have been inspired by role models and the desire to learn, it is inspiring others that, ironically, has become a remarkable source of inspiration. Einstein also said, “Success is one percent inspiration and 99 percent perspiration.” It is no surprise that hard work propels the journey forward.

TITLE: Senior Vice President and Chief Risk Officer EDUCATION: PhD, City University of New York FIRST JOB: Salesgirl at a jewelry store WHAT I’M READING: Too Big to Fail, by Andrew Sorkin; The Big Short, by Michael Lewis; At Home, by Bill Bryson MY PHILOSOPHY: Dream big, work hard and be persistent.

FAMILY: Two great daughters, Georgina and Caroline INTERESTS: Supporting the activities of my girls, running, reading, traveling FAVORITE CHARITY: Susan G. Komen Race for the Cure COMPANY: Constellation Energy HEADQUARTERS: Baltimore, Maryland WEBSITE: www.constellation.com BUSINESS: Power, Natural Gas, and Energy REVENUES: $14.3 billion EMPLOYEES: 10,300

There was always a destination, but I placed more emphasis on the path than the endpoint.

”

www. d ive rs i t yj o ur n a l . c o m

SEPTEMBER/ OCTOBER 2011

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Where are they now?

Dr. Sally Brooks is currently principal and chief medical officer for Leadership in Medicine.

When she won the WWW award in 2010, she was a vice president, medical director for Kindred and she had some sound words: “My advice is to surround yourself with your circle of supporters, stay true to your passion and invest in and care for yourself.”

wo m e n wo rt h wat c h i n g i n 2 0 1 1

Sally Brooks Kindred Healthcare

T

he key to forging a successful career path is to know your strengths and leverage them when life takes you in unexpected directions. If you know what drives you, you will wake up most mornings with energy, focus, and passion.

Medical training is focused on improving weaknesses, but I have found that surrounding yourself with a team that balances strengths and weaknesses is the best approach.

My professional life has been devoted to improving the care for older adults and educating their personal and professional caregivers.

I grew up in a rural community, attended pharmacy school and decided to continue my training in medical school. During my pharmacy internship program, I worked in my hometown drugstore. Through home delivery of medication it was evident that the healthcare system fails to provide ongoing support for chronic care needs contributing to poor quality for many of our most vulnerable Americans.

It is second nature to me to care for older adults because of fabulous female role models, my grandmother and godmother. Before the term work-life balance was in our vocabulary, they both successfully demonstrated this balance through some extremely dif-

ficult times. Despite personal financial hardship, they sacrificed to share their resources with others. I strive for worklife balance; however, remembering I am a work in progress helps me to accept my shortcomings.

In addition to personal mentors and friends, I have been fortunate to find professional mentors. Having the courage and humility to accept their guidance is difficult at times, but worth it. I continue to connect with mentors, not only because of our shared professional interests but because we lift each other up.

Life has taken me in unexpected directions. The demographic age wave has allowed me to work to improve the care for older adults in a variety of roles – pharmacist, physician, clinician educator, and now VP for a large company providing residential services, rehabilitation and end-of-life care.

title: Vice President, Medical Director, Health Services Division eDucation: Geriatric Medicine Fellowship, University of Cincinnati; Internal Medicine Residency, The Christ Hospital, Cincinnati, OH; MD, Marshall University; BS, Ohio Northern University FirSt JoB: Dairy Queen – waitress; First job after graduation: The Christ Hospital, Section Director of Geriatric Medicine. what i’m reaDing: Water for Elephants, by Sara Gruen; and the Journal of the American Geriatric Society mY PhiloSoPhY: Choose your attitude (positive) and make someone else’s day.

FamilY: Husband, Dan; three daughters, Gwen, Tess, Lydia; and dog “Bitzy.” intereStS: Skiing, Hiking and Cooking.

College Football is my individual passion.

FaVorite charitieS: Alzheimer’s Association and my county Senior Citizens group comPanY: Kindred Healthcare heaDQuarterS: Louisville, Kentucky weB Site: www.kindredhealthcare.com BuSineSS: Diversified post-acute healthcare services. annual reVenueS: More than $4.2 billion emPloYeeS: 53,500

Most of these positions have been acquired through personal and professional relationships, which demonstrate the importance of investing the time to know colleagues on a personal level. I am also a wife, mother, and supporter of other women who have so much to offer.

My advice is to surround yourself with your circle of supporters, stay true to your passion and invest in and care for yourself.

2010

“Life has taken me in unexpected directions.”

Pr o f i l e s i n Di v e r s i t y Jo u r n a l

September/OctOber 2010

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women worth watching in 2010

Tammy L. Butts

I

AXA Advisors, LLC

2009

i have had a gratifying professional journey guided by my personal values. i started my career in 1994 at Wells Fargo Bank, where i spent a decade developing the business acumen and skills that became my professional foundation.

TITLE: Divisional Executive Vice President, Chicago Branch EDUCATION: BBA, Finance, Texas Christian University

like many professional women, my career path came to a crossroads when i started a family. Being a stay-at-home mom was a wonderful experience and, while it did put my career on hiatus, this decision would ultimately lead me down a road of greater career success—one that i could not have imagined possible at the time.

FIRST JOB: Credit Analyst, interfirst Bank, Dallas, Texas

in 1999, our family moved to chicago for my husband’s new job. in 2001, i decided to go back to work after being home for six years. i interviewed for a position as a financial professional for axa advisors and was hired. it was different than anything i had done before, but it was a perfect fit for me—it was clientcentric with the potential for advancement and had a lot flexibility, providing the work/life balance that was important to me.

WHAT I’M READING: The 7 Habits of Highly Effective People, by Stephen R. Covey MY PHILOSOPHY: Change what i can, accept what i can’t, and have the wisdom to know the difference.

“There is no greater reward than giving back what was freely given to me —mentoring others to achieve their goals.”

FAMILY: Husband Doug, and 3 children, Jon, Michael, & Michelle.

INTERESTS: Family time, cooking, gardening.

FAVORITE CHARITY: Susan G. Komen for the Cure

The road back to employment was not without its challenges. i had been out of the workforce and i was in a new city where i had very few business contacts.

This forced me to build my financial services practice from scratch.

COMPANY: AXA Advisors, LLC HEADQUARTERS: new York City

after years of hard work and the good fortune to have multiple mentors at axa advisors—seasoned professionals who were generous with their knowledge and experience—i achieved a certain level of success and was promoted to district manager in 2005. in that role, i was responsible for recruiting, training, and developing other financial professionals, building a district of 19 professionals, 50 percent of them women.

WEB SITE: www.axaonline.com BUSINESS: Life insurance, annuity, and investment products and services.

ANNUAL REVENUES: $18.58 billion U.S. dollars for 2008* EMPLOYEES: Approximately 11, 000 employees and sales personnel**

in January 2009, i was promoted to divisional executive vice president of the chicago branch. i now find myself in the role of leader and mentor, working with an excellent team of professionals, some who were mentors to me and crucial to my own success in the industry.

My journey has taken a couple of unexpected turns, but has led to a very rewarding career. i have worked with hundreds of people to help develop strategies to protect their financial futures, and i have helped others enter, grow, and succeed in this business. There is no greater reward than giving back what was freely given to me—mentoring others to achieve their goals.

*This is the revenue number for affiliate AXA Equitable. **includes employee figures from affiliate AXA Equitable Life insurance Company.

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September/OctOber 2009

P rofi l e s i n D i v e r s i t y J ou r n a l

Where are they now?

Tammy Butts leaped back into the corporate world after a stint home with her children and she has been moving up ever since. Butts works for Equitable Advisors as a senior executive vice president and she is also part of Chiefs, a private network that helps women ascend to senior positions in business. In her WWW essay she wrote:” I have worked with hundreds of people to help develop strategies to protect their financial futures, and I have helped others enter, grow, and succeed in this business. There is no greater reward than giving back what was freely given to me—mentoring others to achieve their goals.”

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Where are they now?

Powerhouse intellectual property lawyer Dale Cendali is currently a partner with Kirkland & Ellis after departing O’Meveny and Myers, where she worked in 2008. Cendali’s WWW essay noted that more women should be in senior leadership positions and she wanted to help them get there. “This can take the form of co-authoring articles with someone, passing-on speaking engagements, referring business, or simply giving assignments to talented women. While these are just small steps, I hope that they will help create a future with even more opportunities than the present.”

women worth watching in 2009

Dale Cendali

I

O’Melveny & Myers LLP

i feel very lucky to live in a time when there are so many more opportunities for women than there have been in the past, and i feel an obligation to help ensure a future of opportunities for those who come after me. i was reared on stories of talented women forebears who accomplished a lot, but whose academic achievements were limited by economics and societal conditions during the times in which they lived. i particularly remember a key conversation with my mother, a phi beta Kappa college graduate and accomplished English teacher, who told me that when she graduated from college shortly after wwii, going to college was considered unusual for a woman—to pursue law, which she had an interest in doing, was beyond practical reach.

Thus, one of the reasons that i was attracted to law was the idea that i could do something that previously had been essentially unattainable.

TITLE: Partner and Chair of the Copyright, Trademark, and internet Practice EDUCATION: BA, history, summa cum laude, Phi Beta kappa, Yale College; JD, Harvard Law School FIRST JOB: Babysitter WHAT I’M READING: Home: A Memoir of My Early Years, by Julie Andrews MY PHILOSOPHY: Anything is possible.

...I have also come to realize that the battles for equality have not all been won.

FAMILY: Husband, three children INTERESTS: Collecting comic books and native American pottery; theatre, travel

The debt we all owe to those who came before us was driven home to me even more when i became a lawyer and attended various awards dinners honoring women just 20 or so years older than me. hearing those women talk about the discrimination they faced—often not being able to get jobs at law firms because of their gender—also made me appreciate where we are today. but while i am grateful for the progress that has been made, i have also come to realize that the battles for equality have not all been won. in law school, the number of women and men in my class was close to parity, and the idea that women were somehow not as capable as the men was greeted with derision. yet more than 20 years later, the number of women in senior positions at companies and firms is proportionately far less than one would have hoped for or expected.

Given this reality, i feel that i should do what i can to avoid backsliding and to assist, when possible, in mentoring and promoting other women. This can take the form of co-authoring articles with someone, passing-on speaking engagements, referring business, or simply giving assignments to talented women. while these are just small steps, i hope that they will help create a future with even more opportunities than the present.

56

Profil es in Diversi ty J ou rnal

COMPANY: O’Melveny & Myers LLP HEADQUARTERS: Los Angeles, California WEB SITE: www.omm.com BUSINESS: Law firm ANNUAL REVENUES: not Available EMPLOYEES: More than 1,000 lawyers and more than 1,200 staff

2008

September/OctOber 2008

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W O M E N W O R T H WAT C H I N G I N 2 0 0 8

2007

“Leadership is a privilege and a responsibility.”

Marjorie F. Hsu N U T T E R M c C L E N N EV NE& RIZ F IO SN H ,CLOLM PM / U CN R IEC W ATNI O ET NW SO IN RC K

M

y life and work has been blessed by great opportunities, as well as the support and shared wisdom of diverse family members, friends, mentors, and champions. This good fortune, along with a willingness to embrace change, learn quickly, work hard, focus on results and have the confidence that I can make a difference, have all contributed to my accomplishments and perspectives.

An infant when my parents and I immigrated to the United States, I have learned many important life lessons about staying true to oneself while extracting the best from all cultures and people. From the unconditional support I continue to receive from my family to the many leaders who have broadened my perspective, it is a diversity of opinion and life experiences that I most value.

Now, when I mentor others, I recall what I most appreciate in the excellent sponsors I have had over the years. These talented leaders have listened, encouraged, pushed and inspired me to take on new challenges. I appreciate their candor and strength of character in balancing what is best for the individual, the team, and the firm. Finding the right mentoring relationship is more about respect, trust, and chemistry than the title and level of the persons involved.

Leadership is a privilege and a responsibility. There are some rare individuals who are born leaders, but the rest of us are made through our experiences, education, and a mindset and confidence about stepping up to the front of the crowd.

COMPANY:

Verizon Communications, Inc.

HEADQUARTERS:

New York, New York

WEB SITE:

www.verizon.com

BUSINESS:

Communications: broadband and wireless

2006 REVENUES: EMPLOYEES:

TITLE:

Vice President, Services Technology

EDUCATION: BS in electrical engineering, Boston University; MBA, Boston University FIRST JOB: China, crystal and silver sales at Hahne’s department store READING: Cloud Atlas, by David Mitchell; Open Business Models, by Henry Chesbrough

Life is not a dress rehearsal, so maximize every experience for greatest joy, contribution, and learning.

Be crystal clear on your priorities and absolutely live true to these. Make an impact on the things you can control, and let go of that which you cannot.

PHILOSOPHY:

FAMILY:

Husband and two sons

Cooking, traveling, reading, cycling, skiing and watching at the boys’ sports and recitals

INTERESTS:

FAVORITE CHARITY:

Medecins Sans Frontieres

Mentors, family, and others nurture mindset and confidence, but it is really up to the individual to make the deliberate choice to prepare for and accept leadership responsibilities and challenges.

For the long-term success of a company, selecting and developing future leaders is as critical as managing the balance sheet, because employees are every firm’s most valuable assets. High potential (Hi-Po) employees at every level of the business are tracked, developed, assessed, and rotated through job assignments.

The company makes a large investment in our Hi-Po employees, but it is up to each person to take accountability for their own career development and path. This is where a mentor can be an invaluable resource.

Every person is presented with different life challenges and opportunities. Take some risks, have some adventures, do your best and live with no regret.

$88 billion

232,000

PDJ 88

P RO F I L E S I N D I V E R S I T Y J O U R N A L

SEPTEMBER/OCTOBER 2007

Where are they now?

Marjorie Hsu is a self-employed strategic advisor, after many years of serving in top positions at Verizon and other corporations. “Every person is presented with different life challenges and opportunities,” she wrote in her essay. “Take some risks, have some adventures, do your best and live with no regret.”

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W O M E N W O R T H WAT C H I N G I N 2 0 0 7

2006

Julie Gilbert

BEST BUY

“When you learn to help others, you’ll see you’re also helping yourself. ”

I

’ve learned that people need others to believe in them—at work, at home or with friends. By believing in others, we can inspire them to believe in themselves and become someone they never believed possible.

If you treat every day as a journey, you will learn more about yourself and others. When you learn to help others, you’ll see you’re also helping yourself.

• BELIEVE DEEPLY IN YOURSELF, clearly understand your life’s role and tap your talents to pursue your mission. Hold tight to what you believe is right and to what you believe can come true. Believe in those you work with and for; never work for someone you don’t respect.

• BUILD YOUR MISSION AROUND BUSINESS OUTCOMES. Most good social change has happened as a result of business.

• BE ENERGETIC. Be willing to work hard each day to make your dream come true. Then, mobilize others around your energy and passion. Your only limit is your own energy and commitment to make a difference.

• BE YOURSELF AND BE PROUD. Uniqueness is your edge.

See it as a strategic benefit. Stop trying to fit in.

• BE STEADFAST. Stay true to your character, values and beliefs. Recognize that you may be challenged and ridiculed if you try to effect change that parts from the mainstream. Stay strong; once challenges pass, you’ll learn from them. Dream big and assume it will happen— and it will!

COMPANY:

Best Buy

HEADQUARTERS:

Minneapolis, MN

WEBSITE:

www.BestBuy.com

BUSINESS:

Consumer electronics retailing

No. 1 retailer of consumer electronics products and services

RANKING:

2005 REVENUE: EMPLOYEES:

78

TITLE: Vice President, Women’s Leadership Forum (woLf) and Entrepreneurial Initiatives EDUCATION: Master’s degree in strategy and marketing and bachelor’s degree in accounting, both with highest distinction, from the University of Minnesota

Price-marking canned foods with a black grease pen at Don-Ells Grocery Store, a small general store in Draper, SD, a town of less than 100 people. I was 7 years old.

FIRST JOB:

READING:

Eleanor Roosevelt’s biography

PHILOSOPHY/LEGACY: To inspire people to believe in

themselves and become someone they never believed possible FAMILY:

Amazing parents, two brothers, one nephew,

one niece INTERESTS: Motivating people, helping people, building businesses, dance, music, skiing, rollerblading, bicycling

Focus Hope in Detroit, MI, cofounded by Eleanor Josaitis to recognize the dignity and beauty of every person and to combine passion and partnership in the community to overcome racism, poverty and injustice.

FAVORITE CHARITY:

• BE A PARTNER, AND BE A FRIEND. Build a strong, diverse network of people to learn from who are both like you and not like you—nurture those relationships. Constantly look for the unique talents and passion of others and link them to your mission in an energizing way. You may even change the lives of others for the better. Give everyone a role so they have a unique story. Great leaders reach out to others, especially those who struggle.

• LEAD. Anything is possible with great leadership. Set a vision others can see. Identify and position others to win by empowering them and coaching them to achieve business outcomes.

• LAUGH. Find humor in everything that happens—even the difficult moments.

$30.8 billion

Approximately 125,000

• HAVE FUN IN EVERYTHING YOU DO!

PDJ

Profiles in Diversity Journal November/December 2006

Where are they now?

A year later, Julie Gilbert returns to “Where are They Now?” as CEO and founder of yet another company, this time one called Full Throttle Growth and Capital. Way back in 2006, Gilbert was a vice president at Best Buy and on several boards. We can’t wait to see what she does next.

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Where are they now?

Marcia Bullard became a part of WWW when she was CEO and president of USA Weekend magazine. Now retired from that company, she currently sits on two boards: The Heart of America Foundation, which is dedicated to closing educational gaps in communities and Points of Light, a volunteer organization.

Her 2005 essay stressed that “all of us have influence, whether we’re high or low on the food chain. It’s important to use that influence to make the kinds of changes we believe are right."

W O M E N W O R T H WAT C H I N G 2 0 0 6

Marcia L. Bullard GANNETT (USA WEEKEND)

I

’m lucky to have started in the business when I did.

A lot of doors were opening for women in the mid-1970s.

I benefited from that, and had the good fortune to work for a company and for people who were willing to take some chances on me.

If you’re looking for “success,” personally or professionally, there is no substitute for hard work and good luck. We can’t control the luck part. But it is necessary—first and always—to pay attention to the current task and to do the very best you can. Be selfaware: understand what your strengths are, and what they are not. Then plunge ahead, and speak up as you go. Speak up to let your managers hear about your accomplishments. Speak up if you see unfairness in promotions or pay. Offer solutions to the problems you see. Stay positive, and be part of the solution.

All of us have influence, whether we’re high or low on the food chain. It’s important to use that influence to make the kinds of changes we believe are right.

In deciding what I want to influence, I think back to what it was like when I was a young reporter and editor. I remember what it felt like to learn that I wasn’t paid as much as my male colleagues. What it felt like to be too timid to speak up in a story meeting. How exciting it felt to get a promotion, or to get an assignment that was a reach. So, those are the points that I

2005

COMPANY:

Gannett Co., Inc. (USA Weekend)

HEADQUARTERS: McLean, VA WEBSITE: www.usaweekend.com or www.gannett.com BUSINESS/RANKING: News media; #283 – Fortune 500 2004 REVENUE: EMPLOYEES:

$7.4 billion

52,500

CUSTOMERS: Newspapers: 7.6 million circulation; broadcast: 17.9% of the U.S. market

42

TITLE:

President & CEO – USA Weekend magazine

BS (journalism): Southern Illinois University; MBA: George Washington University EDUCATION:

FIRST JOB:

Bussing tables at a cafeteria while in high

school READING:

Lincoln (Donald)

PHILOSOPHY:

Begin at once, and do the best you can.

Husband, a newspaper editor; stepdaughter, a talented actress FAMILY:

INTERESTS: Spending time with my nieces and nephews; gardening; travel

Our magazine started Make A Difference Day, now the largest day of volunteering in the nation. It’s on the 4th Saturday of every October. Join us!

FAVORITE CHARITY:

try to influence now. I have an opportunity to help make sure our staffers are paid fairly, whatever their gender or race, and I have a responsibility to do that. I have the opportunity to ask everyone’s opinion at a meeting.

I have the opportunity to encourage managers to take chances by hiring and promoting young and diverse staffers.

My hope is that we, as managers and executives, will create more diverse and equitable workplaces that play to everyone’s strengths—and that, as a result, more women will stay in their chosen careers, take on more responsibilities, and move into the very top positions.

Yours may not be a perfect workplace now, but change can come. That change will be made most wisely and most quickly by those within it.

PDJ

Profiles in Diversity Journal November/December 2005

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Where are they now?

Rose Patten, a veteran executive at BMO Capital Markets, serves as a special adviser to the CEO and senior executives of BMO. Patten retired last year as chancellor of the University of Toronto. Her career advice: “Above all, the best advice I would give is to be true to yourself, be courageous, and stay focused on your goal.”

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W O M E N O F I N I T I AT I V E 2 0 0 5

2004

Jacquelyn Hayes-Byrd M

y suggestions for women who want to achieve positions of leadership: Know the mission. Throughout my career in the military, and in private and public sectors as do those not-so-glamorous jobs yourself. Your an appointee, there were many obstacles that I staff needs to understand that you will not ask had to deal with and overcome. I have found it them to accomplish anything that you would extremely important to first always learn everynot do yourself. If there is a short deadline and thing about my programs and organizations. the envelopes have to be licked, get in there That ensured that I had a clear understanding and do it too. of the existing Take the high mission, or helped road when making me to develop a misORGANIZATION: U.S. Department of Commerce, hard staff decisions.

Commercial Service sion. I created clear Very early in my objectives and goals WEBSITE: www.commerce.gov career in the ’80s, that would deterwhen Africanmine the direction TITLE: Executive Director, Global Diversity Initiative American female for my staff as well Program military officers as myself, while recAGE: 43 were still not as ognizing that there common in leadermay be times that I EDUCATION: Master's Degree in Public Administration ship positions as would have to reFIRST JOB: At 17, to help my family send me to they are today, evaluate those goals college, I earned money cleaning the houses vacated there were many and objectives based by military families that had transferred to other bases, times that I would on changes in the preparing the houses for the next family to move in. have loved to put organizational the blame squarely environment.

WHAT I'M READING: Race for Success by George Fraser on the shoulders of Surround yourself PHILOSOPHY: Always leave your environment better whoever appeared with a great staff. In than when you found it. to be the responsiorder to find success, ble party. I found one of the most FAMILY: Married 11 years to my great husband, that it is always important things that David; a wonderful three-and-a-half-year old nephew, Landon important to look at you must always do the big picture and is surround yourself INTERESTS: Home improvement, decorating, quickly assess the with very smart, crecollecting antiques, and cooking problem to avoid ative, and hard-workjumping to conclusions. Remember that things ing people. Be willing to incorporate their great are not always what they seem. By looking at ideas into the plan that has been strategically the facts (and sometimes behind the facts), you developed for the mission. Always find out have a better chance of making fair and clear what motivates your staff and be willing to decisions which can ultimately have a major reward them for their efforts. impact on an employee’s life.

Roll up your sleeves. You cannot be afraid to

56

Profiles in Diversity Journal November/December 2004

Where are they now?

Jacqueline Hayes Byrd, a US Airforce veteran and a long-time public servant, is still hard at work. Last year, top brass swore in Hayes-Byrd to serve as the executive director for the Center for Women Veterans. She is the primary advisor to the Secretary on department policies, programs, and legislation that affect women veterans in addition to her directorial duties for minority veterans. No job should be too small for true leaders, she wrote in her 2004 essay: “Roll up your sleeves. You cannot be afraid to do those not-so-glamorous jobs yourself. Your staff needs to understand that you will not ask them to accomplish anything that you would not do yourself.

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BOLD DENOTES ADVERTISER

CORPORATE INDEX

BLUE PAGE NUMBER OF AD

ARaymond.....................................................................83

Latham & Watkins....................................................35, 66

Arrow Electronics...........................................................82

Leadership in Medicine.................................................96

Be Limitless Consulting..................................................61

Marelli............................................................................89

BMO Capital Markets..................................................102

Merjent..........................................................................78

Boehringer Ingelheim....................................................45

MetLife...........................................................................85

Braverman Greenspun ......................................14, 15, 30

Moderna........................................................................79

Center for Women Veterans........................................103

Momentus Capital.........................................................67

Coca-Cola......................................................................94

Moses & Singer LLP.......................................................36

Cohen Ziffer Frenchman & McKenna LLP......Cover, 16, 31

National Debt Relief......................................................74

Confidential Government in Riyadh..............................80

New York Life..........................37, 48, 68, Back Cover

DailyPay..........................................................................17

Nokia.............................................................................87

Davis Polk & Wardwell LLP.............................................77

Norm AI.........................................................................76

dv01..............................................................................84

Norton Rose Fulbright.................................20, 38, 49, 56

Epiq...................................................................18, 32, 64

Orbital Engineering, Inc..............................21, 57, 69, 70

Equitable Advisors.........................................................97

Orillia Soldiers' Hospital................................................88

Fannie Mae....................................................................75

Samina Bari Advisors.....................................................50

FBT Gibbons .................................................................19

Sanford Heisler Sharp McKnight....................................39

Full Throttle Growth and Capital.................................100

Seward & Kissel LLP.......................................................40

General Fluidics Corp....................................................91

State of Colorado..........................................................86

Generative Lab at Meta.................................................81

Stretto............................................................................22

Google Cloud................................................................27

The Heart of America Foundation...............................101

Holwell Shuster & Goldberg LLP....................................33

United Health Group.....................................................93

Hughes Hubbard & Reed LLP.........................................34

University of Wisconsin Law School...............................92

Kirkland & Ellis.........................................................90, 98

US Naval Academy.........................................................95

Knobbe Martens............................................................65

Verizon...........................................................................99

Lake Forest College........................................................10

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