Hispanic Executive #72

The Leading Latinas Issue featuring Danielle Karczewski, Monica Manotas, Abigail Franco, and more P94

“You Carry theVoices of So Many” Join us aboard Air Force Two for an exclusive interview with Vice President Kamala Harris on those who lift us into power and the shared immigrant vision for a truly multicultural America P80

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3 Hispanic Executive

Presenting the

Latinas are the backbone of our community and the country. In this special issue, we honor the power, impact, and legacy of Latina executives, innovators, and community leaders. P94

COVER: CASS NOAHDAVIS WILLMAN

FEATURING DANIELLE KARCZEWSKI Eisai Inc. CYNDI RAMIREZ-FULTON Chillhouse JOMYSHA DELGADO STEPHEN Barnard College NATY FIGUEROA bp MELISSA URIBES Trimble ABIGAIL FRANCO T-Mobile MARIE QUINTERO-JOHNSON The Coca Cola Company MONICA MANOTAS Thermo Fisher Scientific ADELA CEPEDA BMO Financial Group PAULITA PIKE Ropes & Gray EMMA RODRIGUEZ-AYALA LGIM America

4 Contents

80

For the first time in our magazine’s history, we interview a member of the US government’s executive branch. Her immigrant heritage and many “firsts” make her an emblem of the American Dream.

CASS DAVIS

CONVERSATIONS AT THE TOP: VICE PRESIDENT KAMALA HARRIS

5 Hispanic Executive

14

SHEILA BARABAD SARMIENTO (CALDERON), PETER GARRITANO (MÁRQUEZ MORALES)

Contents 14

DEI AS A COMPETITIVE ADVANTAGE

36

LEGALLY ELITE

52

BANKING ON MARKETING

Carlos E. Calderon leads financial strategy and a new initiative to elevate minority-owned businesses as CFO at Ariel Investments, the first African American-owned asset manager

Puerto Rican and Afro-Latina Rosevelie Márquez Morales beat the odds and became law partner by the age of thirty-five. She now leads DEI across the Americas at Hogan Lovells.

With a military mindset and a heart of gold, First Citizens Bank Executive Director Steve Ramirez prioritizes a strategy for our digital times

130

THE LATINA LEADING THE LIFE SCIENCES

168

THE MULTI-ACT CAREER

181

MORE THAN THE ROLE

As SVP and president at Thermo Fisher Scientific, Monica Manotas brings a global perspective to science, leadership, and life

As he approaches early retirement, Booking Holdings Inc.’s Eduardo N.T. Andrade shares the lessons he learned in his nearly two decades at the company

MetLife VP Evelyn Kudlak says career conversations are vital along our journeys and that natural curiosity drives personal and organizational results

Odds & Ends 6 10 195 198

A LETTER FROM THE EDITOR THE ARTS INDUSTRY INDEX WEB EXCLUSIVES

36

6 A Letter from the Editor

Dare to Be First A LETTER FROM THE EDITOR

GROWING UP MY CAREER PLAN WAS TO BECOME president of the United States. My parents encouraged

such bold life planning and dreamt alongside me about how I could help our community, especially undocu-

mented immigrants like them. There was no position

of power too big for their daughter. In their eyes, and that of most immigrant parents, their children can do

anything they set their minds to, including becoming the first Latina president of the United States.

As you flip through the pages of this issue, you

will come across many leaders who pursued their

specific career paths because they too wanted to improve the world around them. In doing so, they

paved new roads and became the first in their families to achieve the unimaginable.

Fellow Ecuadorian Carlos E. Calderon became

the first Latino CFO of Ariel Investments (p.14), which also happens to be the first African American-

owned asset manager in the country. Boricua Rosev-

elie Márquez Morales not only became the first Afro-Latina law partner at Hogan Lovells (p.36), but

And, of course, our esteemed cover star Kamala

Harris became the first woman and woman of color to serve as vice president of the United States (p.80).

Michele Cantos Garcia Managing Editor Hispanic Executive

Our Leading Latinas issue is an annual celebra-

tion not just of how far we’ve come but also of how we

have done it. Each of our featured executives (p.94)

SHEILA BARABAD SARMIENTO

also did so before the unheard-of age of thirty-five.

7 Hispanic Executive

has dared to be first and, in doing so, have achieved

are too transparent. As the daughter of immigrants, I

Emma Ayala (p.134), for example, share how Latinas

immigrants and will continue to hold elected officials

extraordinary feats. Adela Cepeda, Paulita Pike, and

are mentoring one another in the world of mutual funds investments. Monica Manotas (p.130) praises

her mother for encouraging her to venture beyond the borders of her native Colombia, and that led to

her saving countless lives thanks to her work on a COVID-19 vaccine at Thermo Fisher Scientific.

While I may not have followed my childhood

dream of becoming president—though I might reconsider if the White House were to give me a call and Hispanic Executive were to offer me a four-year

sabbatical—I am moved at my good fortune. I have

grieve our nation’s long and storied mistreatment of

accountable through my mighty Latina vote. But as a multicultural American myself, I also know that the

only way to build political bridges is to create tension through the pull and stretch of our hearts and minds.

In my view, Vice President Harris is a worthy emblem

of our multicultural American Dream, and her cour-

age and strength of character has brought us closer to

a future where a Latina, Latino, Latinx, Latine, etc., president is possible. And you now know how I feel about that possibility.

Second, I ask you to join Hispanic Executive in

the distinct honor and challenge of penning my first

taking a seat at one of the most powerful tables in

president and our 2023 Leading Latinas as the subject.

closer to living in a society where you hold propor-

editor’s letter and my first cover story with the vice

In our cover story, I take you behind the scenes

of our team’s whirlwind day with the VP aboard Air Force Two. I opine on her interview with our Publisher Pedro A. Guerrero for the New Majority

the world. That you see yourself inching closer and tionate power. Our mission is, after all, to amplify

the voices of Latino leadership in America and what better place to do so than the executive branch.

To our 2023 Leading Latinas in particular, I

podcast, and I share some personal ref lections on

hope that the vice president’s renown and long list

When you read that story, I ask you for two things:

remember her words in moments of doubt: “You are

what her ascent means for many of us.

First, remember that Hispanic Executive remains a

nonpartisan publication while I, unfortunately, remain human. Whatever your politics, I hope you can extend some grace to this new editor when her own politics

of “firsts” will elevate and inspire you. And that you

never alone when you walk in that room. You carry the voices of so many people who are proud of you, who have struggled, and dreamed of the fact that you would be in that room.”

8 Masthead

About the Cover

Creative

Corporate

Senior Photographer Cass Davis followed Vice President Harris for a day, documenting her work as she traveled across the US on Air Force Two. This cover image brings an historic and photojournalistic tone to this issue of Hispanic Executive. In it, we witness her descending from the aircraft, lit beautifully by the New Mexico sun and embodying a sense of grace and power as a global leader, on her way to connect with every day Americans in their communities. Designer Arturo Magallanes used a sophisticated, light, and feminine serif typeface to evoke a message of hope and inspiration. He paired that typeface with a sprinkle of tall, condensed sans-serif that communicates strength and authority. These two contrasting ends promote harmony and complement one another—much like the leaders featured in this issue including the VP and our 2023 Leading Latinas.

Editorial Director Frannie Sprouls

CEO & Publisher Pedro A. Guerrero

Managing Editor Michele Cantos Garcia

President, Group Publisher Kyle Evangelista

Editors Jaylyn Bergner Melaina K. de la Cruz Sara Deeter Brittany Farb Gruber Julia Thiel

Chief of Staff Jaclyn Gaughan

Staff Writers Zach Baliva Billy Yost

Director, Sales Stuart Ziarnik

Contributors Zachary Brown Marcos Chisholm Frank DiMaria Will Grant Frederick Jerant Natalie Kochanov Keith Loria Gio Perry Claire Redden Connor Shiositta Pickett Andrew Tamarkin Designer, Hispanic Executive Arturo Magallanes

Hispanic Executive® is a registered trademark of Guerrero, LLC

Senior Designer Vince Cerasani Designers Anastasia Andronachi Rebecca Kang Senior Photo Editor Sheila Barabad Sarmiento

©2023 Guerrero, LLC. guerrero.co 1500 W. Carroll Ave., Suite 200 Chicago, IL 60607

Photo Editor & Staff Photographers Cass Davis Steven LeFlore Contributing Photo Editor Sarah Joyce Special Projects Editor Sara Deeter

Facebook: @hispanicexecutive LinkedIn: @hispanic-executive Twitter: @HispanicExecMag Instagram: @hispanicexecmag YouTube: bit.ly/youtubehemag

Reprints Reprinting of articles is prohibited without permission of Guerrero, LLC. Printed in China. For reprint information, contact Reprints & Circulation Director Stacy Liedl at stacy@guerreromedia.com.

Creative Operations Coordinator Melaina K. de la Cruz

Sales Director, Sales Onboarding Justin Davidson Onboarding Sales & Development Manager Hannah Tanchon Sales Researchers Titus Dawson Kemp Pile Lead Recruiter, Guerrero Search James Ainscough Senior Director, Corporate Partnerships & DEI Solutions Krista Horbenko Digital Product Manager Aleksander Tomalski Director, Talent Acquisition & Engagement Haylee Himel Talent Acquisition Managers Josie Amidei Jordyn Gauger Content & Advertising Managers Shannon Borner Allison Kolosick Roman Magallanes Alejandro Vences

Operations VP, Finance David Martinez Director, Circulation Stacy Liedl

Audience & Engagement

Staff Accountant Natallia Kamenev

VP, Hispanic Division and Head of Audience & Engagement Vianni Lubus

Senior Director, Client Operations Cheyenne Eiswald

Director, Events Jill Ortiz Events & Marketing Manager Ashley Parish Communications & Engagement Manager Cristina Merrill Social Media Manager Suleidys Tellez

Account Manager Abigail Stern Senior Manager, Client Services Rebekah Pappas Manager, Client Services Brooke Rigert Office & Operations Coordinator Sydney Churchill

Industry Partners

Hispanic Executive is published quarterly by Guerrero, LLC. To subscribe, visit www.hispanicexecutive.com/subscribe. For editorial consideration, please email info@hispanicexecutive.com.

By submitting a letter, you agree to let us use it, as well as your full name, city, and state, in our magazine and/or on our website.

We may edit for clarity. Hispanic Executive, 1500 W. Carroll Ave., Suite 200, Chicago, IL 60607, (312) 447-2370.

DON’T PANIC... IT’S JUST

HIS-PANIC! Have you ever gotten frustrated at someone who doesn’t know the difference between “año” and “ano”? Have you gotten offended at a Hispanic colleague who showed up late to your party, or wondered what the heck is up with all the new Latinx/Latine variants?

If so (or if you’re simply looking for a bit of a laugh), check out Laura Martínez’s new Hisplaining column.

She began writing the column in 2022 to help today’s leaders smoothly navigate the multicultural business world, and Hisplaining has quickly become a favorite of our readers. But be warned—this column is handled with a serious dose of humor.

COURTESY OF EDGAR SERRANO

CHECK OUT LAURA’S COLUMNS ON OUR WEBSITE:

hispanicexecutive.com/hisplaining

10 The Arts

Art is a Moment WORDS AND INTERVIEW BY PUBLISHER PEDRO A. GUERRERO

MY FRIENDSHIP WITH EDRA SOTO GOES back to our graduate school days at the Art Institute of Chicago, where I was an admir-

er of her work. She had an ability to connect her culture with her art with a subtlety that encouraged curiosity and invited people in.

Her art stuck with me. In time, when the

idea of bringing the arts into this magazine took shape, reconnecting with Soto to curate

Hispanic Executive’s Arts section was an obvious partnership. She already ran a distinguished arts space in Chicago and always prized celebrating other artists.

For the past two years, Soto has thought-

who are transforming the art world. For our

Casa-Isla | House-Island, Sintra, aluminum tube, pressure treated wood, latex paint, 14’ x50’ x12’, 2022

I asked you what artists inspire you and you [shared] your mom’s illness, going home. I’m [perhaps] placing more of a positive emotion on inspiration, because your mother’s illness isn’t something positive.

Tell me more about celebrating others.

getting back in the studio.

It’s interesting because everything is moti-

that they have a place in society. [That’s]

Who are the artists inspiring you right now?

feel like I just experienced that through other

annual Leading Latinas issue, I felt it appro-

priate to turn the spotlight on her work and showcase our very own curator.

We sat down in Hispanic Executive’s

Chicago office to talk about addressing grief

in a creative way, finding kindness, and

I love all kinds of art, but too many artists to list. I don’t think that is really inspiring, but

vated by love. I think my love is generative. I things that are not my mother. I experience it and then I see, wow, that is it. It heals. It helps.

ing to Puerto Rico to see my mom and brother. That is my life. They are my center.

really validate them if I didn’t understand their cultural value, [and that’s] what I work

on. How do I present them in a way that they speak to others in the larger sense?

migration and the constant coming and going,

tions for other artists is very inspiring to me,

the coming and going, the constantly travel-

But those very personal feelings, I couldn’t

ing about other artists, is important to me

being ill, and I had two dogs that were close to creative way. And I also have been inspired by

in life. It could be really about anything, right?

seeing their involvement throughout the

try to conduct my life. I run a project space

me who passed. I’ve been addressing grief in a

mate and personal things that you connect to

That’s beautiful. I see that connection [in] the work that you did highlighting and thinking about your mom. This act of love and celebration, especially with your mom’s Alzheimer’s.

Through life, in general, it’s the way I

there’s been a lot of transition and transition-

al stages in my family, in my life. My mother

Art is a manifestation of the most kind of inti-

called the Franklin and organizing exhibi-

years. This work that I do with you, writbecause I couldn’t do this career without celebrating others.

[That] work that I’ve been doing is about

the distance. I found a very natural kind of place for manifesting this relationship and under this

JAMES PRINZ

fully showcased the work of Latino artists

11 Hispanic Executive

time between the geographical distance, the

make the best presentation possi-

distance that occurs through her illness.

think I’ve been dedicating myself

physical distance, and [even] the emotional It’s daunting. It really changed me. It

made me aware that I don’t want anything

to compromise the way I feel. The way I feel about things, the way I want to be surround-

ed by people that truly care, that are kind.

There’s a part of the art world that is ruled by things that have nothing to do with kindness.

[There is] this act of traveling to Puerto Rico to get close to the island, your people. [Then there] is this act of creating artwork in celebration of your mom. Do you feel like that ’s a way to also get closer to her, or the memory of her?

Yes, I’m not sure how to explain it. Closure?

I think it’s seeking closure, but this particu-

lar illness doesn’t provide that. So, [this] is an acceptance exercise. I’m able to talk about it

because it’s been a long time. It’s been more than a year that it’s very clear, the path, and

she’s in a place that provides care and love.

That was something that she never stopped

ble but it’s never perfect, and I to reveal the perfect aspects of it

in a way that makes sense. That tells the story because sometimes I feel like it actually might be a

little diluted by the seemingly perfect appearance.

You’re a curator for projects and shows but, for [our magazine], why have you chosen these artists? What draws you to them?

I was trying to gather the best, the

most successful, the risk takers.

Artists that are even hard to classify sometimes. These are artists that I think are just remarkable.

For example, the last artista that we highlighted, [her work was] very hard to classify. To put her

in a category, she’s a force of her own, she has unique [vision];

Edra Soto Artist

recognizing. She wanted affection, she wanted people to hold her, hold her hand.

And when I go visit her, she can look

very confused or won’t know who I am. But she looks at one of those nurses and her face lights up. And it kind of gives me peace.

Gives me some sort of relief that she’s finding

love. That she’s in a place where they’re being

NATHAN KEAY (PORTRAIT), ANDREW GLATT (SCREENHOUSE)

very kind to her.

Did you come from a creative household?

Yeah, my mom became a professional baker, cake maker. She [would] make birthday cakes and quinceañera cakes, wedding cakes. Most

of the memories of my childhood are kind of

reaching to these wires that she lay out perfectly. She was a perfectionist, which I’m not.

Your art seems pretty precise.

It’s an illusion. I never see it that way. I try to

Screenhouse, Cast concrete blocks, paperstone, 11’ x16’ x9’, 2019

12 The tktk Arts

she’s talented. I just feel privileged that we are connected through our culture. And she is Puerto Rican, and very easy to drop a line, and [now] we are friends.

So, you’re back in the studio?

Yes, very much. I needed it. I think I’ve been

wanting to do that, and I just didn’t know

how. Everything is [about] your ability to perform. And I felt really stuck. Like, how do I release this?

Did you need a reason to get back into studio, or you’re in the studio and it just wasn’t clicking?

It was not. I have to kind of have a belief that [it’s] the right path, the right thing to

engage in. And I tend to overanalyze things.

So, I’ve been so used to working in projects that have a long-term plan and [through that] come to completion.

[Lately], I’ve been actually generating

work inspired by my way of planning. I will do sketches [with] a particular aesthetic, and I'm like, “Wow, I'm going to make artwork that

[uses] this way of working.” And, so, I have done that [along] the way. This one is feeling

good because I feel I have a clear connection to the work that I’ve been doing all this time. It feels like it’s a part of a transition.

Aesthetically?

Yes, using the same elements, I was able to

express myself with the material, just creat-

Graft | Knoxville, Corten steel, Tennessee marble, 12’ x16’ x 4’, 2022

for the kind of work that I’ve been doing in

installation] at the botanical garden was

found it! I found that! Yeah, this feels right.”

the garden. It was a very hard piece. I don’t

the public art [space]. It’s sort of like, “Oh, I And then once I started, I was able to

kind of completely let loose in the studio.

It’s like, “Put this! Take this! Wow, this is so good. Can I do this? How long can I do this?”

Oh, I love that. You’re inspiring me.

What’s the work you’re most proud of?

I love my work at the Millennium Park. [The

special because it integrated an element of

it. It needs that hand connection to be fully realized. And it’s still there.

It wasn’t meant to be there at this point

even think it’s beautiful, [or that it] intends to

because [it’s a part of] temporary projects,

means, and what it’s trying to do.

ue bringing local artists to Millennium Park.

be beautiful. I’m very proud of it, of what it And I consider the work at Millennium

and those [projects] are dedicated to contin-

But it went through that pandemia, and

Park, this screen house, my first proper public

it’s still there.

a moment that will find a completion when

This interview has been edited for length and clarity. The full interview is available at hispanicexecutive.com.

artwork that, in my mind, is a moment. It’s

others inhabit it, when other artists activate

BRUCE COLE (GRAFT)

ing these narratives that make perfect sense

FINANCIAL 14. Carlos E. Calderon, Ariel Investments 20. Jorge A. Celaya, Liquidity Services 25. Marc Juan Lopez, MONAT Global 29. Albert Gonzalez, Lockton Companies

FUTURES

HISPANICS AND LATINOS CONTRIBUTE NEARLY $3 TRILLION TO US GDP AND HOLD ANOTHER $2 TRILLION IN PURCHASING POWER. THESE FINANCE EXECUTIVES ARE STEWARDING OUR COMMUNITY’S VAST RESOURCES AND POWERING OUR FUTURE.

14 Financial Futures

DIVERSITY AS A Ariel Investments CFO Carlos E. Calderon knows inclusion and ESG are the future. That’s why he’s leading financial strategy at the first African American-owned asset manager and its newly launched private equity initiative elevating minority-owned businesses.

COMPETITIVE ADVANTAGE PORTRAITS

ZACH BY

SHEILA

BALIVA BARABAD

SARMIENTO

TKTKTKT

BY

16 Financial Futures

TKTKTKT

CARLOS E. CALDERON CFO Ariel Investments

17 Hispanic Executive

C

CARLOS E. CALDERON HAD ONE THING MOST

high school freshmen dream of—an invitation to the prom. He didn’t have much of the one thing needed to

make it happen—money. As a first-generation student,

Calderon knew there was no way he would ask his hardworking Ecuadorian parents to help him pay for the dance.

They were already working multiple jobs and taking extra shifts to make ends meet.

Instead, Calderon made a deal with a local busi-

ness owner and agreed to shine shoes in exchange for a

free tuxedo rental. He eventually took a job pressing and cleaning suits and later worked on cars at the local Honda dealership. Today, Calderon is CFO of Ariel Investments,

where he focuses on positioning the firm for growth and

making an impact so that minorities can obtain financial opportunities he never had.

Even at that young age, Calderon had already learned

a lot about financial management. Some of it he learned from watching his parents. “It took a group of immigrants

to help raise a family, and they all sacrificed their own dreams and ambitions to give my brother and I what we needed to give us a better shot in life,” he says.

The rest, he learned through organizations like Junior

Achievement. The nonprofit organization came to his

elementary school to teach work readiness, financial literTKTKKTKTKTKT

acy, entrepreneurship, and leadership skills. As Calderon

learned about bank accounts and the basics of economics, he envisioned himself creating business strategy and leading a corporation.

18 Financial Futures

“WE’RE OUT TO PROVE THAT THERE’S A COMPETITIVE ADVANTAGE IN ESG AND DIVERSITY AT LARGE, AND WE’RE JUST GETTING STARTED.”

That vision propelled Calderon through

an undergraduate program in banking and

finance and into the professional world as a

controller and finance manager with industry juggernauts like BNY Mellon, State Street, change by leaving those large organizations

both investment management and the firm’s

who are counting on us,’” he explains. As chief

ments, the first African American-owned

approach to operational excellence, Hobson

planning and analysis, accounting, treasury,

to join Ariel Investments, LLC. Ariel Investasset manager in the United States, is a glob-

al value-based investment firm founded in 1983. The firm serves individual and institutional investors through five mutual funds and nine separate account strategies—several

of which have the longest track records in their categories.

Calderon’s previous employer, Eaton

Vance, had over $600 billion in assets under

management; Ariel Investments was around $18.4 billion. “I made a purposeful decision

to come to a more focused organization in order to effect change,” he explains. “The bigger employers I’ve seen are challenged

operations. In 2019, as part of Ariel’s enhanced

created the firm’s first Operating Committee, of which Calderon is a member. Since the firm’s founding, before “ESG” became a

widely known acronym, Ariel has integrated

It’s a big task for a young financial profes-

to face adversity is in his DNA. “I was very

and boards to prioritize diversity at all levels of their organizations. Ariel uses its role as a

shareholder in companies to encourage public

company leaders to narrow the wealth gap in America and to bring financial equity to

women, people of color, and other minorities.

While he hasn’t been with the organi-

unicorn in the investments world, and it’s one

active, patient, and intentional approach to

along with the firm’s Operating Committee.

and encouraged portfolio company CEOs

as “potentially material to business outcomes”

pursuing together.”

That vision is simple. Co-CEOs John

helps guide Ariel’s overall business strategy

sional, but Calderon remains unfazed by the

zation long, Calderon says he’s found his

W. Rogers, Jr. and Mellody Hobson take an

billing, and shareholder relations. He also

environmental, social, and governance issues

to be as nimble to execute on the vision

that the founders of Ariel Investments are

financial officer, Calderon leads financial

professional home at Ariel. “This place is a

that demands excellence at the same time. I’m surrounded by the best, who motivate me to

do my best for, as Mellody tells us, ‘people

weight of responsibility. Afterall, the ability

lucky. It was a beautiful way to grow up, where I was cared for by a community that protected me, and no matter what I do, I can never work

as hard as them. Hard work is just ingrained

in us because of the immigrant journey my family took,” he says. When Calderon’s

parents were working, aunts made dinner, uncles helped him with his homework, and

cousins drove him to events. Family filled the

top floors of their apartment in Worcester, Massachusetts. A professional network and

mentorship helped, too. Calderon joined the Association of Latino Professionals for

TKTKTKT

and Eaton Vance. In 2021, he made a drastic

19 Hispanic Executive

America (ALPFA) early in his career, and still serves among its regional leaders.

And his colleagues and partners reap the

rewards of all of his learnings. “In my work

with Carlos on structuring credit for Ariel’s

private equity initiative, Project Black, I have been struck by how he so clearly brings the values of DEI to life,” said Fiyaz Khan, managing director for the private capital aolutions group at Northern Trust. “This openness extends to bringing differentiated solutions to the table.”

The last couple of years have been signifi-

cant ones for Calderon and Ariel Investments.

In early 2021, they launched Ariel Alterna-

tives, a first-time private equity endeavor designed to scale sustainable minority-owned businesses. Calderon says Ariel will use the

fund to acquire companies with potential of

becoming tier-one suppliers to the Fortune

500. By virtue of Ariel’s ownership, those companies that are not already minority

owned will become so and help partners further enhance their ESG impact.

Ariel’s newly minted private equity initia-

tive, Ariel Alternatives, recently made its first majority investment in a $1.3 billion transla-

Although Calderon has worked mostly

starting out in finance to be bold, daring,

into life in Chicago and looking to build his

realize there are many paths you can take to

tion software company that serves deaf and

in Massachusetts and Florida, he is settling

invested in the company, it only had one

personal and professional networks. For now,

hard-of-hearing individuals. When Ariel diverse executive on a thirty-four-person leadership team. Six months later, that number

has grown to thirteen, due to Ariel’s owner-

he’s enjoying the Windy City with his wife and young son. He encourages those just

relentless, and purposeful. “Have a goal but

reach that goal, and always remember that you are the author of your own story,” he says.

“So be sure to make it a good one.”

ship and encouragement. Ariel hopes to close up to ten similar deals in the coming years.

“We’re out to prove that there’s a competitive

advantage in ESG and diversity at large, and we’re just getting started,” Calderon says.

Northern Trust collaborates with clients and their advisors to offer holistic wealth management services for individuals and families, privately held businesses, family offices, and foundations and endowments. We are recognized for innovative technology, service excellence and depth of expertise across all aspects of financial planning, including wealth transfer, banking, insurance, investments, tax management, philanthropy, family communication, and more.

20 Financial Futures

QUESTIONS FROM THE Cuban CFO and longtime public company executive Jorge A. Celaya offers his two cents on business transformation and questions leaders need to ask

CFO BY

MARCOS

CHISHOLM

COURTESY OF LIQUIDITY SERVICES

21 Hispanic Executive

JORGE A. CELAYA EVP and CFO Liquidity Services

22 Financial Futures

Like any executive on a tight schedule, Jorge A. Celaya cuts to the chase.

“Complacency can sink a business,”

ble . . . I’ve learned over the years to be

Celaya explains. “You should embrace change

The Cuban American—executive vice

more of that. What you don’t do so well, have

more patient,” says Jorge E. Celaya.

president and chief financial officer of

Liquidity Services—does more than just manage financials. He has been an integral part of leading business transforma-

tion, while also leading teams that execute,

manage, and analyze business and financial results. Liquidity services is a B2B e-com-

while finding what you do well and then do

the courage to stop doing. One has to adapt.

And the more one asks why, the more insight

one has into what strategic course to take. Do not be afraid of change, and be uncomfort-

able without it—that is how transformation works best.”

While “innovative” is not the first word

merce company with over $10 billion trans-

one might use to describe a CFO, Celaya fits

industry sectors and executive roles has been

transformation. Because he is relentless when

acted. While his experience across varying extensive, Celaya has been on the forefront

of technology-enabled business services for three decades, architecting processes to support the growth of tech-enabled services

and operations and developing and implementing strategic objectives. And he hasn’t

let his day-to-day responsibilities impede innovative change.

the bill and feeds his passion for results-driven it comes to pursuing constructive change for

the long haul—and simultaneously tries to anticipate and manage risks—he is constantly balancing his financial expertise with oper-

ations and business acumen to bring unique leadership to an organization.

When Celaya joined Liquidity Services

in 2015, the B2B e-commerce marketplace

TKTKTKT

“As much as I like to go as fast as possi-

23 Hispanic Executive

was just kicking off its own digital transformation, with planned investments in software

and R&D. Celaya saw this as a great opportunity to contribute to a broader business

transformation and use underlying financial

data to support strategic change. As Celaya likes to say, “The numbers tell a story.”

Hispanic Executive caught up with

Celaya in 2018 just a few years after he joined the company. At the time, he was focused on relentless improvement—and he is still at it today.

And here’s the icing on the cake: when the

COVID-19 pandemic took hold, Liquidity

Services was well positioned with the plat-

form, tools, and resources it needed to allow its clients to transact remotely and to allow employees to support customers remotely.

“The interesting thing is that this multi-

year strategic transformation was hitting its

stride right before the pandemic hit, which made our business ready for transacting in remote environments,” Celaya says. “People

could continue to work, transact, and get COURTESY OF LIQUIDITY SERVICES

access to the products and assets they needed. We had our core technology platform in

place by the end of 2019, ready to service our customers. We had executed on our strategy.

“Transformation, by definition, requires

change. It’s hard to make change happen if you don’t get people to buy in,” Celaya

24 Financial Futures

Commercial Banking

Great leaders inspire us We congratulate Jorge Celaya on his business achievements and salute his commitment to excellence.

“I’VE FOUND THE BETTER APPROACH IS TO OWN UP AND NOT BE AFRAID TO SAY THAT YOU HAVEN’T UNDERSTOOD.”

continues. “As a CFO, you should use

then ask questions. Ask why,” Celaya

confidence in the strategic direction

that the business can connect what

your skills as a financial expert to give and move the needle.”

Buy-in is also how Celaya identi-

fies and uses information that matters.

He makes time to bounce ideas off his coworkers because he values their feedback. Then he leverages their feedback

says. “Ask a lot of questions to ensure

they’re doing and what the company does for a living with reality.”

With Liquidity Services entering

the next phase of its business evolution, Celaya can fall back on his own advice.

“I’ve found the better approach is

and inches closer toward a solution that

to own up and not be afraid to say that

this means validating performance in

itive,” Celaya says. “Even if you think

shapes a winning strategy. For Celaya, the numbers. “Accountants put numbers together, but one has to get into the analytics and move the numbers to look at them in all kinds of ways—varying

angles, upside down, whatever—and

you haven’t understood. So be inquis-

you do know, dig in to make sure it makes sense. Whether it’s an engineer or a marketing person, assume they

know their business and ask questions to see where they take you.”

25 Hispanic Executive

S E E ING BEYOND

BUDGETS BY

ZACH

TKTKKTKTKTKT

For Marc Juan Lopez of MONAT Global, his work as CFO is not just a job, it’s a way to serve and give back to the community

BALIVA

t

26 Financial Futures

TALK TO MARC JUAN LOPEZ FOR MORE THAN A FEW minutes, and you’re likely to hear the veteran financial leader

mention three things: development, integrity, and legacy. Those concepts guide him as CFO at MONAT Global and overlap with how he lives his life as a devoted husband, father, and advocate.

At work, Lopez is known as a results-driven partner who

promotes fairness and empowers his colleagues as they expand and grow the billion-dollar premium beauty and wellness brand.

At home and in his community, he’s known as a passionate teacher, leader, and coach.

“There is no Marc at work and Marc at home,” he says. “Work

is a way to contribute to society, but family defines who I am, and

there is a strong connection between what I do in my personal life and what I do at work.”

Lopez’s passion for all things numbers and finance started

early in life. He grew up in Barcelona, Spain where he spent many

mornings sipping a hot café solo and reading the popular Spanish business newspaper Expansión.

The early interest grew and led Lopez to start his university

career in Spain, where he studied economics and business admin-

istration and where he earned his MBA. During that time, the young student started to see the direct impact finance had on

any organization. “Finance plays a central role in how businesses rise or fall, and I wanted to eventually be in a role where I could influence overall strategies and outcomes,” he explains.

The realization and desire informed Lopez’s approach as he

started his career with KPMG. He moved into the firm’s external auditing practice and built a reputation as a rising star. Lopez

pursued every chance to learn and take on more work. He was

COURTESY OF MARC JUAN LOPEZ

MARC JUAN LOPEZ CFO MONAT Global

27 Hispanic Executive

promoted twice in a year and subsequently

promoted to a managerial role in KMPG’s London office during an international assign-

ment in the UK. The move gave him exposure to global markets and allowed him to learn from various leaders, cultures, and functions.

After seven years in external audit, Lopez

was thriving but ready for more profession-

al development. He targeted a new type of role and moved to the American company

Hillshire Brands where he would manage

finance internal audit. During those years

“YOU MIGHT HAVE THE BEST TEAM EVER THAT PERFORMS E X C E P T I O N A L LY WELL AND AC C OMPLISHES GREAT THINGS, BUT WITHOUT INTEGRITY, YOU HAVE NOTHING OF VALUE.”

Lopez continued his agenda of continu-

products and revenue, it is still a relatively

certificates and training programs includ-

help establish robust processes, controls,

ous development, and he obtained several ing the strategic decision and risk management program at Stanford. The move and

efforts paid off, as the combination of internal and external audit experience prepared

him for more senior positions. In his last role before joining MONAT, Lopez was

young organization. That means Lopez can

ness impact through finance. Monat started

Ireland, Spain, Lithuania, Australia, and

management processes to make a real busioperating in the US back in 2013 and revenues grew to almost $1 billion in 2020.

He joined the company for that chance

at Mondelez International.

tion, MONAT Gratitude. Leaders created

Now at MONAT, Lopez is leveraging

nies together with his international experi-

ence to help build and drive future growth.

Although the company has seen a spike in

Since Lopez’s arrival, MONAT has

focused on ambitious international expansion

and for the chance to give back. Lopez is a

lessons learned at other large public compa-

lies, children, and education.

better governance and strengthen risk

responsible for a $3.5 billion- and one-hun-

dred-person accounting and reporting team

support efforts under its three pillars: fami-

board member of MONAT’s public foundathe group to encourage their fellow employ-

to countries like Canada, the UK, Poland, New Zealand. As CFO, he’s helping the

company grow without creating unnecessary complexity that might impede its progress.

He’s also introducing tech-driven automations and emphasizing recruitment and retention of top employees.

A strong culture helps. As in his home life,

ees to find creative ways to empower others

Lopez highlights the importance of hones-

Gratitude partners with innovative nonprofit

“Integrity is key,” he says. “You might have

and serve in their communities. MONAT organizations in its local communities that

ty, integrity, and transparency at MONAT.

the best team ever that performs exceptionally

28

“We’re bringing in BDO. The partner’s already on it.”

People who know, know BDO.SM

¡Felicidades Marc Juan Lopez!

BDO USA is proud to work with Monat Global.

well and accomplishes great things, but without

BDO’s core purpose is helping people thrive, every day. We focus on working with, for and in the service of our people, clients and communities. We offer a sophisticated array of assurance, tax and advisory services, as well as the resources and capabilities of our global organizations.

integrity, you have nothing of value.”

Joaquin Urquiola, Partner jurquiola@bdo.com

are instead given a business problem to solve.

Accountants and Advisors www.bdo.com

at MONAT Global are looking to take the

© 2022 BDO USA, LLP. All rights reserved.

When it comes to leadership style, Lopez

looks to provide vision and empower teams to develop their own ideas and styles. He believes people are at their best not when they

are told how to do something but when they With a strong financial foundation in place

and a clear roadmap ahead of them, the teams company to new heights. They want to reach

the multibillion-dollar level together. But for Lopez, it’s about more than financial outcomes.

“Financial goals are great, but we’re also look-

ing to make an impact in the lives of our employ-

ees and our communities,” he says. It always goes back to those three foundational principles— learning, development, and legacy.

29 Hispanic Executive

TAX IN

THE

As SVP and head of tax at Lockton Companies, Albert Gonzalez became one of the most accomplished tax counsels in the US by helping companies embrace digital transformation

TKTKKTKTKTKT

BY

MARCOS

CHISHOLM

DIGITAL A G E

B BEFORE ALBERT GONZALEZ EMERGED

one of the most accomplished in-house tax counsels in the US, he began his legal career

at Arthur Anderson in 1998. Just two years

later, he left the accounting firm and joined Leboeuf, Lamb, Greene & MacRae, LLP

(now Dewey & LeBoeuf), a global law firm where he climbed the ranks and attained

partner status. Over the course of a decade, he specialized in mergers and acquisitions

30 Financial Futures

tax. In this role, Gonzalez was tasked with modernizing Lockton’s tax function and

developing a department that would be a strategic partner in fostering Lockton’s

tremendous global growth. Fortunately, he

inherited a highly skilled tax team that has been instrumental in implementing his vision of a value-driven tax department dedicated to highest standards of quality and integrity.

Tax, not unlike other corporate functions,

and asserted himself as an expert in tax plan-

has been slow to embrace the revolution in big

While working on the tax controversy

the data game,” he says. The SVP reflects on

ning and reorganization.

team in Albany, New York, and Stamford,

Connecticut, he worked on many significant projects in which he facilitated communications between General Electric (GE) and the

government as well as helped to successfully resolve many complex issues. When GE

migrated its tax department in a partnership

with PricewaterhouseCoopers (PwC), PwC

named Gonzalez as a principal at the Big

Four accounting firm’s Boston offices in 2017.

In January 2020, Lockton Companies

recruited him to serve as the independent insurance brokerage’s first global head of

data. “I would say tax as a whole was late to

the evolving field and notes that it has missed out on the benefits of automation and strate-

gic use of automated data processes for some time. Fortunately, at GE and PWC, Gonza-

lez watched the Fortune 500 companies prioritize data and empowering their teams

to leverage it for strategic decision-making.

When Gonzalez joined Lockton, the compa-

ny was on a mission to evolve its tax function into a modern, digital-first department. His

data-focused insights and mindset made him

the perfect fit for the team, and a strategic player in bringing Lockton’s vision to life.

31 Hispanic Executive

COURTESY OF LOCKTON COMPANIES

ALBERT GONZALEZ SVP and Head of Tax Lockton Companies

32 Financial Futures

“In working with my team members and

them that they can only have one sheet of

to the conclusion that if we wanted to become

no other tools, so go to work,” he says. “The

a truly modern tax department, we needed to make some enhancements,” Gonzalez

remembers. From that point forward, with

the support and resources of our company, the team focused on identifying process automa-

paper, they can have a pencil with no lead and engineer is there saying, ‘I’m super smart; I’m brilliant. But I can’t do what you want me to

do with what you’ve given me.’ You have to give people the tools.”

By the time the eager tax team finished

tion opportunities, leveraging data manage-

their assessment of the tax department’s needs,

empower use of these tools expertly.

made their modern tax department dreams a

ment tools, and filling any skills gaps to “We prioritized providing associates with

the developmental opportunities they need to

become modern tax professionals,” he explains.

“Key to implementing these changes is having

a team that is excited to learn and grow, and

which embraces challenges as opportunities, not as obstacles, as well as having a company

that believes in your vision and will provide the

they spearheaded a series of initiatives that reality. They resolved to gain buy-in across the

organization, consulted with tax compliance

specialists at Ernst & Young (EY) to help, and

streamlined processes for employees to pull metrics with ease. The team prioritized train-

ing sessions focused on modernizing their skill sets to better enable the use of their new tools.

“Al is respected by all the professionals

resources needed to accomplish that vision.”

with whom he interacts,” says Paul Philips,

opment opportunities was key for Gonzalez.

his stature, demeanor and technical knowl-

Identifying skill gaps and providing devel-

“It’s the equivalent of hiring a brilliant engineer to build you something, except you tell

global client serving partner at EY. “With edge, Al commands the respect of client

corporate management and directors, as

TKTKTKT

analyzing their processes and tools, we came

Congratulations

Al Gonzalez Lockton’s Global Head of Tax, on his business achievements and the value that he is creating at Lockton.

At Ernst and Young LLP, we value every opportunity to celebrate and support outstanding leadership.

Thank you Al for your excellent teaming, collaboration, outstanding leadership and vision. The EY team would like to express our recognition and appreciation of your contributions.

Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited operating in the US. © 2022 Ernst & Young LLP. All Rights Reserved. 2208-4084014 ED None

ey.com

34 Mission

“IT’S THE EQUIVALENT OF HIRING A BRILLIANT ENGINEER TO BUILD YOU SOMETHING, EXCEPT YOU TELL THEM THAT THEY CAN ONLY HAVE ONE SHEET OF PAPER, THEY CAN HAVE A PENCIL WITH NO LEAD AND NO OTHER TOOLS, SO GO TO WORK.”

well as of his own staff and colleagues, while

open-mindedness, and transparency. Neither

nicate and transfer knowledge in a seamless,

communication style that champions feedback.

remaining approachable and able to communonintimidating manner.”

And as everyone who works with data

(and tax) knows, the work is never done.

“This is an ongoing process. We have made improvements, but we are far from done.”

And the same goes for the paramount work

of diversity, equity, and inclusion, which he is just as passionate about.

“We rely on multiple viewpoints,”

Gonzalez says. “Everybody on my team

is he the first executive to champion a direct Beyond the benefits that performing his job

with those values can bring him, it’s his expe-

riences as a first-generation college student, as

well as a Latino in the workplace, that inspire him to ensure his coworkers feel included.

“You don’t want people to think less of you,

so you’re a little bit more reserved in how you approach things,” he comments on his journey through college and corporate America.

He continues, “As I got more comfortable

understands that if they have a view, then

in my skin and I got a little bit older, what I

hired you for your brain, and so I want to

viduals, or people that I work with in my

I want them to share it. As I tell them, we know what your brain is thinking. I want to know how your brain is looking at some-

thing. If I don’t get that, I’m not doing my job, then our department is suffering.”

Gonzalez may not be the first leader

that strives to foster a culture of diversity,

learned was our relationships with the indi-

mentoring of those people, those ended up being some of the most rewarding aspects

of my career, my professional life. We may be different people. We may have different

experiences, but there’s a little bit about what you’re going through that I do understand.”

MISSION When one’s work makes an impact in the community, it transcends employment and becomes a calling.

These executives have answered their call.

36. Rosevelie Márquez Morales, Hogan Lovells. 41. Richard Ramirez, DTE Energy 43. Roldan Aguilar, San Antonio Regional Hospital 47. Alexandra Esparza

36 Mission

Legally Latinas and Black women make up less than 1 percent of partners in US law firms. Puerto Rican and Afro-Latina Rosevelie Márquez Morales beat the odds by the age of thirty-five, and now leads DEI across the Americas at Hogan Lovells.

BY MARCOS CHISHOLM

PORTRAITS BY PETER GARRITANO

Elite

Rosevelie Márquez Morales DEI Director of Americas Hogan Lovells

38 Mission

WHILE TODAY ROSEVELIE MÁRQUEZ Morales is the diversity, equity, and inclusion

director for the Americas at Hogan Lovells, her parents never graduated from college.

Her mother had always valued education and dreamt of becoming a lawyer, even getting as far as starting college in Puerto Rico with an

infant Márquez Morales in tow. However,

family circumstances prevented her mother from continuing her education, and the family promptly relocated to Brooklyn.

Call it those infant college classes or

watching her godmother travel the world

as a teacher, but Márquez Morales always knew attending college was a key to unlock-

ing greater opportunities. Without any insight into the college application process,

she relied on her high school counselor Marianne Finn to help guide her and set

her on the path to Columbia University and

A borough away from Márquez Morales’s

more adversity than most of her new peers. In

looked like the entrance to heaven. They

campus to preserve her roots and advocate on

Barnard College. Ms. Finn, as her students

Brooklyn home, the gates at Barnard College

and convinced them to visit the high school

opened doors for new opportunities. Barnard,

addressed the educator, contacted Barnard and meet Márquez Morales. After meeting

the young woman, Barnard invited her to tour the campus.

“We walk in through these beautiful iron

gates, and we go into the hall, and they have everything set up for a dinner,” Márquez Morales recalls. “I knew what college was, but not what it looked like.”

along with the help of Ms. Finn and ASPI-

RA of New York (a Latino youth college access and leadership development nonprofit), inspired the future lawyer to earn a full scholarship to Barnard.

But as an Afro-Latina and first-gen-

eration college student at a predominantly white institution, Márquez Morales faced

turn, she made friends with fellow Boricuas on

their behalf. She stayed connected on campus by working with ASPIRA, helping other students access their college dreams. Márquez Morales now serves as chair of ASPIRA NY,

in which role she continues to guide Latino youth toward college access.

Because Márquez Morales—who was a

mock trial wizard in high school—enjoyed crafting up a strong argument as much as

39 Hispanic Executive

“I was seeing students coming in, and they’re thinking about diversity in one way. What diversity looks like in the workplace is very different.”

The busy lawyer also developed a knack

for representing companies in trials. In other

words, the more she won legal cases, the more she rose through the ranks at the law firm. By

her early thirties, Márquez Morales had over-

she did advocating for her gente, she also

Latina lawyer, and she knew she had to get

to become a trial lawyer. Once the young

career on her own.

applied to Fordham University School of Law Márquez Morales got accepted, she enrolled

support. She refused to go through her legal Márquez Morales contacted the Puerto

in the school’s JD program. Yet, despite leav-

Rican Bar Association, a professional network

walked alone and felt the repercussions of

asked to form their first ever Young Lawyers

ing Brooklyn behind for Manhattan, she

being a first-generation college student again.

“No kind of mentors. No real role models

in this space,” Márquez Morales remembers.

“I tend to just let myself be guided by the system. And by that system, I mean when

you go to law school in your first year, you’re

quickly thrown into the interview thing. It’s not like I had anyone guiding me in how to

research the firm or what the differences were between the different practice areas.”

fact Márquez Morales had to navigate Harris

Beach as the only woman of color and only

decade after her law school graduation.

While pharmaceutical law was not in her

ney at Harris Beach, while finding her passion

has dedicated twelve years to the support

and development of Latino lawyers, initially as the second youngest president of the orga-

nization from 2011 to 2012 and later as part of the Executive Committee of the Hispanic

opportunities she had to develop as an attorfor diversity, equity, and inclusion (DEI).

Latina and Black women make up less than 1 percent of partners in US law firms. What she accomplished puts her in an elite territory.

Before Márquez Morales knew it, the

National Bar Association (the latter service has

best law firms in the world were recruiting

counsel, and now chief compliance officer).

law firm where former US President Barack

included roles as corporate secretary, general

Recognizing the importance of cultivat-

launching the Sonia and Celina Sotomay-

seem to have found in law school. Add the

theless, she attained partner status less than a

Committee. Outside of her office hours, she

her legal career as a pharmaceutical defense lacked the road map that many of her peers

still the only one that looked like her. Never-

line of sight initially, she is thankful for the

ing the pipeline of Latino lawyers, Márquez

attorney at Harris Beach in 2002. Still, she

a partner at a New York firm, where she was

that supports Boricua and Latino attorneys and

Make no mistake, Márquez Morales

graduated from Fordham on time and started

come another learning curve—i.e., becoming

Morales was instrumental in formally

or Judicial Internship Program, which

places high school, college, and law school students in judicial internships. Márquez

Morales had the privilege of serving as its first president.

her. Sidley Austin LLP, the Chicago-based Obama once worked, extended an offer for

Márquez Morales to become its East Coast diversity director. Whereas most attor-

neys would balk at the notion of changing their careers, Márquez Morales pounced at

the opportunity to boost representation for diverse talent across law firms.

“As a DEI professional, I have the oppor-

tunity to impact the careers of many diverse

40 Mission

lawyers through my guidance and advocacy,

on strategies to recruit, retain, and develop

cultural change that creates more inclusive

sponsorship program that aims to place more

while also working with leadership toward

environments,” she says. The director went

to law school with the intention of being a stellar advocate for her community, and she

ing about diversity in one way,” she says.

diverse lawyers and business services profes-

very different. They’re not understanding that

sionals in leadership positions.

Meanwhile, Márquez Morales lends her

has achieved that noble goal.

legal expertise closer to home. The former

Austin LLP in 2015, she solidified herself as

is an adjunct professor, teaching courses

After Márquez Morales joined Sidley

a leader who spearheads DEI strategies and implements policies, processes, and proce-

dures to effectively recruit, retain, and develop talent. In 2020, amid a global pandemic, she accepted an offer from Hogan Lovells to lead

seeing students coming in, and they’re think-

diverse talent including a campaign and a

“What diversity looks like in the workplace is there is bias in the workplace, that there is bias in the feedback.”

And that’s not the only reason Márquez

Fordham University School of Law student

Morales returned to academia. As a mother of

like “Fundamental Lawyering and Diversi-

ior that will inspire her daughters to reach

ty, Equity & Inclusion in Law Practice,” a

class she developed to address the gaps that law students face while transitioning to early

two daughters, she wants to model the behav-

their highest potential and foster a society that is accessible and inclusive.

“Now, my daughter just started high

career attorneys.

school, and I’ve already started taking her to

Since Márquez Morales took on her

lawyers requires a different approach to DEI:

at Berkeley. We stopped at UCLA. But she’s

to foster changes in leadership and culture

sentation to teaching the business of law and

DEI across the Americas.

current role at Hogan Lovells, she has worked across the law firm. The firm is focused

Preparing the next generation of diverse

Márquez Morales has moved beyond reprehow to navigate it as a diverse lawyer. “I was

schools,” Márquez Morales says. “We stopped going into ninth grade, which shows the difference in my experiences and how I can support her differently.”

41 Hispanic Executive

At the intersection of technology and corporate social responsibility, Richard Ramirez uses DTE Energy’s technology and technologists to create opportunities in the community

The Art of the Possible

BY FRANK DIMARIA WORKING FOR CLEAR CHANNEL Communications in the mid 2000s, Richard

Ramirez led a team that developed the algorithm at the core of iHeartRadio, a prod-

uct for which he holds a number of patents.

Ramirez enjoys developing technologies that

unlock potential within individuals and pulls together “a set of disparate people to solve a

problem that previously seemed unattainable

and send it off into a long-distant future,” he

parents taught him to always “leave wherever you are a better place than you found

it.” With that mindset he’s sat on numerous nonprofit boards throughout his career. Iden-

tifying his unique skillset—one that allows

him to “speak” technology, nonprofit, and

business—DTE’s leadership tasked him with heading up Force for Growth.

Each year DTE reevaluates its corporate

says. Bringing the art of the possible into the

priorities to determine how it can impact

Today, Ramirez is head of innovation and

economic development, workforce develop-

now gives him “extraordinary joy.”

technology for corporate social responsibility (CSR) at DTE Energy in Detroit, where he

the community in the realms of education, ment, and environmental stewardship.

“How are we going to lean in to meet and

creates opportunities for their technology and

make those impacts. Yes, there are financial

opportunities for DTE’s 450 communities.

nally? It’s great to volunteer, but it’s that much

its technologists to interact with and create

Force for Growth, as DTE calls their CSR agenda, is run by its public affairs group and

requires each department to take responsibil-

ity and lean into community. “It’s really about

doing work and impacting our community for MARK HOUSTON

by way of his upbringing. At a young age his

ones, but how can we bring our talents extermore impactful if we bring our profession-

al skill sets to bear in the community,” says Ramirez. In 2021 DTE’s IT volunteers alone impacted 177 nonprofits.

One of DTE’s most impressive initia-

community benefit,” says Ramirez.

tives occurred during the pandemic when it

tion of technology and CSR, arriving there

ically disadvantaged students forced to study

Ramirez feels at home at the intersec-

delivered fifty thousand laptops to econom-

Richard Ramirez Head of Innovation & Technology for Corporate Social Responsibility DTE Energy

42 Mission

from home in Detroit. As Ramirez’s team was

planning its internal response to the pandem-

ic, working to keep its customer’s heat and lights on, Detroit Public Schools contacted

Ramirez imploring him to help high school

juniors and seniors connect to the internet

“It’s great to volunteer, but it’s that much more impactful if we bring our professional skill sets to bear in the community.”

from their homes. DTE’s response spiraled into a “moonshot,” as it provided laptops to all students in Detroit who needed them.

Ramirez gathered DTE volunteers to

support various phases of the endeavor and employed its multimedia resources to create how-to instructional videos on connect-

es assistive technologies provided by compa-

logistical components are supported as this

out there today and what do we have oppor-

ing to the internet. “Making sure that the initiative goes on and that there is continual

volunteer support from our IT staff, as well as from a broad DTE perspective,” says the department head.

In addition to the city-wide laptop initia-

tive, DTE’s Force for Growth has a number

nies like Microsoft, IBM, and SAP. “What’s

tunity to improve tomorrow and what can

we begin actioning on,” says Ramirez. He has worked with DTE’s disability employ-

ee resource group, Abilities in Motion, over the past six years.

As he looks back on the successes of his

of STEM initiatives in the broader commu-

thirteen-member team, Ramirez says he is

it

the pandemic, delivering new tools, technol-

nity. It partners with TechTown, a nonprofconsidered

Detroit’s

entrepreneurship

hub that provides programs, education, and

resources for early- to growth-stage small

businesses and tech entrepreneurs. “We’ve

done some strategic consulting . . . with nonprofits with how they make some of the

digital transformation changes in support of

uniquely proud of the work they did during ogy, and solutions to DTE’s eleven thousand workers in the field and its community of

consumers, helping to keep the lights on by “going one hundred miles-per-hour when the rest of the world stopped.”

The energy sector, Ramirez says, is an

growth in their own industries,” says Ramirez.

old industry that is “highly entrenched and

sition from filing paper-based government

lenges is managing and changing both DTE’s

For example, DTE helped a food bank tranreports to filing them electronically.

Ramirez’s background as a technolo-

gist and volunteer also gives him “a deep

understanding of the disability community.”

With this understanding Ramirez research-

regulated.” One of his team’s biggest chalculture and external infrastructure. “You’re

always trying to push the envelope so you can get to the goal faster, but you have to balance

reliability and resiliency that is needed on a day-by-day basis,” he says.

Vectorform congratulates Richard Ramirez on this well-deserved honor! We are proud of our longstanding partnership with Richard and the entire DTE team on their innovation journey towards creating a more planet-friendly future with first-class customer products and experiences. Learn more about how Vectorform closes the innovation-execution gap™ at vectorform.com.

43 Hispanic Executive

Leading Loyalty W I T H

BY MARCOS CHISHOLM

PHILLIP JOJOLA

Executive Director of Strategic Operations at San Antonio Regional Hospital Roldan Aguilar helps the hospital reach new heights by caring for his local community

44 Mission

BEFORE ROLDAN AGUIL AR WORKED

Since his arrival thirteen years ago, he’s

as a healthcare executive, he aspired to become

held a wide range of titles, including physi-

who taught him the value of hard work. Roldan

manager of business development and physi-

a physician. He grew up with humble parents, credits his older sister as being his biggest role model; she set the example and encouraged him to always pursue his education.

After Aguilar discovered the wide range

cian and employer relations coordinator,

cian relations, and director of physician business development. Now, he’s the hospital’s executive director of strategic operations.

As one of the strategic executives at

of careers in healthcare, he contemplated

SARH, Aguilar works with the executive

at all. He worked as a healthcare recruiter

million-dollar initiatives into reality. In addi-

whether he needed to pursue medical school

and at a local urgent care/occupational health clinic until he figured out his next chapter.

Once he got word that San Antonio

Regional Hospital (SARH) was searching for a community outreach specialist, he applied

for the opportunity. Roldan was familiar

management team at the hospital to turn

tion to overseeing marketing and business development projects, he’s responsible for supporting the performance of service lines at SARH by recruiting and developing relationships with key physician specialists.

When Roldan was promoted to his

with San Antonio from living in the commu-

current role, SARH was focused on elevat-

volunteered at the facility. Even if the role

bringing in additional specialties to better

nity and from his wife’s grandmother, who involved more public relations than medicine, he relished the opportunity to step into the industry. Within a few weeks, Aguilar landed his first full-time opportunity at SARH.

ing the level of care it offered patients by serve the community.

“We’ve always asked ourselves what [we

can do] to really impact our patients and our

team and continue to bring those services

45 Hispanic Executive

Roldan Aguilar Executive Director of Strategic Operations San Antonio Regional Hospital

here so that patients don’t have to commute into Los Angeles, into the San Gabriel Valley,

or into Orange County to seek those services that they perceive might be better, when in

reality we’re achieving the same results or better,” Aguilar says.

This included strategic partnerships with

City of Hope for cancer care and Cedars Sinai for advanced heart failure care.

As an independent regional hospital,

SARH had a limited budget to hire full-time physicians, but Roldan vouched to boost the impact of its medical staff. He recruited as

many independent physicians as SARH could support.

Of course, to pretend Aguilar waves a

wand and makes results appear out of thin

air would be ridiculous. However, there is a bit of magic in his leadership approach. One

challenge SARH faced was to lower the

number of patients who need to be readmit-

ted to the hospital. Many times this has to do with patients not having access to timely and appropriate follow-up care.

PHILLIP JOJOLA

“How do we take better care of our

patients throughout their entire continuum of care, not just be here in an emergency?” Agui-

lar asks. “I was recently asked by our CEO,

46 Mission

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John Chapman, to help open our first 1206D post-discharge/

primary care clinic right on campus. I’m super excited about it.

This is a great step in providing these additional services and

reducing hospital readmissions, which also frees up the emergency room for other patients. It’s a win-win all around for the community, our patients, and our hospital.”

Aguilar also was recently tapped with overseeing operations

for the hospital’s satellite urgent care facilities and is in the midst of opening a fourth urgent care location in Ontario.

In an era where employee attrition is trending, Roldan’s

PATRICK DEENY

EXECUTIVE VICE PRESIDENT (714) 352-7601 pdeeny@pacificcompanies.com

WWW.PACIFICCOMPANIES.COM

loyalty to SARH gives him a throwback flair that is hard to find in rising leaders. Yes, it might have been more convenient for him

to work for a larger hospital system with more resources. But he stayed true to his purpose. He served his own community. “I’m

driven by the motivation to serve,” Aguilar says. And the future of SARH is looking bright.

47 Hispanic Executive

Choose Your Own Adventure

BY ZACH BALIVA

After a meteoric rise in investment banking, Alexandra Esparza is ready to pursue her true passion: business ownership and advocating for other minority entrepreneurs

48 Mission

FOR ALEXANDRA ESPARZA, LIFE HAS always been like one of those paperback books

that lets the reader make a series of choices that determine everything and everyone the main character will encounter. Her journey took her into investment banking, where she

helped emerging companies find investors

and grow iconic brands. But now, Esparza is writing a new chapter as she prepares to leave the lucrative world of Wall Street to explore passion projects.

The Chicago native navigated the Windy

in her DNA. “I always knew I wanted to do a bit of exploring and see new things,” she

says. That wanderlust took her across the country to Stanford University. Although

Esparza once intended to study medicine

or English, she pivoted to humanities and discovered a new passion for philosophy and literature. That drove her to study abroad in

Oxford, expand her horizons, and realize that

COURTESY OF ALEXANDRA ESPARZA

Alexandra Esparza Entrepreneur

City’s public school system with adventure

49 Hispanic Executive

there are “so many ways to effect change and improve the world.”

That became something of a person-

al mission statement for the young student, and one that remains intact today. Before her

graduation, Esparza found a growing interest in banking, technology, and healthcare. She

2021, when she noticed record-breaking

investments going to “femtech” companies that

develop

software,

solutions,

and

products to address fertility, menstruation, sexual wellness, pregnancy, and other women’s health issues.

“I wanted to help unite female leaders in

interned at a private equity firm and took a

healthcare, biotech, and technology to serve

Co, where she focused on hedge fund and

response, Esparza assembled an all-women

job in sales and trading at Oppenheimer &

mutual fund clients with connections to hospitals, biotech, and medical tech.

After leaving Oppenheimer to complete

an MBA at Yale University, Esparza went to

women-focused companies,” she explains. In investment banking team and rolled out

a series of networking events to highlight opportunities in femtech.

It’s just one of many ways Esparza is

a global small cap hedge fund before return-

using her voice to help others find theirs.

between healthcare startups, Silicon Valley

Pronounced “awesome,” AWSM stands for

ing to Oppenheimer in 2017 to bridge the gap tech leaders, and private investors.

In recent years, Esparza has had the

unique opportunity to work with innovative

companies and steer funding to traditionally stigmatized areas. It all started in early

She’s also part of the newly formed AWSM.

A World Serving Many and is a nonprofit

organization created to help underrepresent-

ed founders level up, close their skills gaps, and prepare to attract, receive, and implement funding. AWSM’s bootcamps, seminars,

50 Mission

“I wanted to help unite female leaders in healthcare, biotech, and technology to serve womenfocused companies.” courses, and events help founders engage

and fits the current cultural moment. Plus,

interact with coaches, and unlock funding.

throughout her career. “The years I’ve spent

like-minded owners, find accountability,

Esparza spent the last few years advising

similar groups and tackling these endeavors as she built and led the digital health and wellness investment banking practice at

Oppenheimer. After twelve years, she was

she can leverage everything she’s learned advising start-ups and helping friends and

colleagues showed me how good companies are built, how they get funded, and why they take off,” she explains.

Still, it can be tough. Esparza admits

ready to walk away from investment banking

she’s at least a little bit scared to leave the

burner for some time. She’s working toward

for the uncertainty of life as an entrepreneur.

to pursue dreams that had been on the back the launch of a tech-enabled degendered clothing line dedicated to body positivity, radical inclusion, and comfort.

Why will this new venture succeed?

Esparza says it fills a gap in the marketplace

well-trodden path of investment banking “The need for thrill outweighs the need for safety, and I don’t want to look back and realize I missed my chance,” she says. For

Alexandra Esparza, the real adventure is about to begin.

S TR ATE GY What is your secret to successful leadership?

The impressive executives featured here share theirs, and they are strategies that engage both the mind and the heart.

52. Steve Ramirez, First Citizens Bank 57. Iris Rosario, Choice Hotels International 62. Noah Garcia, The Kansas City Southern Railway Company 67. Gil Gomez, Deloitte Consulting LLP 70. Mark Chavez, Ocean Point Terminals 76. Christopher Garcia, Weil, Gotshal & Manges LLP

52 Strategy

Banking

BY MARCOS CHISHOLM

on Marketing

TKTKTKT

With a military mindset and a heart of gold, Steve Ramirez of First Citizens Bank prioritizes a strategy for our digital times

53 Hispanic Executive

STEVE GRIFFITHS

Steve Ramirez SVP and Executive Director of Digital Marketing Strategy First Citizens Bank

54 Strategy

S T E V E R A M I R E Z WA S A S T U D E N T AT the University of Texas at San Antonio trying to pay for tuition. No matter how much he

was falling in love with his future wife, he knew he could fall into just as much debt if he wasn’t careful.

Yet when his fiancé’s parents explained

they wanted to continue to pay for her college

tuition once the couple married, the pair

turned them down. Not because they didn’t

value the offer from his future in-laws, but because they felt determined to handle the challenge on their own.

Other college students would have

accepted the gift and celebrated like they won the lottery. But a sense of accountability and

integrity kicked in for Ramirez: he had to do right by his family, old and new. So, when he learned the Army National Guard offered a

monthly stipend to undergraduate students, he volunteered and enlisted.

en by money turned out to be one of the best choices of Ramirez’s life. Besides remaining

in school, he discovered he had a knack for

STEVE GRIFFITHS

“That paid for a lot of my school,”

Ramirez says. What began as a decision driv-

55 Hispanic Executive

military life. From the structure and team

long-term planning to its individual, business,

intensity it demanded, he appreciated the

ers. Operating a national direct bank, as well

environment it provided to the discipline and foundation it gave him.

Oh, and one more thing: Steve married

his best friend, later graduating with her.

While serving in the Texas Army Nation-

al Guard for six years, Ramirez again needed a means to keep the lights on. He accepted

commercial and wealth management customas 550 branches in 22 states, First Citizens employs personal customer care and powerful digital and analytical tools to help customers

accomplish more with their money and make more of their future.

When Ramirez arrived at First Citizens

an offer to work as a part-time bank teller at

in 2018, the bank was embracing digital

next. He started working in the drive-thru,

with a wider virtual audience.

USAA, where he mastered one role after the and later he led a team of 350 customer

marketing and banking and sought to connect Knowing he could help, Ramirez started

service agents and ended up managing digital

by creating teams with people he knew and

After spending seventeen years at

previous career stops. Then he doubled down

marketing efforts at the corporate level.

USAA, Ramirez honed his digital market-

ing expertise with financial institutions like

Discover, Key Bank, and BB&T. Now, he

serves as the executive director and senior

trusted, recruiting former coworkers from

on a strategy to demonstrate the return on investment that his department delivers to the organization.

“We never let up on that,” Ramirez says.

vice president of digital marketing strategy

“Even though they trust us, and they’ve given

First Citizens Bank—one of the top

Once he persuaded executives that

at First Citizens Bank.

us more budget.”

twenty US financial institutions—built its

content marketing is valuable, he earned

fiscal strength; ethical stability; and strategic,

empowering employees to establish digital

more than $100 billion in assets by delivering

their buy-in by sticking to a budget and

56 Strategy

“We want to make sure we’re good stewards of every single dollar entrusted to us.” marketing as a viable channel. Because

where everyone inside and outside the organi-

ence as much as he did when he was a bank

As a trusted digital marketing partner, we’re

Ramirez obsessed over the customer experi-

teller, he built teams for digital marketing, user experience and user interface design, website and search engine optimization

zation can thrive and deliver their best work.

proud that our SEO strategies help contribute to the excellent growth for the bank.”

“I would say that when you get to know

(SEO), and digital operations.

your team members, and you create that envi-

ards of every single dollar entrusted to us,”

really deliver at a different level,” Ramirez

“We want to make sure we’re good stew-

Ramirez says. “[We] want to make sure we give them much more than that on the return.

So, that’s where we are today.”

What drives Steve Ramirez is a commit-

ronment of trust and mutual respect, they

says. “They perform at a higher level. They want it. They want to be there and do the right thing for you and for the customer.”

“Over the years, I’ve hired hundreds of

ment to empathy, and to understanding how

employees, so I’ve been able to really get some

goals. He may not brag about why this perspec-

enjoyed a lot of success [and] gotten promo-

it connects people to each other and to their tive is valuable, but his staff sing his praises.

Mike Le, COO and cofounder of CB/I

Digital believes Steve is, “among the best

leaders we’ve worked with.” He goes on,

“Steve creates a culture of respect and trust

pretty cool notes back from people that have tions,” Ramirez says. “I get to see their lives on Facebook and how great they’re doing.

So, for me . . . I get so much joy hearing and

watching people progress and perform at a high level.”

57 Hispanic Executive

Making the Right Choice JORGE AMAYA

BY KEITH LORIA

Iris Rosario, senior counsel of franchise for Choice Hotels International, credits her upbringing with helping her find a career in law

58 Strategy

JORGE AMAYA

Iris Rosario Senior Counsel of Franchise Choice Hotels International

59 Hispanic Executive

Iris Rosario, senior counsel of franchise for Choice Hotels International, found an interest in law early in her life.

Rosario’s grandparents came to the

would be headed. In the early ’90s, Rosa-

1950s. With her grandfather working the

National Puerto Rican Coalition, working

US mainland from Puerto Rico in the late fields of grape farms outside of Buffalo, it

wasn’t long before both her parents joined;

working the fields, as well as working in factories and other odd jobs.

rio got a job in Washington, DC with the

on advocacy issues, including housing, and

trying to figure out if she truly wanted to go to law school.

“There was no one to support me finan-

When Rosario was born, she became the

cially with law school, so I wanted to make

the mainland, speaking Spanish at home

do,” she explains. “It took me a good five

first generation of her family to be born in and around her community, but learning English in school.

“We moved around quite a bit, from

sure it was something I really wanted to years to get around to deciding to make that investment.”

She headed to American University’s

Buffalo to Puerto Rico to some other states,

Washington College of Law, while working

lo, New York area, in a predominant Span-

tion so she wouldn’t be saddled with a big

though the majority of time was in the Buffaish community,” she recounts. “As one of the

few in my family who speaks English—my parents speak broken English—you become

a translator and review documents for family, as well as neighbors.”

That experience led her to think about

law. Even her high school friends wrote in

her yearbook greetings wishing her well in

her legal career, knowing that’s where she

full-time during the day to pay for her educa-

debt upon graduation. Those jobs included a few boutique law firms specializing in telecommunications law, a stint at the US Attor-

ney’s Office to get a taste of criminal law, and working on automotive environmental issues for the Environmental Protection Agency.

“I was figuring out what I wanted to

do,” Rosario says. “I was thinking I wanted to have more of a transactional regulatory

60 Strategy

“I started working with a group of attorneys—many former prosecutors—working on franchise matters, expanding into all areas of law, including employment, tax and immigration issues.” career and ended up taking litigation classes

this time, a friend invited her to join the

really enjoyed it.”

Thrilled, Rosario came on board.

to make sure this is what I wanted to do, and Around 2002, the telecommunications

legal team at Choice Hotels International.

But then COVID hit, and she found

market hit rock bottom, so Rosario transi-

herself laid off for the first time in her life

firm with attorneys that later joined Gray

since she was young.

tioned into litigation. She found a job at a Plant Mooty, a Minnesota-based firm

and experiencing her first-ever summer off “Along with my parents and grandpar-

specializing in franchise law.

ents and other family members, I started

neys—many former prosecutors—on fran-

when I was 14, picking strawberries and

“I started working with a group of attor-

chise matters, which touched upon all areas of law, including employment, tax, under-

reporting, and immigration issues,” the senior counsel recalls. “I was really enjoying

working the farms of Western New York grapes and other fruits,” she says. “So, I

enjoyed this unexpected time off during COVID-19.”

It didn’t take long for Choice Hotels

the litigation portion and did that for about

International to call her back, and Rosario

In 2019, Rosario had the opportunity to

company, providing legal counsel on fran-

fifteen years.”

work on franchise issues at Little Caesars in a secondment role (also known as a job

rotation) while still at the firm and enjoyed

her taste as an in-house attorney. Around

is now senior counsel of franchise for the chise regulatory matters and titanic mergers and acquisitions.

“Day-to-day, I support the development

team when it comes to the Cambria and

61 Hispanic Executive

Congratulations Lathrop GPM is proud to work with franchise clients like Iris Rosario of Choice Hotels.

Congratulations on your recognition in Hispanic Executive.

Working together, we build exciting futures.

Ascend brands, so I’m there to help

In 2023, Rosario hopes to do

them negotiate agreements and ensure

more pro-bono work, something she

company, and the contracts ref lect

something that has always been an

we represent the best interest of the what the parties have negotiated,” she shares. “Beyond that, I oversee

did a lot of for Gray Plant Mooty and important focus of her law career.

She remembers working on an

the team that works on the compa-

asylum application for a man from El

involved when things become tricky.”

hand the civil war in that country.

ny’s secondary amendments and get She also supports the Cambria

operations team, working on hotel management agreements and a lot of

other facets of the hotel business, be it

operations or anything else requiring contracts or legal advice.

“I feel grateful for what I’ve

accomplished; it’s been a lot of hard

work,” she shares. “There was a lot of support along the way from my

husband, family, and friends and a lot

of luck. Just thinking back to where I started, and not expecting to achieve

what I have so far. I feel grateful for the opportunities and loving support of my husband and family.”

Salvador, who had experienced firstBeing one of the few attorneys at the

firm who spoke Spanish, she helped

Liz Dillon Franchise & Distribution Practice Group Leader liz.dillon@lathropgpm.com

him get what he needed to stay in the

US and to start the path of allowing him to bring his family. She also

worked with homeless veterans, helping them obtain the help they needed, as well as families living on section 8

and other social programs, who were facing eviction and homelessness.

“It reminds me of the commu-

nity that I came from,” she notes.

“It’s something I definitely want to

do more of and that is important to me, in addition to my daytime job at Choice Hotels.”

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62 Strategy

Mentorship

BY MARCOS CHISHOLM

Noah Garcia has heard every negative stereotype against Latinos, but the senior corporate counsel for the Kansas City Southern Railway Company overcame them all by becoming the mentor he needed

Matters

63 Hispanic Executive

Garcia turned to his high school teach-

ers for hope. Despite his subpar grades and lack of ambition, they recognized his potential. Not only did they boost his confidence, but they inspired him to pursue a career in

teaching. After Garcia finished high school,

he enrolled at Emporia State University (ESU) and majored in education.

When Garcia arrived on campus at ESU,

he excelled in his coursework. The more he breezed through his classes, the more he realized his high school teachers were

right. He started to reconsider his career

options. And once he changed his major to Noah Garcia Senior Corporate Counsel The Kansas City Southern Railway Company

TO THOSE OF US WHO HAVE THE PLEASURE of meeting him, Noah Garcia is an

award-winning lawyer, a dedicated mentor, and senior corporate counsel at the Kansas

ated magna cum laude from ESU in 2009 before earning his JD from the University of Kansas School of Law in 2012.

Garcia was thriving and beginning to put

City Southern Railway Company. But

the bullies of the past behind him. Howev-

picked on him because of his race, and he

more passive-aggressive racism.

Garcia grew up as the target of bullies who still has the scars to prove it. With one racist

er, early into his legal career, he encountered

“Early in my professional career, I was

microaggression after another, his class-

asked if I speak English,” Garcia says. “I’ve

Privately, they vouched to make his life a

asked all the time if I speak Spanish, but I’m

mates bullied him because he was moreno.

living hell while in public, they pretended as if nothing were happening.

COURTESY OF NOAH GARCIA

prelaw, the rest was history. Garcia gradu-

“A lot of my peers put me down and

made fun of me for being Hispanic. That’s how kids were,” Garcia says. “I don’t have

an explanation for it, but they equated not being very smart with being Hispanic.”

been told I don’t sound like a Garcia. I get

not offended by that question. But then, one

time, I got a follow-up question of ‘Can you at least order Mexican food at a restaurant in

Spanish?’ My response to that was, ‘I know I am the most qualified professional for

this job and none of those qualifications are ordering Mexican food in Spanish.’”

64 Strategy

“One time, I got a follow-up question of ‘Can you at least order Mexican food at a restaurant?’ My response to that was, ‘I know I am the most qualified professional for this job and none of those qualifications are ordering Mexican food in Spanish.”

While Garcia was unsure of how to

“There are good companies out there

respond back then, he searched for solu-

that have a legitimate interest in developing

he refused to remain silent. So, he decided

just because they want them to be diver-

tions. Even if there wasn’t a cure for bigotry,

to mentor diverse law school students. “A lot of the time, just sharing my story will help,”

Garcia says. “Or at least in my mentoring and interactions, sharing my story of how I once

had an interview start off with somebody saying, ‘Taco, burrito. That’s the only Span-

ish I know.’” Garcia committed to becoming

young, diverse attorneys,” Garcia says. “Not sity hires or anything like that but because

they’re interested in them because they value diversity of thought. They value diversity of

opinions, and they really want their counsel

to represent their employees, workforce, and the communities they serve and operate in.”

Of course, Garcia knows that fighting for

the mentor he wished he had in law school,

a more diverse legal industry is not enough.

“It’s really letting them know that you

equity and inclusion in law firms. Still, he

and he’s proven to be an invaluable resource.

can be successful being a minority,” Garcia

says. “There are passive DEI strategies, and there are active DEI strategies. If that is

He holds himself accountable for fostering points out that diversity, equity, and inclusion (DEI) is just the beginning.

“I like that it’s DEI: diversity, equity,

important to you, make sure that your core

inclusion. But I saw another company call it

you’re going to be doing.”

and I really liked that addition of making

values align with your employer or what

Meanwhile, Garcia also emphasizes

there are law firms and companies that will recruit his mentees for the right reasons.

diversity, equity, inclusion, and belonging, people feel like they belong, because a DEI

strategy is meaningless if your people do not feel like they belong,” Garcia says.

Germer congratulates Noah Garcia and his remarkable career. We are proud to partner with you in Texas as KCSR’s outside counsel.

Germer is an established statewide law firm offering a broad range of legal services by experienced and respected attorneys. With offices throughout Texas, and with more than ninety attorneys, Germer possesses the talent, resources, and flexibility necessary to provide quality representation in a variety of legal matters.

AU ST I N | B E AU M O N T | H O U STO N | SA N A N TO N I O | T Y L E R

www.germer.com

66 Strategy

Innovative connections Partners in your success.

At Husch Blackwell, client relationships are our highest priority. We take pride in our longstanding relationship with client Noah Garcia, Senior Corporate Counsel, Labor and Employment, Information Governance, and are pleased to partner with him to deliver legal insight and business leadership to Kansas City Southern Railway Company.

For his collaborators in and beyond

civil legal services to junior-enlisted

dedication to building a respectful and

stationed worldwide. In his casework

the organization, Garcia’s passion and

empowering work culture is evident. “I

enjoy working with Noah because he listens carefully, questions wisely, and makes clear and concise decisions that

provide sound guidance in complex matters,” says J. Mitchell Smith, prin-

cipal at Germer PLLC. “He sets clear

active-duty service members additional

protections from being served a lawsuit at their place of residence rather than where they are stationed.

In September 2022, Garcia received

Complicated and stressful litigation

should fit right in next to the MLM

remains calm and in charge. Noah is the

huschblackwell.com

a law in the state of Kansas that gives

an In-House Counsel Award from

does not rattle him in the least. He

Mike Nolan michael.nolan@huschblackwell.com 314.480.1770

with the network, Garcia helped create

goals and outlines simple paths upon which one can reach those goals.

Jeff Simon jeff.simon@huschblackwell.com 816.329.4711

service members (and their families)

epitome of strong, effective leadership.’’

Beyond what Garcia accomplishes

as an advocate, he carves out time to lend

Missouri Lawyers Media (MLM). It

Diversity & Inclusion Award and the Super Lawyers Rising Stars plaques

in his collection. Yet those will never compare to his greatest accomplishment.

“For many years, people did not

his legal expertise outside of the Kansas

believe in me. They put me down

Garcia is a member of the ABA

ty. Frankly, it was hard to have that

City Southern Railway Company.

Military Pro Bono Project and Operation Standby, a national network

of attorneys that provides pro bono

because of my race and ethnicibelief in myself. And so, once I real-

ly believed in myself, things really switched around.”

67 Hispanic Executive

The

Diversity A management consultant with SAP and DEI savvy, Gil Gomez elevates conversations around analytics and diversity

BY MARCOS CHISHOLM

TKTKKTKTKTKT

of

Consulting

68 Strategy

GIL GOMEZ REACHED FOR THE STARS and aimed for the sky. While growing up

in El Paso, Texas, just four hours away from where his parents were raised in the Mexican state of Chihuahua, he dreamed of becoming

Then he lent his SAP experience to sever-

his primos across the border teased him for

known brands over the next two decades. He

a pilot in the US Air Force. Whether or not that has yet to be confirmed.

However, he learned the value of hard

work at their abuela’s ranch just like they

al management consulting firms and wellnow holds the title of managing director and SAP analytics leader at Deloitte Consulting.

“I think maybe when I changed careers, I

did. And he had a knack for school. When

really took my business experience and coupled

Air Force as a pilot because he wore glasses,

says. “I’m not a technologist, but I leverage

he found out that he couldn’t join the US he turned to his golden ticket of a plan B: a

full academic scholarship to the University of

it with my affinity for technology,” Gomez technology to solve business problems.”

As a go-to specialist for Deloitte on SAP,

Notre Dame.

Gomez oversees a diverse portfolio of clients

was when I left for college at eighteen by

access to data and analytics tools. Whether

“The first time I was ever on an airplane

myself,” Gomez says. “My parents really couldn’t afford to drop me off a thousand miles away across the country.”

With his family shaping his work ethic

and emphasizing the importance of educa-

tion, Gomez used his scholarship to study

finance at Notre Dame’s Mendoza College of Business. After he graduated, he worked

at Baxter Healthcare for five years before he

found his niche as a consultant with SAP.

and advises them on projects that expand their

he’s advising a small start-up as it scales up its data infrastructure or navigating a Fortune

500 company through the chaos of digital transformation, he provides expert help at

each stage of their journey. Plus, he represents Deloitte in its strategic alliance relationships

with SAP, Google Cloud, and other technology providers within the SAP ecosystem.

Despite being far removed from the

summers he worked on his grandmother’s

“I’m not a technologist, but I leverage technology to solve business problems.”

69 Hispanic Executive

Gil Gomez Managing Director and SAP Analytics Leader Deloitte Consulting LLP

ranch, Gomez goes above and beyond to

for somebody with a diverse background

of career accomplishments will replace his

since Deloitte appointed him as an executive

profile for a consultant.”

Yet Gomez still wishes he could appreciate

put his people in positions to succeed. Ever

sponsor for Hispanic and Latinx recruit-

Gomez also believes raising awareness

ing, he has taken steps to address the lack of

of what management consultants do will be

just 8.3 percent of management consultants

tion in the sector.

diverse representation in the industry, where are Hispanic or Latino. When he speaks COURTESY OF GIL GOMEZ

because there is no specific prototype or

at Deloitte networking events dedicated to Hispanic and Latino professionals, he reminds guests why they belong in the industry.

“Consulting is very diverse by nature,”

Gomez says. “I believe it’s a perfect job

most painful loss. His father died in 2019. the legacy he left behind for his kids.

“Growing up in El Paso, Texas in the late

key to boosting the community’s representa-

eighties, where the high school dropout rate

“People go to college to be a doctor or

three kids, and we all have advanced degrees,”

lawyer. No one says they want to be a consultant, and this is necessary,” Gomez says.

Even if the managing director takes pride

in carving out a path to success for his SAP clients and aspiring coworkers, no amount

was still very high, he and my mom raised

Gomez says. “I’ve got an MBA. My sister has an MBA. My brother has an MFA, and he’s

now getting his MBA as well. I don’t think

my parents ever realized how proud they should have been about that.”

70 Strategy

A Lawyer’s Path to the Energy Sector

Since setting his sights on the law, Mark Chavez spent twenty years building his career in the energy sector—ultimately becoming the general counsel at Ocean Point Terminals

TKTKTKT

BY CLAIRE REDDEN

KEVIN RUNGE

71 Hispanic Executive

Mark Chavez General Counsel and Corporate Secretary Ocean Point Terminals

72 Strategy

OPEN-MINDED LEADERSHIP As a leader, Mark Chavez stresses the importance of being openminded. “I’ve always tried to give opportunities to candidates with unique backgrounds or those who have demonstrated tenacity in their lives. Maybe they aren’t exact fits for a particular role, but for the most part, people want to succeed.

When given an opportunity, people take advantage of it—and invariably, they’ve met or exceeded my expectations.”

This trust extends to his management style, where his goal has always been to allow employees to create their own paths. “Perhaps the way that they’d solve a problem isn’t how I would do it, but that’s where trust comes into play. You need to give your employees the freedom to exercise autonomy in their work.

There’s no better way to support someone’s potential than to demonstrate that you trust their judgment and ability to get the job done,” he says.

MARK CHAVEZ NEVER PLANNED TO

Working in energy, Chavez has learned

become an attorney or to go to law school.

more about the law than he ever could have

Massachusetts Institute of Technology, where

his early career to working on finance, creat-

In fact, he began his academic journey at the

he studied biology. But, without the financial wherewithal to continue, Chavez turned to

his musical abilities and joined the Army’s official ceremonial service band to pay for his undergraduate degree.

imagined: pivoting from energy litigation in ing testing, purchase and sale agreements, and

learning a wide range of legal areas—from

environmental laws to the legal regimes that affect energy investment in different countries.

“I’ve never allowed myself to internalize

“The classes that were available to me at

limiting beliefs. I’ve always believed that I

getting a business degree instead of continu-

hard, but I’ve also had to take risks,” explains

the time were more general, so I ended up

ing to pursue biology. Then once I started evaluating what I would do long-term, I found

myself in law school. I thought maybe I would be a lobbyist or go into business,” Chavez says.

Despite the circumstances, Chavez enjoyed

law school. So after he finished, he made his way back home to Texas, and started work-

could achieve anything I wanted if I worked Chavez. “Changing jobs and putting myself in positions where I had to stretch my abilities to meet expectations pushed me to be

better than I thought I could be.” Luckily for

him, those risks paid off, ultimately landing him where he is now.

Today, as the general counsel and corporate

ing in a major law firm. It was inevitable

secretary at Ocean Point Terminals, no two

sector. “I didn’t necessarily plan on it, but it

tration matter one day and preparing for court

that he’d find himself working in the energy

became something I was increasingly interested in because of the diversity of work.

Given that I always love a new challenge, it fit my personality perfectly.”

days are the same. He might work on an arbi-

the next; another day he might put together a commercial agreement or speak with opposing

counsel the next. There’s no such thing as a typical workday for Chavez.

73 Hispanic Executive

“I love not knowing what issue will come

across my desk on any given day. I thought that after twenty years, I would’ve seen everything, but this industry keeps surpris-

ing me and bringing new challenges for me to tackle,” says Chavez.

In his current position at Ocean Point, he

oversees the company’s environmental matters and is responsible for all legal issues that arise

between them and the community they operate in. However, instead of viewing environ-

mental consciousness and business viability

as separate matters that should be balanced, Chavez sees them as one and the same.

“There is no business viability if you

don’t conduct your business in an environ-

mentally conscious way. If you’re unable to meet your environmental obligations, that’s

going to compromise your relationship with

your regulators and the communities in which you operate, and it can even impact your ability to raise capital.”

Ocean Point Terminals has also recently

consummated a deal that will add a ten mega-

watt solar farm to their facility, a plan that will significantly reduce their emissions and

bring additional clean, renewable energy to the US Virgin Islands. Beyond their contributions to advancing education in the community, since 2017, Ocean Point has donated

more than one-and-a-half million dollars to various nonprofit organizations that support education, environmental stewardship and community sustainability.

There’s also the aspect of social respon-

sibility that is closely tied to environmental

KEVIN RUNGE

consciousness—something that Chavez and

Ocean Point have made a priority during their time operating in the US Virgin Islands.

“Our company and employees have made

supporting our community a key pillar of our

74 Strategy

Leading the Way Vinson & Elkins proudly recognizes Mark Chavez for his contributions as Ocean Point Terminals’ General Counsel and within the Hispanic community.

We are honored to assist him in crafting effective, strategic legal solutions that help drive the industry forward.

“There is no business viability if you don’t conduct your business in an environmentally conscious way.”

business, and we think that just makes business sense. It’s all part and parcel of being a good corporate citizen,” he explains.

Each year, Ocean Point Terminals provides more than one hundred

thousand dollars in scholarships through their fellowship program,

contributing over six hundred thousand dollars in scholarships since 2017.

Additionally, through a partnership with the Virgin Islands Department of Labor, the company hosts several on-site internship programs

and contribute around $140 thousand annually for training through the University of the Virgin Islands’ Process Technology Program.

Even though the general counsel’s path up until law school was

unexpected, he believes having a plan is an important part of building a successful career. “Generally, success doesn’t happen by accident. Once I

got into law and decided that this was going to be my career, I developed a clear vision of where I wanted to go,” he says.

For this reason, Chavez’s advice to others is to develop a road map

of their goals. “Having that clear idea of where I wanted to go and how to get there was very important for me. Of course, there will always be detours and challenges, but if you have a plan, you can turn anything to your advantage, and keep on course.”

Vinson & Elkins LLP Attorneys at Law Austin

Hunton Andrews Kurth LLP congratulates Mark Chavez on this well-deserved honor! With 900-plus lawyers, we serve clients across a broad range of complex transactional, litigation, and regulatory matters. Our mission is to build a diverse, inclusive professional community that fosters a culture of respect, collaboration, involvement, and empowerment.

Dallas Dubai Houston London Los Angeles New York Richmond Riyadh San Francisco Tokyo Washington

velaw.com

BakerHostetler: “Mark is the epitome of the American dream. For years, he has worked tirelessly to hone his skills and rise up through the energy ranks. Chief among his skills is the unique talent to boil down complex regulatory matters for executives and offer practical legal advice. Congrats, Mark!”—Greg Saikin, Partner

An Energy Star Congratulations, Mark Chavez – a valued partner, accomplished energy executive and exceptional legal advisor. Your star will continue to shine brightly.

bakerlaw.com

76 Strategy

Serving Defending A N D

Weil, Gotshal & Manges Partner Christopher Garcia protects some of the world’s largest corporations against securities fraud allegations, insider trading, and other white-collar offenses

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BY ZACH BALIVA

77 Hispanic Executive

Christopher Garcia Partner Weil, Gotshal & Manges LLP

SERVING AND DEFENDING OTHERS IS something that came naturally to Christopher Garcia long before his time as a partner

at Weil, Gotshal & Manges. While neither of his parents graduated from college, they both

found ways to make important contributions

to society. His mother was a receptionist in a district attorney’s office; his father was a fire marshal and arson investigator for the City of

New York. For a time, the elder Garcia was part of Rescue 1, New York City Fire Department’s elite special operations unit.

The younger Garcia grew up on Long

Island, and as he watched his parents work

their jobs and live their lives, he noticed

something: they did both in a special way.

TODD FRANCE/COURTESY OF WEIL, GOTSHAL & MANGES LLP

“My parents showed and taught me that helping others was just the right thing to do,”

he explains. “I’ve always been involved in

community service because that’s the example that was set for me.”

As Garcia navigated his teen years, he

quickly saw law, government, and politics as valuable vehicles to advance his interest in public service. He completed his undergrad-

uate studies at Harvard University, where

he was cochair of the Institute of Politics.

78 Strategy

“My parents showed and taught me that helping others was just the right thing to do. I’ve always been involved in community service because that’s the example that was set for me.”

Upon graduation, he took a year off to edit a

under pressure requires one to either develop

to Harvard Law School, where he was pres-

there helped me and pushed me to succeed.”

magazine in Washington, DC, and returned ident of the Board of Student Advisers and

or fail, and the talented people around me

In 2012, Garcia joined Weil, Gotshal &

senior editor for the Journal of Law and

Manges to build the law firm’s global white

While at Harvard Law, Garcia nurtured

practice. He now focuses on defending people

Public Policy.

a growing interest in criminal law, which he

attributes to the ongoing theme of serving the public interest. After gaining four years of

collar defense, regulatory, and investigations and corporations against regulatory and criminal investigations.

Although Garcia has now “switched

experience at Davis Polk & Wardwell LLP,

sides” from prosecution to defense, he is still

ney’s Office for the Southern District of New

justice system by ensuring due process and

he spent nearly a decade in the US AttorYork. As chief of the securities and commod-

ities fraud task force, he managed a team of thirty-five prosecutors and agents working together to stop insider trading in the world

performing an essential duty to uphold the advocating for defendants. His Weil clients include leaders in financial services, technology, and other industries.

One such client is Alonzo Weems, Eli

of commerce.

Lilly & Company’s vice president and depu-

which were related to the 2008 financial crisis.

general counsel for the biomedicines business.

He prosecuted hundreds of cases, many of

One of Garcia’s cases in that era brought $554

ty general counsel, and corporate legal and When asked about Garcia, the VP says,

million in recovery while another generated a

“I’ve known Chris for a few years and he

the US Attorney’s office,” Garcia says. “Being

outside counsel. He brings a sharp mind,

$1.2 billion settlement. “I became a lawyer at

has proven to be among my most trusted

79 Hispanic Executive

deep insights from government and private

practice, excellent judgment, and an ease in connecting with people—all to bear to help resolve the matter at hand.”

Garcia, who also conducts internal inves-

tigations and litigates securities class actions,

has had many notable representations over the last twelve years. He successfully defend-

ed a top Wall Street firm in a two-week jury

trial in which a Russian billionaire alleged

insider trading. He also represented a large

Garcia shared no natural commonalities, the

(DOJ) investigation regarding wire fraud

the young Garcia. “It showed me the impor-

media company in a Department of Justice and protected a Fortune 500 company against alleged price fixing.

As Garcia progresses in his career, he

remains committed to service. Today, he

veteran lawyer still took the time to invest in tance of looking for and providing mentorship everywhere instead of only seeking people who look like you,” Garcia says.

Famed investor Warren Buffet once said,

sits on the board for the Legal Aid Society

“You don’t find out who’s been swimming

to Rican Bar Association and cochairs Weil’s

phrase to describe what’s happening in white

of New York. He also works with the Puerdiversity committee.

“The firm’s leaders are committed to

advancing diversity, equity, and inclusion.

These steps take time to develop at big firms,

naked until the tide goes out.” Garcia uses that collar crime today. Plenty of people have been skinny dipping, and tides are shifting as a new

presidential administration tightens the reins.

The DOJ, the Securities and Exchange

but they are important,” he says. Garcia and

Commission, and other governmental bodies

marks in place, including a partner diversity

violations they are willing to pursue. Robust

his colleagues have put processes and benchreport card, to drive outcomes in recruiting, retention, promotion, and partnership.

While Garcia coaches rising Latinx

professionals, he also looks to mentor people

from other backgrounds. It’s a lesson he learned from James W.B. Benkard, his first mentor at Davis Polk. Although Benkard and

are taking a hard look at the crimes and

enforcement is likely to follow as the groups become more aggressive in how they prosecute cases and punish lawbreakers. Every firm

with a white-collar practice is now in a building mode, and thanks to the work Garcia has

done, Weil stands ready to serve its clients and grow its practice.

80 Conversations at the Top

Conversations at the Top with Michele Cantos Garcia:

Vice President

KAMALA Harris PHOTOS BY CASS DAVIS

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A behind-the-scenes look at Hispanic Executive’s whirlwind day with the VP aboard Air Force Two, her interview with our Publisher Pedro A. Guerrero for The New Majority podcast, and what her ascent tells us about our nation’s future

81 Hispanic Executive

VP Kamala Harris moments before taking the stage at a moderated discussion on reproductive rights at the University of New Mexico.

Kamala Harris VP The White House

82 Conversations at the Top

honor of f lying aboard Air Force Two, the

modified Boeing C-32 aircraft allocated

witness firsthand what the vice president

an eventful new decade as the first woman

In Lubus’s decade-long career at the

president. There was the first COVID-19

does on a daily basis left an imprint on me.”

for use of the vice president of the Unit-

publisher, she has secured high-profile

even fewer Latinos have f lown that high.

Jessica Alba, and John Leguizamo; busi-

ed States. I think it’s safe to assume that In October 2022, three members of the

Hispanic Executive team had the once-in-alifetime opportunity of joining Vice Presi-

dent Kamala Harris for a day in her life as the second-highest executive officer of the United States.

and woman of color to serve as the US vice

vaccine rollout a few months after inaugura-

covers stars including actors Zoe Saldana,

tion, a regional return to war in Europe after

ness leaders Sol Trujillo, Christy Haubeg-

that include a mass exodus of Central and

ger, and Daniel Lubetsky; and politicians

Julian Castro and Bob Menendez, among

others. However, for my Puerto Rican-born colleague, landing a sitting vice president topped all expectations.

seventy years of peace, and national issues South American immigrants and refugees at

the southern border and the Supreme Court’s landmark decision that the US Constitution does not confer a right to abortion.

VIEW FROM THE TOP

occasion, be it speak onstage to hundreds of

A MULTICULTURAL EMBLEM

recalls her hours aboard the aircraft with

every single day,” Lubus says. “And she must

make it look effortless. She succeeds in that

Publisher Pedro A. Guerrero for The New

effort, above and beyond. As a business lead-

significance of her position at a time when a

One of the lucky three, Vianni Lubus reverence. “You don’t go on Air Force Two

without a profound understanding that you’re breathing rarified air,” says Lubus,

the vice president of Hispanic Division and head of audience and engagement at Guerrero, publisher of Hispanic Executive. “To

“What most people fear doing even on

people or on a media interview, she must do

er, as a woman, and most of all, as a Latina, I was left with nothing but deep admiration.”

During her interview with CEO and

Majority podcast, Harris ref lects on the woman’s right to choose is overturned.

“One does not have to give up their

That fall, the Biden-Harris admin-

faith or deeply held belief to agree that

two years, and Harris had borne witness to

woman what to do with her body,” Harris

istration had been in power for just under

the government should not be telling that

TKTKTKT

FE W AMERIC AN CIVILIANS HAVE THE

83 Hispanic Executive

“You are never alone when you walk in that room.”

—VP Kamala Harris

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VP Kamala Harris descending Air Force Two at Kirtland Air Force Base in Albuquerque, NM.

84 Conversations at the Top

“California is a microcosm of the United States.

We have a huge agricultural community, which boasts half the fruit and veggies in the US. We have rural and urban communities and every nationality—one out of two has a parent born outside the US, me included. It’s a diverse state, representative of who we are as a country.”

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—VP Kamala Harris

85 Hispanic Executive

remarks on the Dobbs v. Jackson ruling.

to allow their employees to have their bene-

humbled. “I was struck by the vice president’s

make and, if she chooses, in consultation

healthcare they need is not available in their

command of the room.”

“That is a decision for she and she alone to with her priest, pastor, rabbi, [or] with her loved ones.

“So much [of] the strength of our nation

has been about the expansion of rights,”

she continues, “and this was an example of a restriction of rights. We should see what

the trajectory of this might be and it should

fits be used for the purpose of travel, if the state,” she says. “Business owners have been

trying to extract every nugget of wisdom

leaders, and [they are] taking a stand that:

executives he meets daily. “I was thoroughly

up, because business leaders are also civic

government should not be interfering in such private and personal decisions.”

Guerrero was the second lucky person to

travel with the vice president on Air Force

ness owners and corporate leaders in step-

flying alongside the most powerful woman in

ping up where the government has not.

“Business leaders have been doing the work

I imagine he, ever the pragmatist, is

standing up in their community to speak

concern us all.”

Harris also spoke about the role of busi-

warmth and authenticity juxtaposed with her

available so he can take it back to the Latino

impressed and convinced she has the gravi-

tas and experience to lead our nation if ever called to do so,” the publisher says.

Our team saw the unique opportunity

Two. When asked about the experience of

to create a new bridge between Latino busi-

America, and getting a (literal) front row seat

interviewed and featured the VP as a multi-

on the life of an historic leader, Guerrero is

ness leaders and the White House, and we cultural protagonist in the story of the new

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VP Harris waves to the crowd at Joint Base Andrews in Washington, DC.

86 Conversations at the Top

The VP shaking hands with an Air Force Officer.

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Official White House Photographers Lawrence Jackson and Azza Cohen capture the VP’s arrival in Albuquerque, NM.

87 Hispanic Executive

The VP greeting Albuquerque Mayor Tim Keller (D-NM) and US Representative Melanie Stansbury (D-NM) on the Kirtland Air Force Base runway.

majority, to borrow our popular podcast’s

storytelling saga. As I thought about the story

her sister that there was a “wealth of possibil-

dent Harris have, at least for me, reinforced

day a few months into my freshman year of

anything,” and that they should “never let the

name. Our conversations with Vice Presi-

the importance of sharing the rich stories of

multicultural Americans, whether they are in

the White House, in the C-suite, or in their

community. And of continuing Hispanic

Executive’s mission of amplifying the voices

college, when a friend and I drove six and a half hours from our northeastern college town to Washington, DC, to witness the inauguration of America’s first Black president.

I was still a minor and couldn’t vote,

of Latino leadership in America. In my own

but nevertheless I was defining my political

and motivation in times of trepidation.

community. My Brooklyn upbringing had not

life, these stories have served as an anchor

“ YOU CARRY THE VOICES OF SO MANY”

While I was not among the three to meet the

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I’d write, I thought back to a cold and dreary

vice president—our staff photographer Cass

Davis rounded out the trio—I have been work-

ing alongside them in what was a months-long

ities available” to the girls, that they “could do limited views of others hold them back.”

Yet when she is asked what it’s like to

have achieved the highest levels of power as the daughter of immigrants, I am surprised at how quick she is to encourage.

“You are never alone when you walk in

values and character outside of my family and

that room,” she tells Guerrero. “You carry the

prepared me for the realities of life in a predom-

you, who have struggled and dreamed of the

inantly white institution, so the Obama-Biden

calls for hope and unity, as well as the wave of racism and bias hurled at Obama and his fami-

ly during the election, mirrored my hopes and fears about the US and my future in it.

voices of so many people who are proud of fact that you would be in that room. So walk

into those rooms chin up and shoulders back

knowing you carry the voice of so many people who are applauding you each step of the way.”

I imagine that the powerful woman in

We all know her story by now. Harris is the

the pantsuit—who today has hundreds of

As children, Harris’s mother taught her and

helping mobilize and protect her—has had

daughter of Jamaican and Indian immigrants.

staffers, secret service agents, and others

88 Conversations at the Top

TKTKTKT

VP Kamala Harris welcomes and speaks with Hispanic Executive Publisher Pedro A. Guerrero aboard Air Force Two.

89 Hispanic Executive

90 Conversations at the Top

Ahead of the moderated discussion at the University of New Mexico, the VP was surrounded by her team. You can see how she transforms from talking with her team to preparing to walk out onto the stage to meet Governor Michelle Lujan Grisham and Dr. Eve Espey, the chairwoman of the university’s Department of Obstetrics and Gynecology.

“I was thoroughly impressed and convinced she has the gravitas and experience to lead our nation if ever called to do so.”

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—Pedro A. Guerrero, CEO of Guerrero and Publisher of Hispanic Executive

91 Hispanic Executive

to give herself that same pep talk many

to 3 percent. Our [tax] act and infrastructure

the nation, the VP speaks authoritatively.

first Obama inauguration and how his

going with these laws,” she says.” Looking to

States,” she says. “We have a huge agricul-

times before. And I am reminded of that election changed the course of US history.

Of how it broke a centuries-long streak of impossibility and set the stage, a little over

a decade later, for the first woman and the

first woman of Black and Asian descent to become vice president.

Harris brings a pragmatic mindset to her

position in the Biden administration, and it inf luences her approach when addressing key concerns of the Latino community like TKTKKTKTKTKT

the economy.

law made a difference. We kept the economy the future, she adds, “in the coming months,

I’m excited about the billions of dollars from the infrastructure law going to fix roads and

bridges. Latinos are one-third of the construc-

tion workforce (as contractors and workers), [so] the economic benefit will make it easier

to get and go to work and more good paying

tural community, which boasts half the fruit

and veggies in the US. We have rural and urban communities and every nationality— one out of two has a parent born outside the

US, me included. It’s a diverse state, representative of who we are as a country.”

She continues “[Latinos are] a very inte-

jobs.” The VP also vouched to continue work-

gral part of the history of America . . . the

leave, and affordable childcare.

in closing, she assures Guerrero that the

ing on addressing healthcare, paid family When asked about her home state of

“[In] the first twenty-two months we took

California, where almost half of the resi-

Latino unemployment went from 8 percent

and what the state bodes for the future of

office, millions of people were unemployed,

“California is a microcosm of the United

dents are of Hispanic or Latino ancestry,

embodiment of the American Dream.” And, story of Latinos in the US will be enduring.

Perhaps Harris’s groundbreaking appoint-

ment will lead to the first Latina, Latino, Latinx, Latine, etc., in the Oval Office.

92 Conversations at the Top

TKTKTKT

The VP speaking at a moderated discussion at the University of New Mexico.

93 Hispanic Executive

The VP boarding Air Force Two.

Scan the QR Code to be taken to The New Majority podcast episode.

Governor of New Mexico Michelle Lujan Grisham, Air Force Officers, and local representatives await the VP’s descent.

94 Leading Latinas

95 Hispanic Executive

Our 2023 Leading Latinas are pioneers who paved their own path—from Wall Street to Main Street—and now light the way for the next generation

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FEATURING

96 DANIELLE KARCZEWSKI Eisai Inc. 102 CYNDI RAMIREZ-FULTON Chillhouse 106 JOMYSHA DELGADO STEPHEN Barnard College 111 NATY FIGUEROA bp 115 MELISSA URIBES Trimble 118 ABIGAIL FRANCO T-Mobile 124 MARIE QUINTERO-JOHNSON The Coca Cola Company 129 MONICA MANOTAS Thermo Fisher Scientific 134 ADELA CEPEDA BMO Financial Group 134 PAULITA PIKE Ropes & Gray 134 EMMA RODRIGUEZ-AYALA LGIM America

96 Leading Latinas

THE LONG ROAD TO

In-House Counsel

Danielle Karczewski, assistant general counsel at Eisai Inc., shares how the many challenges she’s faced have made her a better lawyer and a better person

BY ZACH BALIVA

L Danielle Karczewski Assistant General Counsel of Employment and R&D Eisai Inc.

LONG-TERM SUCCESS IN AN IN-HOUSE legal role requires one to pivot, adjust, and reinvent oneself time and time again.

Danielle Karczewski, an assistant general

counsel of employment and R&D at Eisai Inc. since 2011, is up for the challenge. She’s been through the fire and knows how transformative a challenge can be.

“I’ll admit that I’m a work in progress,”

Karczewski says candidly. “I’ve had to navi-

gate plenty of difficulty, and I like to think that each adverse situation makes me stronger as a lawyer and as a person.”

Karczewski, who is of Puerto Rican

COURTESY OF DANIELLE KARCZEWSKI

descent, was born in the Bronx and lived in the borough until she moved with her parents

to New Jersey at age nine. Although she prefers to think that she honed the skills of

logic and debate in her childhood, others told her that she simply liked to argue. Either way,

the young Karczewski got the idea of going to law school by middle school.

97 Hispanic Executive

98 Leading Latinas

FIVE SIMPLE RULES FOR LIFE In recent years, Danielle Karczewski has learned a lot about her work, her family, her coworkers, and herself. Here are a few reflections from the journey that she tries to implement daily:

1.

2.

3.

4.

5.

Shortly after her time at Rutgers Law School, Karcze-

wski joined Lowenstein Sandler PC as an attorney. While

she loved the firm and many of her colleagues, she experienced her first major test when she realized how much she

disliked litigation. “I thought I wanted to leave the legal Learn to read the room. There is a time to speak and a time to sit and observe. Maturity is knowing how to change your delivery based on your audience.

industry and wondered if I had made a horrible life choice,”

she explains. Self-doubt crept in. Did she follow others’ expectations? Had she even considered other options? Was she good at her job?

At the same time, Karczewski felt a lot of pressure.

Mistakes are not the end of the world. Most mistakes are fixable and will usually lead you to improvements.

After all, she had “made it” as a female minority. She had a prestigious job, a supportive firm and bosses, and a law

school degree, with all the student loan debt that went Admit when you don’t know something—nobody should shame you for it. Be honest. Be willing to learn.

Stay humble.

along with it.

After a period of ref lection, Karczewski decided to

stay in her career but pivoted to an in-house role to move away from the gamesmanship of litigation and the stress of firm life. “When I moved in-house, I found something

Don’t be afraid to crack jokes and have fun. Otherwise, your days will be miserable.

that catered to my passion of actually practicing law from my strengths. I was able to focus more on giving strategic advice to help a company fulfill its mission and carry out its vision,” she says.

Eisai Inc. is a human healthcare (hhc) company bring-

Take the leftovers. You’ll be glad you did.

ing together science, technology, and real-world expertise to positively impact the lives of people living with cancer,

Alzheimer’s disease, and other neurodegenerative diseases.

Its brands include Halaven, Lenvima, Fycompa, Banzel, and Dayvigo. Its parent company Eisai Co. Ltd., headquartered

99 Hispanic Executive

“I’ve had to navigate plenty of difficulty, and I like to think that each adverse situation makes me stronger as a lawyer and as a person.” in Tokyo, Japan, has more than ten thousand

the full range of her expertise. She is involved

in annual revenue.

tem solutions, privacy, and internal investi-

employees worldwide and nearly $760 billion Eisai is focused on more than manufac-

turing pharmaceuticals and delivering medi-

cines to patients. The company’s CEO has developed the company’s human healthcare

mission. This concept means to give one’s

first thought to patients and their families, to increasing the benefits that healthcare

in employment issues, R&D matters, ecosys-

gations. In her role, she supports business partners and leaders across the organization.

Since the start of the pandemic, she has also

worked with cross-functional colleagues to address COVID-19 issues at the company and develop related processes.

During her tenure, Karczewski has

provides, and to addressing diverse health-

looked for opportunities to help contribute

patient satisfaction before revenues and earn-

function at a pharmaceutical company, and

care needs worldwide. The hhc concept places ings and asks employees to put patients first, to listen to and learn from them. The hhc

mission also means that doing what’s right for patients should drive business results.

After more than a decade at Eisai,

Karczewski now has a broad role that uses

to the hhc mission. “Legal may be a support

although we don’t get daily patient contact,

we can still use our legal skills to further the

mission of this organization in a way that impacts the people we serve,” she says. In

recent years, Karczewski has helped create a wills clinic in which legal team members

100 Leading Latinas

“I’VE NEVER BEEN AFRAID TO RAISE MY HAND FOR NEW THINGS. I’VE LEARNED THE IMPORTANCE OF SAYING YES.” volunteer to draft wills, trusts, and

take on R&D responsibilities when

people impacted by cancer and other

ment process. She’s since general-

other important legal documents for serious conditions. This wills clinic is

now Magnolia Purpose in Planning, an important part of Eisai’s Magnolia

program, which is itself the embodiment of the hhc mission to help meet

the evolving needs of patients and their families.

The diversity of work that comes

through the legal department keeps

the role evolved during the recruitized her legal support, at one point even serving the company’s Brazil-

ian affiliate. She and her team have also learned to support a growing company as it “thinks beyond the pill”

and moves into creating innovative devices, tools, and resources for new and existing customers.

Karczewski has faced other trials

Karczewski engaged. She’s pushed

as she’s built her career. As a former

change over more than ten years by

member of the Hispanic Bar Asso-

herself to learn, evolve, grow, and

volunteering for new assignments.

“I’ve never been afraid to raise my

hand for new things. I’ve learned the importance of saying yes,” she says.

Karczewski originally responded

to a job posting for an employment lawyer but quickly agreed to also

board member and current general ciation of New Jersey, she remem-

bers a time when she was one of the few diverse women attorneys at

her law firm. Back then, she felt a self-imposed need to stay quiet and

blend in. Now, she’s found her voice and confidence.

101

Congratulations

Danielle Karczewski,

Assistant General Counsel at Eisai, Inc for this well-deserved recognition of your exceptional leadership and expertise.

She draws on that confidence

to navigate other challenging situations. Karczewski worked hard to

help develop and lead parts of Eisai’s COVID-19

response

when

the

pandemic hit. At the same time, she was dealing with parenting an ener-

getic toddler, navigating divorce and

Focused on labor and employment law since 1958, our 950+ attorneys located in major cities nationwide consistently identify and respond to new ways workplace law intersects business.

co-parenting, selling a house, buying another, and moving.

What has the era taught her?

“Compassion for others,” she says. “I’m more empathetic today, and that fits at

Eisai because empathy is woven into everything we do here.” Karczewski

knows that conflicts and challenges will likely continue to come her way,

Gregory T. Alvarez Principal 200 Connell Drive, Suite 2000 Berkeley Heights, NJ 07922 Gregory.Alvarez @jacksonlewis.com 908-795-5124

fulfill its important mission of improving outcomes for people with cancer and neurodegenerative diseases.

At E i s a i , eve r y t h i n g w e d o i s g u i d e d by a s i m p l e principle: patients and their families come first.

We s p e n d t i m e w i t h t h e m . We l i s t e n a n d w e l e a r n a b o u t t h e i r l i ve s , t h e i r d e s i re s a n d t h e i r g re a t e s t n e e d s . We c a l l t h i s h u m a n h e a l t h c a re o r hhc, giving first thoughts to patients and their families and helping i n c re a s e t h e b e n e f i t s h e a l t h c a re p rov i d e s .

I n h e r ro l e a s A s s i s t a n t G e n e r a l Co u n s e l , Da n i e l l e K a rc z e w s k i e m b o d i e s our hhc mission: putting people first to help a d d re s s u n m e t n e e d s within the communities t h a t w e s e e k t o s e r ve .

Co n g r a t u l a t i o n s , Da n i e l l e !

TO LEARN MORE,

but she’s survived a tough period. Now,

she’s ready to help Eisai continue to

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102 Leading Latinas

ALL HAIL

the Queen of Chill

Self-made founder, restaurateur, and influencer Cyndi Ramirez-Fulton shares lessons on the art and business of self-care and making wellness accessible

BY BILLY YOST

RIVER CALLAWAY

103 Hispanic Executive

Cyndi Ramirez-Fulton Founder and CEO Chillhouse

104 Leading Latinas

T SUCCEEDING IN BUSINESS AND IN LOVE Cyndi Ramirez-Fulton and her husband, Adam Fulton, are business partners who built a blossoming business (and a family) in the middle of a pandemic.

The power couple met while working in hospitality and have nurtured a way of working that works for them both.

“It took us a long time to get to a good place as business partners. We have complementary skills which make us good partners. He’s not aware of some of his flaws, and I have no flaws,” she says, laughing, “but I think we’ve made this work very well.”

THE FOUNDER AND FACE OF CHILLHOUSE, a beauty and self-care brand with flagship locations on either side of the Atlantic Ocean,

wants to make a self-care routine affordable to more than just those with the luxury of time

and money. Cyndi Ramirez-Fulton remembers the not-all-that-long-ago Goop days

(where customers can partake in face, nail,

massage, and infrared sauna services), Chillhouse opened a second location in Paris.

Housed within Galeries Lafayette’s Wellness Galerie, the official opening coincided with Fashion Week in Paris in September 2022.

“We’re excited to see if we can be part of

when the idea of wellness and beauty was only

shifting and shaping trends in the heart of

and higher.

if we can get the Parisians to love nail art and

one afforded to those with six-figure incomes “Chillhouse has flipped that idea on its

head,” Ramirez-Fulton says. “Self-care is for everyone. I think we’ve built a space that people were really, really needing.”

fashion,” Ramirez-Fulton says. “I’m curious press-ons as much as we Americans. That’s a

personal fascination of mine, and it’s been a very fun project to take on.”

It’s important to consider just how young

Chillhouse is both a physical location

of a brand Chillhouse is. Its press-on nails

The company’s biggest success to date is its

ately picked up by Urban Outfitters. “Urban

and an incredibly successful product brand.

long-lasting press-on-nails, but there is a growing list of nail, skin and body, and lifestyle products as the young brand continues to evolve and expand.

While the products may not break

the bank, Chillhouse has sought to create

launched in August 2020 and were immedi[Outfitters] has always been really quick to jump on interesting brands,” RamirezFulton ref lects. “That’s part of why I love

them, and it seemed like a perfect match for us right out of the gate.”

The press-ons have been such a success

a high-end experience for its brick-and-

that they’re nearly outselling Chillhouse’s

store in New York City’s SoHo district

accomplishment for a brand that was initially

mortar customers. Along with its flagship

brick-and-mortar services. It’s an incredible

105 Hispanic Executive

“Sometimes what you need is a conversation, not a face mask.

We want to be able to be that place for people.” time job, and it would set the tone for the rest

of her future. Two years later, Ramirez-Fulton would make the leap into entrepreneurship.

It took a few tries, but Chillhouse would

come to life. It’s not just a location, and it’s not just a product. Ramirez-Fulton created The Chill Times, a media branch of Chillhouse

concerned more with creating an experience

where subscribers can learn about beauty,

“What we prided ourselves on was our

nation during the pandemic, but the founder is

rather than a product.

one-on-one interaction with our clients,” Ramirez-Fulton says. “You have a curriculum

in place and a relationship established. With products, you don’t get to have that one-on-

health, and wellness. It had to go into hiberhoping to bring it back with a broader focus. “I want it to be a giveback element and incorporate more mental health resources,” she says.

The founder and CEO continues, “I

one interaction with every person that comes

think it’s important for brands to have more

scary. You need to make sure that whoever

There are so many conversations we can

in contact with your brand, so it can be a little

is selling your product is doing your brand justice. But to be honest, I can’t believe we’ve made it this far this quickly.”

Ramirez-Fulton jokes that she dropped

substance than just what they’re selling. have with our community, and that’s why I’m

excited to build a new hub for it and get it back into the world.”

Chillhouse is already on the right track.

out of fashion marketing school twice. As the

Ramirez-Fulton says that seeing the different

knew she belonged in the space. She just

at its physical locations reminds her that there

daughter of an aesthetician, Ramirez-Fulton wasn’t sure how. “Frankly, I was a bit of a

party girl,” she admits. “I bartended for several years, and I loved the hospitality space. But

the hours were killing me and weren’t what I wanted from my life.”

She was able to wrangle a valuable intern-

ship in a fashion technology consultancy

through a connection that was willing to take a chance on her. It was her first and only full-

shapes, shades, and backgrounds of the people

needed to be a more inclusive and holistic place

for people to learn about beauty and self-care, a

place they could afford to visit. “I want people from all backgrounds to feel at home walking into a Chillhouse,” she says. “You don’t need

to feel guilty about having a bad day or not taking care of yourself today. Sometimes what you need is a conversation, not a face mask. We want to be able to be that place for people.”

106 Leading Latinas

PROTECTING THE Jomysha Delgado Stephen, EVP and general counsel at Barnard College, helps her historic alma mater prepare the next generation of women leaders

Alma Mater

TKTKTKT

BY ZACH BALIVA

107 Hispanic Executive

CARRIE GLASSER

Jomysha Delgado Stephen EVP of the College and General Counsel Barnard College

W

108 Leading Latinas

WHEN IT OPENED ITS DOORS IN 1889, Barnard College was one of the only places in

the United States where women could receive the kind of high-quality education usually reserved for men. Then, its fourteen female

students met in a brownstone building near Grand Central Station. Now, the college has

capacity in 2003, but the four years Delgado

known as one of the best liberal arts schools

and literature at the college most inform the

about three thousand undergraduates and is in the nation.

With 10,395 applicants and 1,192 admits

in the class of 2025, Barnard is one of the most

Stephen spent studying Russian language work she does as Barnard’s chief administrative and legal officer.

In that role, Delgado Stephen devel-

selective colleges around. Students clamor to

ops policies, provides legal guidance, and

Barnard Center for Research on Women, the

human resources, emergency services, and

study at renowned academic centers like the

Digital Humanities Center, and the Athena

Center for Leadership. Over its more than 130 years of history, Barnard College has

built a strong reputation in higher education and produced notable graduates like Joan

Rivers, Martha Stewart, Twyla Tharp, and Zora Neale Hurston. It also produced Jomysha Delgado Stephen who says, “the experi-

ence at Barnard was transformative and [gave me] access to things that I didn’t even know.”

Today, Delgado Stephen is the college’s

executive vice president and general counsel.

She joined the organization in a professional

oversees offices like those of the president, community accountability. As a former Barnard student, Delgado Stephen is inextricably linked to the college’s mission. The

historic college was once a “unique place,” says the EVP. “We [were] providing learning to women, who might not have been able

to attend other institutions. Now, we are the most selective women’s college in the country with an 8 percent admissions rate. Despite

the ability to go anywhere, our students still choose to come here.”

Delgado Stephen grew up in a Puerto

Rican family living in New York City. She

109 Hispanic Executive

Congratulations

Jomysha Delgado Stephen,

Barnard College’s Executive Vice President of the College and General Counsel, for this well-deserved recognition of your exceptional leadership and expertise. attended the city’s public schools and seized

require attention and focus. While Delga-

Bronx High School of Science. In Barnard,

between work and life, she also communi-

the opportunity to go to its specialized the first-generation college student found a

new world filled with wonderful mentors, gifted faculty, and dedicated students. After

a foundational four years, she continued

on to Columbia University School of Law

before starting her career in commercial real

do Stephen maintains a healthy balance cates her work commitment to her children.

“I’m thoughtful about how I spend my time,

and I’m very dedicated to the work I do for Barnard,” she says. “My kids know that this is not just work for me, it’s a mission.”

In regard to her acceptance of this

estate law at some of the top firms in NYC.

prestigious, mission-driven role, she says,

and you’ll see a framed piece of art that

this is a college with a great mission of

Walk into her office on campus today,

poses one simple question. “What would

you do if you were not afraid?” The sign

reminds Delgado Stephen to be bold in her professional and personal lives alike.

At work, she’s leading teams and shat-

“As counsel we keep the doors open, and educating young women to be next generation of leaders. As a Latina who benefit-

ted as a part of this community, I wanted to be part of that.”

That mission comes with inherent

tering barriers as the first Latina to

challenges. A college campus operates as a

ranking Latina in the college’s history. At

of lurking legal issues that could surface at

hold the top legal seat and the highesthome, she’s raising two problem-solvers and future leaders of her own. Both jobs

miniature city of its own with a wide array any time. Those working in higher educa-

tion often find themselves on the leading

Focused on labor and employment law since 1958, our 950+ attorneys located in major cities nationwide consistently identify and respond to new ways workplace law intersects business.

Melissa K. Ostrower, Principal 666 Third Ave., 29th Floor New York, NY 10017 Melissa.Ostrower @jacksonlewis.com 212-545-4000

©2022 Jackson Lewis P.C. Attorney Advertising | jacksonlewis.com

110 Leading Latinas

“MY FAMILY COULDN’T HELP ME ACCESS AND NAVIGATE COLLEGE, BECAUSE THEY DIDN’T KNOW IT, SO TODAY I GET TO ENSURE BARNARD CONTINUES TO BE ACCESSIBLE TO PEOPLE LIKE ME.” edge of the day’s most controversial issues

As a child, Delgado Stephen lived just

employees are non-white, and 17 percent are

years before they hit the corporate world or

blocks away from Barnard. She says that

tapped to provide expert opinions on affir-

a top-level college education seemed out

special day for Barnard. Degree candidates

access and navigate college because they

congratulations as they graduate with majors

other spaces. Barnard’s experts have been

mative action, women’s reproductive rights, and other key topics. The school started

admitting transgender women in 2016. In October 2022, officials announced that Barnard will give students access to abortion pills. Delgado Stephen was an integral part in both initiatives and leads the team

working to address Barnard’s response to the SCOTUS decision on affirmative action.

although she lived within walking distance, of her reach. “My family couldn’t help me

didn’t know it, so today I get to ensure Barnard continues to be accessible to people

like me,” she says. Delgado Stephen lever-

Hispanic or Latino.

Wednesday, May 17, 2023, will be a

will cross the commencement stage to receive like biology, computer science, political

science, and history. When the ceremony is over and the degrees are conferred, Delga-

ages her reach as EVP to create pathways

do Stephen will take a short break. Then,

the entire college, as well as in her own legal

to welcome the next class of future leaders

for professional development throughout department. Fifty percent of Barnard’s 891

she’ll get back to work and prepare herself coming to campus in the fall.

111 Hispanic Executive

A NET

Zero

FUTURE

Naty Figueroa is a key player in bp’s commitment to net-zero carbon emissions and an example of first-generation determination

BY FREDERICK JERANT

RISING FROM HUMBLE CIRCUMSTANCES requires grit and determination. In Naty

Figueroa’s case, it also required a willingness to take some atypical paths.

“Both of my parents were born in Puerto

Rico,” says the vice president of refining and

products trading Americas at bp. “They came

to the United States in their teens and were

factory workers. At the time, neither of them

called up for brief periods each year. “My

longest stretch was serving in Germany,

which was an amazing experience. The mili-

ciliation (the scheduling and movement of

being courageous and speaking up, striving

West Africa, Latin America, Europe, and the

tary has values similar to bp’s as far as respect, for excellence in what you do, and realizing you have leaders who lead, but it’s the whole team that wins,” she says.

Her exposure to military life benefitted

had completed high school, but they insisted

her in other ways, like teaching her to think

anything I wanted to be.”

adversity, and inspiring her to develop a sense

that I would go to college, and that I could be She did well in high school, but the spec-

ter of college tuition haunted the family. “I was pretty naïve,” she recalls. “I could have

applied for scholarships but didn’t and I also

things through, encouraging her to overcome

of courage and integrity. “I also saw different

After enlistment and training, Figueroa was

zational and financial analysis activities. She

also earned her master’s degree in accounting and financial management from the Keller

Graduate School of Management and became a certified public accountant.

In her current role, the VP is respon-

(gasoline, jet fuel, diesel, etc.) within Cana-

accounting firm. She joined bp in 2002 as a

service commitment was relatively smooth.

gies, marketing and origination, and organi-

Figueroa earned a bachelor’s degree in

my own style,” she says.

Illinois National Guard. “The Guard paid for been able to afford otherwise,” she says. Her

US) as well as roles focused on trading strate-

sible for regional commercial performance

accounting from Northern Illinois University

my college education, which I wouldn’t have

bp’s products all over the world, including

types of leadership, which helped influence

didn’t want to go into debt.”

Her solution? An eight-year stint with the

Over the next twenty years, she secured

roles in accounting, credit, inventory recon-

and landed an internship with a prominent

crude settlement and inventory analyst. But she saw numerous opportunities to apply her

accounting background in different areas of the company and went after them.

and risks for bp’s oil and refined products da, Latin America, and the US, including all

regulatory and compliance issues. Her scope also includes an operations team, a market-

ing and origination team, and various indirect reports from supporting functions.

Figueroa and her team are also a key player

in the company’s new ambition to be a net-zero

TKTKTKT

R

112 Leading Latinas

113 Hispanic Executive

Naty Figueroa VP of Refining & Products Trading Americas bp

company by 2050 or sooner, and to help the world get to net-zero. In a prior role as glob-

al biogas senior manager, she was involved in efforts mitigating their carbon footprint. “We

were given a blank page,” she says, “and the chance to develop emission-reduction tactics.”

But in 2020, the company announced its

ambition to reach net-zero emissions by 2050,

and not only in the products it sells: it aims to be net-zero on an absolute basis across its

entire operations and in its upstream oil and gas production—even lifecycle greenhouse gas emissions—by that year.

That represents an enormous opportuni-

ty. As Figueroa explains, the company will

work closely with customers to support their own decarbonization goals. Pointing to her experience in biogas as an example, she says,

“We might work with a city to take methane gas emitted by its landfills and process it into

a renewable source of natural gas, eventually building a portfolio of low-carbon products.”

Figueroa is a strong advocate for diver-

sity in the workplace, particularly when it comes to women, Latinxs, and military

veterans. “I’d love to see my trading f loor

JACLYN SIMPSON

be more diverse,” she says, “so that it better

ref lects the community in which we live and work. We’re not there yet, but we’re making progress. The early careers team recruits

heavily at major schools, but I often remind

114 Leading Latinas

“I’d love to see my trading floor be more diverse so that it better reflects the community in which we live and work. We’re not there yet, but we’re making progress.” bp’s ambition is to become a net zero company by 2050 or sooner, and to help the world get to net zero. bp has a larger economic footprint in the United States than anywhere else in the world, investing more than $130 billion in the economy since 2005 and supporting about 245,000 jobs.

them to also check out the talent in our

For more information on bp in the US, visit www.bp.com/us.

our business,” she says, “but science, tech-

own backyard.”

She’s also supportive of bp’s commit-

ment

to

working

with

community

and educational partners to encourage

students and underrepresented minorities

“I always want to be mindful of

underrepresented

people,”

she

adds,

“whether in terms of gender, ethnicity, or

military status. I’m always eager to give advice to anyone who asks for it.”

Figueroa advises potential leaders to

to pursue science, technology, engineer-

build solid networks. “If you want success,

provides digital resources from science

people,” she says. “Show them who you

ing, and math (STEM). The company

experiments to college and career guides.

“Engineering is obviously important to nology, and math also play key roles in our development and progress.”

The company’s support of STEM

parallels

Figueroa’s

own

professional

life. “Early in my career, I learned that

it’s important to work hard—but just as

you must meet with different kinds of are and what you know because if they

don’t know you, they won’t be able to help support you in career progression.

“Be ready to make a little noise about

your accomplishments,” she continues.

“I’m an introvert, so I know that can be

difficult, but you need to get out of your comfort zone.”

And don’t be afraid of failure.

important to build a network of people you

“Everyone has fears, and everyone fails—

pull you along when you need it. I wouldn’t

always put pressure on ourselves, and

can count on. Someone who will always be where I am today if I hadn’t had that kind of support,” she says.

but that’s when you learn the most. We

that kind of vulnerability can really work against you.”

115 Hispanic Executive

A PEOPLE

Person Trimble and Melissa Uribes are paving the way, not just in industrial technology but within the organization with new initiatives designed to target bias and increase diversity

BY GIOVANNI PERRY

M

116 Leading Latinas

Melissa Uribes VP of Talent, Diversity, Equity & Inclusion Trimble

of the term talent acquisition. “I don’t think

it’s about acquiring people,” she muses. “I think it’s really about presenting opportuni-

Our technology solutions are making the

can often lead to unconscious bias because we’re

tive at providing positive outcomes.”

background, same experiences, and same types

world more efficient, safer, and more effecIn today’s world, food supply is a topic

ties where people can contribute, grow, be part

of importance and farming is a profession

vice president of talent, diversity, equity, and

ers—but Uribes says Trimble’s technological

of the organization, and feel challenged.” As inclusion at Trimble, Uribes does not want employees to simply pass through the doors on their way to something else; she wants to be a

driving force, helping to grow their careers as a part of the Trimble organization.

Trimble is an industrial technology

company based out of Westminster, Colorado.

Uribes has been there for seven years, having transitioned into her new VP role two years

that is struggling to attract next-gen workendeavors can shift that narrative. “These

are actually very technologically sophisticated industries, and Trimble is at the forefront

only looking for candidates that have the same of education that we’ve seen for many years. By

using a cutting-edge, well configured technolo-

gy platform, rather than focusing on a specific profile, we can search for skills that may come

from a variety of unique candidate experiences and combat unconscious bias.

“We, of course, still use interviews to

of bringing that tech to those industries. It’s

meet the candidates and make selections,” she

technologically enabled ways to do the work

is increasing our ability to identify a broader

not old farming, or construction—there’s and it’s a pretty rewarding job if you want to be in tech and do something that makes a

continues, “and the addition of new technology range of diverse talent pools.”

Entrepreneurial even at a young age,

bigger difference in the world.”

Uribes constantly imagined being in business.

forward-thinking brand: she utilizes her posi-

thinking to a new level: the introduction of a

product, invent something, or buy a small busi-

well known within different communities.

one way Trimble is working to “cast a wider

ago. Uribes stresses the importance of such a

tion to ensure Trimble and its technology are “We’re not a flashy company,” she says.

“We speak up intentionally. Our company is very focused on digital transformation

because we work with some of the most

important industries in the world right now.

One new initiative takes forward-

talent and recruiting platform technology is

net” for candidates who would otherwise get lost in the shuffle. “Historically, companies look at a résumé and are often looking for

a specific profile of a person who has been successful in that job,” Uribes explains. “This

“I always thought that I was going to go start a ness and do really well with it.” Understanding

the importance of experience and wanting to

learn from her seniors, Uribes began working for several large corporations.

She worked a variety of HR roles, from bene-

fit program management to recruiter to labor

relations. She was pleased to find that she was

COURTESY OF MELISSA URIBES

MELISSA URIBES HAS NEVER BEEN A FAN

117 Hispanic Executive

“If you don’t have a strategic focus on how you create experiences for the people who work for you, then I don’t think your business can be successful in the long run.”

in the US. It’s personal to me because, like

everyone, I want my kids and grandkids to have opportunities and not be limited based on access, income, or education.” This, says

Uribes, is what motivates her every day in

leading Trimble in powerful new initiatives designed to help their company reflect the

diversity of global groups as well as those within their own communities.

When asked how she manages to push

through adversity and opposition, Uribes particularly skilled when it came to partnering

Collaborating is what Uribes does; she

with businesses to help them understand the

loves it. “In my work, sometimes I’m help-

it fostered the innovation and entrepreneurial

manager, sometimes it’s a new employee. I

“people side” of their business strategies, and mindset she craved early on. “Your company is

only as good as your people,” she says. “If you don’t have a strategic focus on how you create

positive experiences for the people who work for you, then I don’t think your business can be successful in the long run.”

Uribes is savvy both in people and busi-

ness, and under her leadership DEI has begun partnering with those whose full-time mission includes helping to represent low-income and

underrepresented communities. One part-

ing an executive, sometimes it’s a front-line

Uribes credits her parents with teaching

ways. They raised me and my siblings to be

her leadership style is one that hinges on two equal parts, the first being collaboration. “In order for people to follow you, they have to feel

like they’re a part of it with you. A lot of people in leadership are tasked with implementing changes. The only way to get through change is by being really collaborative.”

The

second

part?

Communication.

people respond differently; some people

where they took nontraditional applicants and

if you’re resilient you can keep going.”

people from A to Z.” So, it’s no surprise that

where you get the opportunity to get to know

Denver, Colorado. “We’ve been very proud “One of the things we did was sponsor a class

a plan to get there. It won’t always be easy, but

her this skill. “I had amazing parents,” she

“You have to communicate frequently—but

to be a strong partner of theirs,” the VP says.

you know where you want to go, you can make

don’t think there are many positions like HR

ner is ActivateWork, a nonprofit recruiting, training, and coaching firm based out of

stresses the need for vision and resilience. “If

it’s not always easy,” Uribes says. “Some require different forms of communication.

But I think it’s key. You’re never going to

says. “They’ve been my heroes in so many intentional and very resilient. That resiliency I

learned at home, but also in business. It takes

time.” Uribes says she once heard an interview

in which Jennifer Lopez simply said, “Keep going.” The sincerity of the phrase resonated

with her. “I’ve always liked that,” Uribes says, laughing. “You have hard days and you have

really great days too. You just have to keep going. A motto I share with my teams is to

focus on ‘relentless progress forward’: as long as we’re moving forward, we should be proud of our work on any given day.”

That’s exactly what Uribes plans to do.

over-communicate; I don’t think that exists.”

The VP says technology isn’t going anywhere

ing program, and now we’re hiring a subset

opportunities and the disparity gaps within

out the balance between leveraging technology

starting at the end of this month in July. We’re

is Mexican American. He immigrated to the

put them through an eighteen-week train-

of those candidates within Trimble. They’re excited to have these employees join Trimble!”

As a Latina, Uribes says the lack of

the community still discourage her. “My dad

US. My mom was a multigenerational Latina

in future. “It’ll be really important to figure while not losing the importance of the ‘people connection.’ I’d love to continue exploring how companies can do that really well.”

BIGAIL 118 Leading Latinas

COURTESY OF T-MOBILE

Abigail Franco Senior Director of Digital Product & Innovation T-Mobile

119 Hispanic Executive

BECOMING

Abigail Franco TKTKKTKTKTKT

Despite incredible accomplishments, it took years for the T-Mobile senior director to understand her true value as a leader

BY BILLY YOST

I IF THERE’S ONE THING ABIGAIL FRANCO

12 0 Leading Latinas

While pursuing her undergraduate degree

could change, it would be the time it took to

in computer engineering, Franco became used

the very beginning when Franco was sent to

color, in the room. Fortunately, it provided

realize her own potential. It’s been there since live with her brothers and sisters in the Unit-

ed States, away from her native El Salvador where civil war and the threat of violence were all too present.

The now senior director of digital prod-

to being the only woman, let alone woman of the future leader with a passion for how technology could fundamentally change the lives

of people around the world—a passion Franco has leaned into throughout her career.

Driving innovation at T-Mobile includes

uct and innovation at T-Mobile was imbued

always trying to anticipate what humans

Franco had to enroll herself in school, act as

now. The metaverse, Web3, virtual reali-

with responsibility at the young age of ten. her own cheerleader and tutor, and navigate all the complexities of an immigrant grow-

ing up in another country with only the

oversight of siblings who were also trying to

will be living like five-to-ten years from

ty, and finding ways to create meaningful connections between consumers and products are all top of mind.

Franco’s teams are working to develop

find their own way.

ways to help customers experience shopping

sacrifice to get me to this country, and fail-

accessorize a product with their favorite outfit

“I knew that my family had made a great

ure was not an option,” Franco explains. “I

became obsessed with making my family proud. There was never anyone asking me about school or how it was going, so I had to do it myself.”

in a different way, like being able to digitally

from the comfort of their own home. “We’re

looking at all sorts of interesting ways to help

our customers interact with products in a way that feels real and personal to them before they even get into the store,” Franco says.

12 1 Hispanic Executive

“I just learned that if I don’t see myself as valuable, I cannot help others who need help recognizing their own worth.”

How could someone with such drive,

Fortunately, Franco is determined not

self-determination, and capacity for achieving

to let history repeat itself. Her true moment

a woman in the 2000’s tech ecosystem.

Google’s #IAmRemarkable training, a work-

great things ever doubt themselves? Try being The list of isolating and dehumanizing

experiences Franco experienced in her rise are

too many to count. She says the experiences could fill pages, but she only mentions them now in hopes of creating a more equitable path for women in the tech space.

Franco has been told to her face that

she doesn’t “look like a director.” She’s been constantly interrupted and talked over in

meetings where her experience and position

of self-actualization came after attending

shop designed to help women and minorities better adapt to challenge the social percep-

tion around self-promotion and increase the

capacity for self-advocacy. “I just learned that if I don’t see myself as valuable, I cannot help others who need help recognizing their own

worth,” she explains. “I am my own worst critic, and I think a lot of people put up barriers in

fear that others will see what we think we see.”

Franco’s empathetic and people-focused

should have been prized. But it wasn’t about

leadership has been emboldened by recog-

you should have to mention your title for

has created several groups for women within

rank or hierarchy to Franco. “I don’t think

people to pause and let you speak,” she says.

“I think it’s sad that I’ve noticed having a little more room to speak as I’ve risen up

the chain, and I don’t think things have changed as quickly as they should. That’s

why I’m so passionate about mentoring other women.”

nizing her own worth. The senior director

the organization she’s worked for to connect, communicate, and come together to realize that they’re not alone. And when it comes

to formal mentorship, Franco has so many

consistent mentees that she has to secure

additional mentors due to the overflow. “Even though I’m mentoring so many people right

12 2 Leading Latinas

“IT DOESN’T MATTER WHAT LEVEL YOU’RE AT, I THINK YOU CAN ALSO PROVIDE IMPORTANT MENTORSHIP TO SOMEONE ELSE.” now, I’ll still always take the call or meeting

Her vision to bring growth opportunities to

someone I can connect them with,” Franco

tion to each and every one of us.”

and learn about the person and then think of says. “It doesn’t matter what level you’re at, I

underrepresented communities is an inspiraFranco is excited to have T-Mobile head-

think you can also provide important mentor-

quarters hosting the Latinas in Tech Seattle

The senior director adds that she wish-

chance to create networking opportunities,

ship to someone else.”

es she would have understood the value of mentorship earlier in her career. It’s like

investing in a stock: the earlier you get in, the

chapter for an upcoming event, yet another share experiences, and embolden women of color in the technology space to rise.

It may have taken Franco some time

higher the payoff will be.

to believe in her own capacity, but she now

ple digital transformation and innovation

leadership, true empathy in action, and the

“We have worked with Abigail on multi-

programs over the years,” says Anand Swam-

inathan, executive vice president and global industry leader of communications, media,

wants to be an advocate for others. It’s selfless sign of someone who has experienced struggle and has emerged as a better person.

“Trust yourself, build your self-confi-

and technology at Infosys. “What stands out

dence, and never speak to yourself in a way

ity, love for customers, and encouragement

and care about,” Franco says. “It took me too

is her unique leadership style driven inclusivto innovate. She has always moved the team forward and delivered exceptional outcomes.

that you wouldn’t talk to someone you love long to see the person I am, but that doesn’t have to be the case for you.”

Shaping The Digital Fabric By

Weaving The Threads Of People, Planet, Prosperity & Partnerships To Produce Lean, Purposeful, And Digital Growth

T-Mobile

Communications, hi-tech, media, and entertainment industries form the foundational layer of our society's digital reality. Infosys, as the ecosystem integrator, weaves together a synergetic digital fabric that addresses common challenges and amplifies their opportunities.

www.infosys.com

124 Leading Latinas

A Sparkling After thirty years at the Coca-Cola Company, Marie Quintero-Johnson is as excited as ever about the company, its beverages, and its ongoing evolution in the global marketplace

PAST AND FUTURE

TKTKTKT

BY NATALIE KOCHANOV

12 5 Hispanic Executive

COURTESY OF MARIE QUINTERO-JOHNSON

Marie Quintero-Johnson VP and Director of Global Mergers & Acquisitions, Insights, and Real Estate The Coca-Cola Company

E EVEN BEFORE SHE JOINED THE Coca-Cola Company in 1992, Marie Quin-

tero-Johnson had a strong fascination with the brand—so much so that Coca-Cola was

one of the only places she could envision herself working after graduate school.

“At the time, Roberto Goizueta was the

12 6 Leading Latinas

tion. As head of mergers and acquisitions (M&A) for the past two decades, she has

played an undeniable part in both extending that reach and evolving the company’s business strategies to align with ever-changing markets the world over.

Before landing at Coca-Cola, Quinte-

CEO. He was Cuban, so he was an icon

ro-Johnson studied accounting, interna-

ro-Johnson, whose parents immigrated to

University. When she realized that public

to the Cuban community,” says Quinte-

the United States from Cuba. “I grew up drinking way too much Diet Coke––well,

I don’t know if too much is ever a thing, but a lot of Diet Coke. So I always had a great affinity for the company.” And it’s

no surprise, as Coca Cola is the import of choice throughout Latin America. The

average Mexican, for example, drinks more than seven hundred cups of Coca-Cola a year—nearly double what Americans drink.

Beyond her genuine love of Coca-Co-

la’s products, Quintero-Johnson appreciates

the global reach of the beverage corpora-

tional business, and French at Georgetown accounting was not for her, she returned to school, earning her MBA from the University of Virginia. It was during her gradu-

ate studies that she first connected with Coca-Cola on a professional level. “They

needed someone who spoke Spanish to intern in their finance area,” she says. “I started my journey with Coca-Cola working in financial services, supporting a Latin America team.”

Quintero-Johnson’s early experiences at

Coca-Cola exposed her to a variety of areas

across the finance function. She handled

12 7 Hispanic Executive

“I always tell people that your work should fit into your life; your life shouldn’t fit into your work.”

management reporting at first and then pivoted, first to treasury and ultimately to M&A. After a few years

as executive assistant to the CFO, she stepped into

her current role as vice president and director of global M&A, insights, and real estate.

“I’ve been in my role for twenty years, which

sounds like an extraordinary period of time, but we’ve

had the opportunity over that period to evolve the

strategy of the company,” Quintero-Johnson says. “I’ve

been able to support that shift in strategy through my role in M&A, which has allowed me to keep learning

about not only the global world in which we live and

all things digital and all things sustainability but also the evolving portfolio of the Coca-Cola Company.”

One major evolution was Coca-Cola’s decision in

2000 to become a total beverage company, no longer limiting itself to sparkling drinks. “We had to learn how

to identify brands outside of sparkling and how to iden-

tify which ones were going to create value for Coke,” Quintero-Johnson explains. She led that effort from an M&A perspective. “Fifty percent of our current portfolio is made up of brands that we acquired,” she notes.

Furthermore, Quintero-Johnson has facilitated

Coca-Cola’s increasing investment in sustainability practices and digital capabilities. “We continue to

evolve our M&A priorities based on consumer prefer-

ences and on where the industry is moving, in order to

remain ahead of the curve in terms of competitiveness,” she emphasizes. “We’re very conscious of providing portfolios that meet the needs of local consumers and

building capabilities or operating models that make sense for each market.”

Her work at Coca-Cola keeps Quintero-Johnson

plugged into the world at large, but she places just

as much value on what’s happening closer to home.

12 8 Leading Latinas

“You have to bring your whole self to work.

The fabulous thing about Coke is that it’s always allowed me to do that, which is a good thing because I wouldn’t know how to do it any other way.”

Thinking back to her own childhood

them first and foremost to recognize

of Miami, she embraces her Hispanic

their own happiness. “I always tell

in the tight-knit Cuban community heritage in all areas of her life. “I have

beautiful twin girls who are fourteen

years old. They know their Cuban

grandmother and great-grandmother,

their own priorities––and prioritize people that your work should fit into

your life; your life shouldn’t fit into your work,” she adds.

Quintero-Johnson gives the same

so they’ve had the benefit of that

advice to her daughters, who have

and fire for the Hispanic and Cuban

faith and resilience in her personal life

history, and they share my passion identity,” she elaborates.

At Coca-Cola, Quintero-Johnson

has always been unapologetically

herself. She cosponsors the company’s Hispanic business resource group and

dedicates herself to supporting and uplifting Hispanic talent within the

organization. Even as she encourages rising leaders to work hard, she urges

witnessed their mother exercise her as well as her career. “Whether you have an accent or you don’t have an accent,

whether you have a family of twenty or you have a family of one, you have to

bring your whole self to work,” she says.

“The fabulous thing about Coke is that it’s always allowed me to do that, which

is a good thing because I wouldn’t know how to do it any other way.”

12 9 Hispanic Executive

The

LATINA LEADING

in the Life Sciences TKTKKTKTKTKT

Colombiana Monica Manotas is SVP and president at Thermo Fisher Scientific and brings a global perspective to science, leadership, and life

BY DAVID GURRIEL PORTRAITS BY NICOLE LOEB

ONIC

130 Leading Latinas

F

Monica Manotas SVP and President of Life Sciences & Laboratory Products Thermo Fisher Scientific

FOR AS LONG AS SHE CAN REMEMBER, Monica Manotas has always been a curious soul. Different customs, languages, perspec-

tives, and foods from other world cultures often drove her curiosity while growing up

in what she describes as a traditional setting

in Barranquilla, Colombia. While tradition

can often dictate a specific path for Latinas, Manotas’s sights were being set beyond a life in South America. From a very young age she

was encouraged to think differently from the most unlikely family member—her mother.

“Although my mother chose not to

complete her studies, there was never any question that everyone in my house would go to college. So I knew my path would be much

different from hers,” says Manotas, senior vice

president and president of life sciences and lab products at Thermo Fisher Scientific, a life sciences company with more than 120,000 employees and $40 billion in annual revenue.

“I remember as a young girl my mom opened a bank account for me and my siblings, and

when it was time to make a deposit, she would

131 Hispanic Executive

132 Leading Latinas

“I always want to ensure I get the best out of the various cultures represented around the table. That’s why I build teams that are diverse. I’m a true believer in the fact that diversity makes the team stronger and more efficient.”

take us to the bank. It was a big deal. She was teaching us to be independent.”

Her mother’s guidance and encourage-

ment to strive for excellence would even-

each offering her the opportunity to soak

being direct isn’t always in my nature, but in

perspectives that differ from her own.

culture whereas in Colombia there’s a more

up the local culture and learn from business

Manotas got her first taste of life in the

tually serve Manotas in more ways than

US when she took a role as a financial analyst

the world but also led to opportunities and

New York, where she experienced very cold

one. It not only deepened her desire to see experiences—professional, personal, and

culinary—that have shaped her work and

at Xerox in 1997. She was based in Rochester,

winters and snow for the first time in her life.

belonging and always want to create a team

cultures—Europeans, Asians, other South

Americans—all in one place. It ended up being a great experience.”

The role at Xerox also shifted her career

that feels comfortable with one another.”

focus. She enrolled at the University of Roch-

la’s Universidad del Norte with a degree in

in 2000, a decision that led her to a now

Since

graduating

from

Barranquil-

industrial engineering in 1995, Manotas has journeyed far beyond life in Colombia. Her

professional roles have enabled her to live in four US cities and three European countries,

bosses by their first name.”

Since joining the Waltham, Massachu-

and Europe and has held leadership roles in

try like the US, you get to see so many

vating diversity. I identify with the sense of

more informal way, like being able to call my

independent,” Manotas says. “In a coun-

to bring different perspectives into work,” tage, but my focus has always been on culti-

than the other. It was just easier to work in a

setts-based life sciences company, Manotas

my family, but I also realized I liked being

Manotas says. “Maybe it’s because of my heri-

formal culture at work. Not that one is better

“I found I really enjoyed myself. I missed

approach to leadership.

“For me, it has always been important

the States, it is a more direct and informal

ester where she earned her MBA in finance twenty-two-year career at Thermo Fisher.

has led multiple teams across North America finance, operations, and general management.

Her tenure in Europe exposed Manotas not just to new cuisines (Italian is her favorite by

far) but to even more business perspectives

from her peers and the teams she led. It was at that point that she realized the power of draw-

ing from her team’s cultural differences to help address issues or to develop creative solutions.

“I always want to ensure I get the best out

“Business school was an opportuni-

of the various cultures represented around

US culture,” Manotas says. “For example,

teams that are diverse. I’m a true believer in

ty to learn what it was like to work in the

the table,” Manotas says. “That’s why I build

133 Hispanic Executive

the fact that diversity makes the team stronger and more efficient. It’s about bringing people together that complement one another.”

and laboratory consumables for infectious disease and cancer research.

Curiosity and independent thinking

In 2020, Manotas found herself on the

may have been the catalyst for Manotas’s

As president of laboratory products, she was

is quick to acknowledge others who have

front lines in the fight against COVID-19. responsible for scaling the production of criti-

cal plastics, like pipette tips used for COVID19 testing, and ultra-low temperature freezers,

career as a globe-trotting executive, but she contributed to her success in biotech, and offers Latinos her advice.

“Call them mentors or coaches, but

which were needed to store the world’s supply

having good managers that understood me

Today, Manotas’s role has expanded even

SVP and president says. “You usually can’t

of the new mRNA-based vaccines.

further as the leader of a multibillion-dollar

organization at Thermo Fisher focused on providing innovative products, services, and

really helped me throughout my career,” the

have these success journeys on your own. You need those supporters around you.

“Also, embrace your uniqueness, and

chemicals that are foundational for devel-

learn how to make it understood and valued,”

medical research. Most notably, her business

bia, which can happen if you don’t stay

oping advanced therapeutics and pioneering continues to play a critical role in supplying

key components for PCR-based diagnostics, instrumentation for cell and gene therapy,

she says. “I’ve never lost my roots in Colom-

connected. It’s about maintaining a balance between remaining open to learning new cultures without losing your identity.”

134 Leading Latinas

MUTUAL

Investment

BY BILLY YOST

TKTKTKT

Adela Cepeda, Paulita Pike, and Emma Rodriguez-Ayala hope to bring more Latinos and Latinas to the mutual funds space

135 Hispanic Executive

T

Adela Cepeda Board Member and Chair of Capital Committee BMO Financial Group

THE DISPARIT Y IN INVES TING IS ONE of the more pronounced inequities across racial lines. According to the Pew Research Center, about 61 percent of white US households own some stock while only 28 percent of Latino households can claim the same.

The facts just don’t add up when one

factors in that nearly 50 percent of all business-

es from 2007 to 2017 were started by Latinos.

As the largest minority group in the US, one

growing all the time, Latinos represent the future of capital on both sides of the equation:

those creating the wealth and, ideally, those managing it.

But Latino representation in investment

chief compliance officer, and board secre-

rare, so rare it’s hard to find quantifiable

accomplished Latinas whose career achieve-

areas like mutual funds is also incredibly

data on exactly how many Latinos work in the space. But there are three Latinas who have spent considerable parts of their careers

ANJELICA JARDIEL

working to change that. Adela Cepeda (board member and chief of the capi-

tal committee at BMO Financial Group), Paulita Pike (partner at Ropes & Gray), and

Emma Rodriguez-Ayala (general counsel,

funds are the democratization of invest-

tary at LGIM America) are three incredibly

ments. They were created to give access to

ments are only eclipsed by their commit-

that $30 trillion [currently in mutual funds]

ment to bringing more representation to a space where they themselves have often been the only women and only Latinas in the room.

“If there is any space where I think it

should be obvious to have representation, I think it’s mutual funds,” Pike says. “Mutual

people of limited means. The vast majority of represents money invested in 401(k) plans, retirement plans, and in college savings plans.

It makes sense for people of all backgrounds

to be involved in this space, whether it’s on the legal side, the investing side, or the board side. This space should be representative of the public that is creating this capital.”

136 Leading Latinas

Paulita Pike Partner Ropes & Gray

CHARTING A PATH TO SUCCESS

that I would spend three hours preparing for a

guez-Ayala, Cepeda is sort of the reigning

but it’s how I tried to earn my way into a place

queen of driving Latinos to the investment space. This is a fact that both Pike and Rodri-

have been used so much more productively, I didn’t always feel like I belonged.”

While Cepeda and Rodriguez-Aya-

guez-Ayala mention independently. Cepeda

la were carving out space in the investment

before it was even a concept.

attorney and international expert in registered

has been striving for more representation “Our first real challenge wasn’t about

being Latina, it was about being women,” Cepeda says. “As the only woman in the room,

I was always so conscious of how different my

voice sounded. It’s so hard to be heard in a room full of men. It was such a challenge that

sphere, Pike was earning a reputation as an

funds. She’s regularly quoted in publications such as the Financial Times, BoardIQ, and

MarketWatch. “She is a voice in the industry,” Cepeda says. “I just saw her quoted on a major issue somewhere this morning.”

ground until later on.”

MORE MENTORS—AND FAST

of challenges earlier in her career. She decided

altered by a mentor. Paul Dykstra, retired

I didn’t even start thinking about my backRodriguez-Ayala faced those same kinds

she would always be the most prepared person

in the room. “In hindsight, I think I spent a lot of my time and mental energy in a way that wasn’t necessarily very healthy,” Rodri-

guez-Ayala says. “I was so worried about how I would come across to a room full of men

Pike says her own trajectory was forever Ropes & Gray partner and adjunct law professor, was an invaluable guide to Pike

throughout her entire career. Both Pike and Dykstra teach two law classes at the Notre

Dame School of Law and Northwestern Pritzker School Law.

FAYFOTO

With great respect to both Pike and Rodri-

twenty-minute presentation. That time could

137 Hispanic Executive

“Mutual funds are the democratization of investments. They were created to give access to people of limited means.”

—Paulita Pike

“He is a perfect and powerful example of

“Adela is a superhero,” Pike says. “She is a

allyship and sponsorship, and he is a white

role model. She is incredible. But, again, we

promotion and sponsorship of diverse indi-

doing this work.”

male,” Pike explains. “When we talk about

viduals, there are those of us who have to

need so many more of her. It can’t just be her Pike has been known to bring her summer

work to pay it forward. But it also takes a

associates to board meetings—held in differ-

individuals. We need more people like Paul

get them exposure, to show them what they

great deal of involvement from non-diverse stepping up.”

The sheer dearth of Latinas in the invest-

ment space has created a very small commu-

nity of over-extended mentors. According to Rodriguez-Ayala and Pike, Cepeda is somehow always involved.

“Adela is the mentor that many of

us Latinas had,” Rodriguez-Ayala says.

ent cities, and attended on the firm’s dime—to can work toward, and to inspire them by the

diversity that can exist at organizations that are more forward-thinking in their efforts.

“That inspiration is so important,” Pike

says. “You can see women, you can see Lati-

nos, you can see people of color, and know that it could be you someday.”

Pike also says she’s watched Rodri-

“Because of her, there are more Latinas in

guez-Ayala become an incredible mentor

for so many people, including myself. There

ered thirty-five hours in the day, because

investments and finance. She is the first call was a point where I had accomplished these things by keeping my head down and work-

ing hard. Adela was the one who told me that the lack of fulfillment I was feeling was because my community needed me. I needed to be advocating for others.”

in her own right. “Emma somehow discov-

I really don’t know how she does it,” Pike says jokingly. “She’s been so committed to

increasing representation from what really seems like the start of her career. As soon as

she had the opportunity, she became a strong voice and a strong sponsor.”

138 Leading Latinas

Emma Rodriguez-Ayala General Counsel, Chief Compliance Officer, and Board Secretary LGIM America

THE ELEVATOR PITCH

Cepeda, Rodriguez-Ayala, and Pike all high-

light the work that the Latino Corporate

Directors Association and Angeles Investors

do to develop and support Latino leaders and businesses. Both Cepeda and Rodri-

guez-Ayala currently serve on Angeles’ board of directors, in which roles they’re able to continue connecting Latinos in the industry, source financing for investments, and place

more Latinos on boards where they can accumulate necessary experience.

Rodriguez-Ayala says that whenever she

has the potential to present an elevator pitch

encouraging someone to move into mutual funds, she starts much broader.

“If you want to talk about who is decid-

ing what pension plans look like in fifty years

or how your kids are going to be able to pay for college, or how their 401(k) plan is doing, manage that is investments,” Rodriguez-Ayala explains. “You don’t just have to know a single

elation that can’t be replicated when the

“There is a passion that comes with this kind of work.”

have to learn to handle the swing. But it’s

—Emma Rodriguez-Ayala

company. You have to know markets. There is a passion that comes with this kind of work.”

“She’s right,” Cepeda says. “There’s an

market is favorable. When it goes down, you fascinating. It’s human. It makes work fun.”

GILLIAN FRY

the only industry that’s going to actually

INSIGHTS The philosophies of innovative leaders have the power to inspire and spark change. Read on for the thought-provoking insights of these successful executives.

140. Miguel Angel Garcia Tamargo, Avangrid 146. Victoria Soto, Steves & Sons 150. Mari Carmen Pizarro, Whole Leadership Systems, Inc. 154. Camila Villa, Baxter 158. Monica Nichole Rodriguez, United Rentals 162. Armand Aponte, Nikko Asset Management Americas

140 Insights

VP A

Who Puts People

First

Miguel Angel Garcia Tamargo serves Avangrid like a client

TKTKTKT

BY ANDREW TAMARKIN

14 1 Hispanic Executive

For Miguel Angel Garcia Tamargo, people are the greatest resource.

With a résumé spanning industries

Later, he studied political science and law

Tamargo’s approach to connecting with the

he had met while traveling for sports, he

and crossing international borders, Garcia market is grounded in his ability to manage

people. As vice president of general services at Avangrid, his people-management skills,

positive leadership style, and commitment

to diversity have yielded healthy department synergy and effectively disrupted the industry at large.

The idea of home includes many places

for Garcia Tamargo, who was born in the

in Madrid. Inspired by the array of people thought diplomacy was an appropriate goal once he was in school. “I was a young person

who focused on public policy and [trying to] save the world,” Garcia Tamargo reflects.

He spent summers in different African

countries working with nongovernmental organizations

on

helping children.

projects

focused

on

After completing an MBA in public

north of Spain.

administration, Garcia Tamargo worked

you are happy,” he says. “When you have lived

where he focused on land management and

“I think you can feel [at home] anywhere

in different places, your roots are [in] more than one place . . . and I love that feeling.”

His teenage passion for soccer took him

on his first international escapade, where he played in Scotland and the Netherlands.

for the regional government of Madrid,

real estate. Later, he transitioned to private sector work for a large real estate company, also in Madrid.

In 2006, he accepted a position as inter-

national market director at Iberdrola, a

14 2 Insights

“Working with a diverse team—with different languages, with different views of the world—is interesting. You learn every day.” multinational utility company based in Spain.

environmental

international markets. By 2010, he became

performance

There, he cultivated an expertise working in

the portfolio director and reported directly to the CEO.

In 2017, he was asked to join Avangrid,

Iberdrola’s American subsidiary, to run

the optimization of its real estate portfolio.

This meant relocating to the United States

remediation,

workplace

experience and workplace services, and and

budget

management

systems. “We are service providers for the company,” Garcia Tamargo says. “In the

United States, we have seven thousand employees. That means we have seven thousand internal clients every day.”

Garcia Tamargo and his team consis-

for one year. “I came alone without my

tently support and respond to an array of

return to Spain,” he reflects. “[Then] I got

across Avangrid’s 256 buildings, 4,500

family. My plan was: finish the project and an offer to take responsibility of the whole asset management team [and] I extended my commitment to three years.”

A year and a half ago, Garcia Tamargo

accepted his current position as vice president. His entire family has since relocated to Connecticut, where he resides now.

requests, complaints, and daily concerns

vehicles, countless cell phones and tablets, and any company property. “I manage assets, buildings, vehicles, and devices,” he

explains. “But at the end of the day, I love working with people, [and] that’s the most important part of the job.”

As a leader, this means maintaining posi-

The scope of Garcia Tamargo’s role

tivity, leading by example, making effective

includes oversight of building asset manage-

he expects his team to do the same. “Today,

extends across corporate services. This ment, f leet operations, land management,

decisions, and being resourceful. In turn, I had lunch with our technicians because

14 3 Hispanic Executive

Our client relationships begin because of what we can do— they continue because of what we can do together.

they were working on a specific proj-

and talented team to execute very chal-

types of personal relationships is the

your team is appreciative of your lead-

ect here,” he says. “Creating these right way of leading people. We don’t [focus] on hierarchies, but [instead]

lenging real estate transactions. I know ership and we, at Savills, are as well.”

Currently, Avangrid is adapting

work together.”

its workplace to a post-COVID-19

data, Garcia Tamargo makes quick,

ing Better Together,” this initiative

Even when confronted with little

informed decisions and takes respon-

sibility for unforeseen consequences.

If resources are limited, he imagines

hybrid

model.

Dubbed

“Work-

welcomes remote work and cultivates a better life-work balance.

In accordance with the compa-

solutions and actively takes innova-

ny’s current environmental social and

says. “[When] something isn’t work-

also working to reduce its environ-

tive steps. “I like to fix things,” he

ing, I talk to people, find a quick diagnosis, and make decisions.”

Garcia Tamargo’s colleagues and

partners also praise this work. Ariana Durollari,

manager

of

corporate

marketing at Savills, congratulated

Garcia Tamargo: “We are extremely

proud of your work for many years at Avangrid. You have built an amazing

governance (ESG) plans, Avangrid is

buildings

mental footprint by investing money

infrastructure

buildings, and into solar panels. For

energy

tive industry disruption stems from

environmental

into the electrification of its f leet, its Garcia Tamargo, this kind of posihaving a diverse and representative team at the decision-making table.

“Diversity is a real requirement of

a company who wants to be successful

labellapc.com

14 4 Insights

Document Production Mail & Messaging Hospitality Reception Imaging Help Desk AV Set-Up Personnel Support Records Management

“I like to fix things, [When] something isn’t working, I talk to people, find a quick diagnosis, and make decisions.”

today because we are working in a market and in communities that [are] diverse, so you need to understand the diversity around you to be successful,” he says.

On his 180-person team, around twenty countries are represented—includ-

ing Spain, the United States, Romania, Venezuela, Colombia, Ecuador, Russia,

and Ukraine. “Working with a diverse team—with different languages, with

different views of the world—is interesting,” Garcia Tamargo adds proudly.

“You learn every day.”

866.258.3910

glcbs.com

His positive attitude is ref lective in his personal life, too. He enjoys trav-

eling, hiking, and spending time with his wife and three children. “Enjoying

the moment—it’s like therapy for creating positive energy . . . that you can later serve on your team,” he says.

GLC Business Services is a team that is eager to support Miguel Garcia Tamargo’s goals, and proud to see his success. We share his vision, and aim to provide administrative services that are operationally appropriate, consistent between office locations, and scalable to support growth.

People.

Place.

Performance.

We deliver actionable strategies and passionate advocacy with one goal – helping you get more from your real estate.

Commercial real estate, unlocked.

Solutions that power people and growth

savills.us

r i e n g w s

the

An

14 6 Insights

Call

A former first responder, Victoria Soto operates under pressure and aids frontline workers as director of HR & safety at door manufacturer Steves & Sons

TKTKTKT

BY MARCOS CHISHOLM

147 Hispanic Executive

SAMANTHA PENA

Victoria Soto Director of HR & Safety Steves & Sons

14 8 Insights

VICTORIA SOTO WOULD DO ANYTHING to support her parents. If that meant she had to grow up quickly and carry the financial burden on her shoulders, then so be it.

“I grew up to be the provider at an early

age in a farm outside of Frisco, Texas, city limits,” Soto says about her childhood. “Due

to minimal means, I started very young

helping my parents on the fields. I was about nine or ten years old when I started driving.

The sole purpose was to help my father haul

hay out of the fields and assist driving my

career as a police officer at the Frisco Police

a weekly basis.”

law enforcement shapes how she approach-

mother to her kidney dialysis treatments on

Her mother’s medical condition was

severe, and since she did not speak English, she often needed Soto’s assistance translat-

ing her medical documents. In one instance, when her mother was rushed to the hospital after a seizure, the young Soto struggled to

get her mother treatment because Soto was still a minor. “At the end, with perseverance and fear, I managed to get the authorization needed to get her treated,” he remembers.

Soto’s mother passed away when Soto

was sixteen; by then, the teen had attended

more doctor visits and paid more bills than most middle-aged adults. When she was

“What they wanted to do here is they

Department. Soto believes her experience in

wanted to make some adjustments within

es her role as the director of HR & safety

tion to them was, how can you not give them

old door manufacturer. Today, she leads

tools and resources?”

at Steves & Sons, a Texas-based 156-year-

a department with eighteen employees

the supervisory level,” Soto says. “My ques-

the opportunity if you haven’t given them the

Of course, Soto takes pride in being

and manages employee relations, benefits,

collaborative. Still, she refuses to settle

workers compensation, safety, COVID-

members with what they need to perform

compliance, training and development,

19, vendor agreements, payroll, and talent development (from recruiting to retention

efforts). She is also responsible for fostering a company culture that keeps staff members

safe and successful in their jobs as her employer opens more locations.

Not long after Soto joined Steves &

for less when it comes to equipping staff their jobs. Not only did she spearhead a lead-

ership training series for supervisors, she held weekly sessions until the program ended. “My

passion for training is to create a culture of inclusion and diversity,” the director says.

“They were so focused in just the production itself . . . now their focus has literally become

twenty-three years old her father also passed

Sons in 2020, she conducted an analysis that

all passed away before she reached the age of

was desperately needed to improve over-

production efforts more efficient. But even

were that they had no previous or current

how working conditions at its manufacturing

away, and since her three older siblings had five, she had no family left by her side.

Nevertheless, her ability to deal with

high-pressure situations helped start her

showed leadership training for supervisors all production. Unfortunately, her findings supervisory experience.

much wider.”

Soto empowered supervisors to make

the best trainer in the company would learn plants caused life or death situations.

14 9 Hispanic Executive

Empowering Leaders, Advancing Careers

“My passion for training is to create a culture of inclusion and diversity.”

“This past year, we’ve had some situations where we had employees who

talked about hurting, harming themselves due to personal situations,” Soto

comments about a few employees who were on suicide watch. “It’s difficult location to walk them through the steps. I’ve created a process that has been successful where both our benefits manager and our nurse are involved. They are both readily prepared to assist when my 911 call comes through.”

According to the Bureau of Labor Statistics, first-line supervisors of produc-

tion and operating workers had the tenth-highest rate of death by suicide from 2014 to 2018. While Soto was not yet employed by Steves & Sons during that

period, she responded to on-site emergencies by expanding its employee benefits

program. Because she advocated for staff members to have more mental health resources, they can now access counseling services.

Soto knows that turning around the safety practices of a Fordist organi-

zation is easier said than done. Yet, for the first time in her life, she decided

that it’s not going to stop her from carving out time to enjoy the childhood she never had. “Up until three years ago, I retired from playing ball. The company here said, ‘Hey, let’s start a softball team.’ And guess what? I’m playing, so I love the sport,” she says.

And, as someone whose been on the front lines of public safety and now

employee well-being, she shares this advice with her employees. “Don’t ever give

up,” Soto says. “If you fall, you get up, you dust off and do it again. I will provide you all the tools and resources to be successful. You just got to utilize them.”

WWW.PREMIERPLACEMENTS.ORG

doing it from afar, so I’ve had to coach and educate our onsite managers at that

150 Insights

Public speaker, CHRO, and Whole Leadership Systems Founder Mari Carmen Pizarro shares the business principles and personal values she learned from her parents and still practices today

Chief Legacy

BY ZACH BALIVA

GERMÁN PIZARRO COULD REALLY SWING A bat. The tall, muscular teenager turned heads and caught the attention of scouts by the young age of

sixteen. His undeniable talent and rare skill earned him a baseball contract even though he was so poor

that he couldn’t afford the right shoes to play the game he loved. Advisor, coach, creator, speaker,

and chief human resources officer (CHRO) Mari Carmen Pizarro continues to draw inspiration from her father as she works to help others reach their full potential.

In fact, both of Pizarro’s parents imparted the

values, beliefs, and principles that shaped who she

is today. Her mom was born right after the Spanish Civil War and World War II ended and she was raised with the post-war “waste not, want not”

mentality. She traveled the world as a profession-

al dancer and performed on a Puerto Rican TV show before the host interviewed a local baseball player—Germán.

151 Hispanic Executive

MARGARET KIRKLAND

Mari Carmen Pizarro Founder Whole Leadership Systems Inc.

152 Insights

OPEN-MINDED LEADERSHIP Mari Carmen Pizarro believes in the power of mentorship and giving back, so when it came time to start her own organization she looked for a place where she could learn and contribute.

She found the opportunity in an organization called the Just Like My Child Foundation (JLMC). The nonprofit group works to “empower vulnerable adolescent girls by enabling them to create healthy, self-sustaining families who prosper without further aid.” Pizarro met founder Vivian Glyck, who became an incredible mentor and guide.

Pizarro was drawn to JLMC because, at that time, the focus was on girls’ education and personal safety in communities in central Uganda and East Africa. In those regions, girls are likely to drop out of school when they experience menstruation or encounter sexual violence, forced marriage, early pregnancy, and other obstacles. But when girls are empowered, they can stay in school and change their families and their communities.

To date, JLMC has reached thousands of girls in more than one hundred locations. Pizarro says JLMC has not only served as part of her training ground, but it has changed her life.

“If you’re frustrated with life, lost or sad, support an organization in ways beyond the financial,” she says.

“Find a hands-on way you can make a difference and you’ll see the world with a new perspective.”

Pizarro remembers being intimidated by

Pizarro’s father finished college in his

her father, whom she calls her “mentor, guide,

fifties and became a successful executive; her

the lessons he learned on the playing field in

test and went on to earn two PhDs after

and most loving critic.” He taught her to use her daily life. “He would tell me I would have

to work harder, as a Hispanic female, than

mother passed her high school equivalency turning forty.

Watching the movie of her parents’ lives

other people to be noticed, and I saw him

play out in front of her inspired the young

challenge,” Pizarro explains.

that success is not about resources, it’s about

do that every day of his life, so I loved the

Once he was surrounded by other star

athletes, the elder Pizarro couldn’t rely on

Pizarro. “My parents’ journey showed me resourcefulness,” the CHRO says.

She interned at her father’s company,

his talent and motivation alone. He had

discovered a passion for human resources

would often say, Un equipo disciplinado le

marketing, and started her career in leader-

to rely on discipline and consistency. He comerá los dulces de un equipo indisciplinado:

a disciplined team will eat the candy of an

and talent development, studied business and ship development at Pfizer.

By age twenty-five, Pizarro was partner-

undisciplined team.

ing with friends to translate medical inserts for

the minors in Puerto Rico, the United States,

her own side business and took formal jobs as

Germán Pizarro built a career playing in

and Canada. Although he lacked formal

education, he spoke Spanish, English, and French. The languages helped him navigate

discrimination and cobble together a respectable career before he retired from playing ball to become an umpire.

major pharmaceutical companies. She started a technical translator. Pizarro was climbing

the corporate ladder and implementing the values she learned from her parents.

Her discipline and performance caught

the attention of leaders who tapped her for

leadership training programs. Pfizer moved

153 Hispanic Executive

“My parents’ journey showed me that success is not necessarily about resources, it’s about resourcefulness.”

her all over the world in various positions of increasing responsibility that broadened her professional expertise.

Today, after coming to the mainland

in 2008, Pizarro is the CHRO for Avet Pharmaceuticals, a genetics company in

New Jersey. In 2015, she launched Whole Leadership Systems (WLS), a specialty consulting firm that develops and empowers executives and leaders. Pizarro and those

on her team help clients explore areas like

neurs and leaders network and take their own

leading with purpose.

has raised $50,000 in start-up funds and

emotional intelligence, team dynamics, and In 2018, Pizarro created the Interna-

tional Women’s Leadership Academy to bring female leaders together for a three-day

MARGARET KIRKLAND

intensive event. Now, WLS offers the event

business ideas from concept to reality. Pizarro says the organization will eventually provide training, mentoring, grants, and legal support to its members.

“I want to show people that it is possible

yearly and is preparing to launch the popular

to succeed even (and especially) when things

She’s also working to establish a nonprofit

life and career on the lessons she learned from

program in Spanish for Latin America.

organization called the Latina Success Foundation to help young rising Latina entrepre-

seem difficult,” she says. Pizarro has built a her mom and dad—and now she’s taking those lessons to others.

154 Insights

Dream

to REALITY

Camila Villa found the career she always wanted. As a director of talent management at Baxter, she’s helping others do the same.

TKTKTKT

BY ZACH BALIVA

155 Hispanic Executive

MOST CHILDREN PLAY HOUSE; CAMILA Villa played office. The Colombian from Bogotá was the youngest of four girls, and ever since she was little, she’s dreamt of

joining the corporate world. She remembers pretending to be an important executive in a

Bogotá high-rise—one who gave jobs to her older siblings.

Fast forward several years, and Villa has

turned her dream into a reality. As a direc-

tor of talent management at Baxter, she’s helping the leading medical device company

build culture, manage change, complete a post-acquisition integration, and define its employee experience.

It’s taken years of hard work for Villa to

Camila Villa Director of Talent Management Baxter

get to where she is today. She first lived vicar-

iously through an older sister who worked for British Petroleum (bp) and dazzled Villa with stories about life in a real office. Villa tagged

MIKE WHITE

along to company functions, volunteered to

help plan year-end events, and met people working in human resources (HR). An interest in art drove her to study industrial design,

156 Insights

but the dream of making an impact in big business never died. Villa quickly switched courses and eventually left the Universidad

de Los Andes with a bachelor’s in business administration and management.

A formal internship with Citi kicked

off Villa’s career and led to a full-time role

A move from Colombia to Miami repre-

in which she coordinated the expatriates

sented a promotion but required Villa to leave

country and transitioned to Syngenta. That’s

to the United States changed my life because

program. Villa enjoyed working in her native where an influential mentor taught her the

power of focusing on leadership development.

“Leaders are the ones who carry responsibili-

family and step into the unknown. “Coming

it opened a world of new opportunities for me and my family,” she explains.

When Villa’s husband took a job in Phoe-

ty to move a company and impact the lives of

nix, Baxter allowed her to work remotely from

the full potential in people.” That’s what that

and leading initiatives in Latin America and

employees,” Villa says. “Leaders can bring out mentor did for Villa, and she, in turn, wanted to do the same for others.

After two years with a food and bever-

age company, Villa joined Baxter in 2010 and

Arizona. She spent years driving strategy

Canada before leaders asked her to be part of a global talent management center of excellence in Deerfield, Illinois.

After she made the move to that head-

embarked on what has become a sustained peri-

quarters, Villa first served as the LATAM

“Coming to Baxter showed me the power of

Canadian pharma and hospital products busi-

od of growth with a mission-driven company. what can happen when employees connect to a company’s mission. Everyone here is working for something bigger than themselves,” the

director says. That something bigger is health.

Baxter exists to save and sustain lives.

talent lead and later supported the key US and ness units. Now, after a stint as an HR business partner, she’s back on the talent side as Baxter’s director of talent management.

This trajectory has kept Villa busy. “I

haven’t had to go somewhere else to continue

157 Hispanic Executive

“Leaders are the ones who carry responsibility to move a company and impact the lives of employees. Leaders can bring out the full potential in people.”

to learn and grow, and I work to give other

and CEO of The CARA Group, Inc. “She’s a

what keeps people fully engaged and working

learning, and has been able to put those values

employees this experience because it’s part of at their best,” she says.

Villa is still busy today. She’s working

on integrating thousands of employees from

values-driven leader who role models lifelong to work and influence countless others to grow in their careers.”

Villa relishes the opportunity to lead and

the 2021 acquisition of Hillrom, identify-

says her status as a Latina has been an advan-

the employee experience, and rethinking the

different country or knows a different culture,

ing and improving interactions that shape post-pandemic workplace.

Now is the perfect time to do just that.

Villa leads the change management piece as Baxter puts its hundred-acre, ten-building

tage. “If nobody else in the room has lived in a then I have something to offer that can help

us think differently about a program or a tool we’re designing for a broad audience,” she says.

As she thinks back to the young girl who

Deerfield campus up for sale and looks for

used to dream of life in the corporate office,

remotely many years before the pandemic,

father, who has passed away, and wishes he

a new local home. As someone who worked Villa understands the needs of today’s hybrid

workforce and knows Baxter will create a modern and purposeful new hub.

“The CARA Group, Inc. is honored to

partner with Camila in support of Baxter’s organizational

change

management

and

transformation journey,” says a collaborator

of Villa’s, Michelle Reid-Powell, president

Villa feels a sense of pride. She thinks of her

could see all that she’s accomplished. After all,

it is a result not only of passion and hard work but of the values imparted and the sacrifices

made by her parents. “I’ve lived a story I’m proud of,” Villa says. “And it’s something I’m

proud to share with my own children so I can

show them that hard work and determination make dreams come true.”

AN AUTHENTIC ASSIGN MENT

158 Insights

BY FRANK DIMARIA

Monica Nichole Rodriguez uses her legal experience to help United Rentals diversify its workforce and push employees to speak authentically about DEI

Monica Nichole Rodriguez Legal Affairs Manager of Labor & Employment United Rentals

AS THE SOLE LATINA IN A CLASS OF seventy at a private, all-girls high school, Monica Rodriguez learned about the lack

of diversity in a privileged world at a young age. With her younger sister just four grades behind her in the same school, Rodriguez

actually have a really strong history of diversi-

ty, equity, and inclusion [DEI]. That priority

drew me into being more exposed to my Latin culture,” Rodriguez says.

While there, she combined her interest

wanted to forge a positive reputation.

in Chinese and political science and traveled

that pioneer or ambassador, but certainly

artists who pepper their artwork with veiled

“I don’t want to call it a pressure to be

when there is a lack of diversity, there is that

weight of making sure you’re making a positive impact,” Rodriguez says. In some ways, she is a trailblazer.

As legal affairs manager of labor and

employment at United Rentals, Rodriguez

uses both her personal and professional

to China to document stories of dissident political messages and face the consequences of a repressive political environment. “It’s

really interesting to think about the way

that cultures impact art and the way people communicate with each other through hidden and implicit messages,” Rodriguez says.

After earning a law degree from Boston

legal experience to build a diverse, equita-

College Law School, she returned to Stam-

safe spaces that allow employees to be their

she focused on family law as a matrimo-

ble, and inclusive workforce, complete with

RAUL RODRIGUEZ

liberal arts school in Lewiston, Maine. “They

“authentic selves.”

After attending a homogeneous high

school, Rodriguez’s cultural view widened when she attended Bates College, a private

ford, Connecticut, her hometown, where nial attorney. During this time, she gained

an appreciation of cultures and diversity.

“I learned to connect with other people.

To have empathy, understanding different

160 Insights

“As a manager, if your employees feel comfortable enough to be their authentic selves because empathy is valued, you are going to have a better experience with your direct reports and with the company at large.” cultures, people, and their experiences,” Rodriguez explains.

With an interest shifting from individ-

ual families to a corporate environment, she

bare mission, redesigning the group to feature

DEI by creating safe spaces, education awareness, and networking opportunities.

Under Rodriguez’s leadership, Together

was hired by United Rentals—the world’s

United created two initiatives that contribute

customer service network of approximately

the cultural makeup of the US population.

largest equipment rental provider, with a 1,301 rental locations in North America, 13

in Europe, 28 in Australia, and 18 in New Zealand—to partner with human resources as an employment attorney.

While working as an attorney, Rodri-

guez was recruited into an employee resource

to the company’s strategic goals and reflect The first created a set of alliance groups that focus on broader groups of employees, includ-

ing the Hispanic and Latin Alliance, Pride Alliance, Mental Health Alliance, and Black and African American Alliance.

“We really wanted to provide a safe

group called Together United. “This group

space for people and for those who identify

grounds to come together and share and lever-

those who fall under a particular affinity,”

is for people from all walks of life and backage a diverse workplace,” explains Rodriguez.

“That is a great thing.”

United Rentals has developed a culture

of inclusion, connecting people to their work and their identity.

Initially, Together United was anchored

in the traditional notion of simply “giving back,” but Rodriguez updated that thread-

as that affinity or who want to be allies for Rodriguez says.

Rodriguez is encouraged by the signif-

icant change she has already witnessed in a

relatively short period of time at United Rent-

als. “It’s really interesting to see the growth we’ve had,” she says. “For example, celebrat-

ing Pride Month, which just a couple of years ago hadn’t been highlighted.”

161 Hispanic Executive

Proud to Partner With Monica Rodriguez and United Rentals It is DWT’s privilege to collaborate with you, and we applaud and share your DEI values.

The second initiative Rodriguez implemented was the yoUR Path-

ways Program, which grew out of employee feedback. Through various surveys, she found that employees longed to engage in frank conversations with those who share the goal of building a diverse and inclusive

workforce. Rodriguez recruited United Rentals employees from the various alliance groups and asked them to coach employees.

“We’ve had really great success,” Rodriguez reflects. “Not only

have we seen great relationships form that are long-lasting, but also there’s the tangible metric of seeing diverse employees being promoted [from] within.”

Rodriguez vows to persevere in the name of DEI and to advocate

for United Rentals employees. She strives for employees to recognize

their employer as a company that encourages individuals to be their authentic selves.

“As a manager, if your employees feel comfortable enough to

be their authentic selves because empathy is valued, you are going to have a better experience with your direct reports and with the company at large,” she advises.

Having worked alongside the outstanding team at United Rentals for years, Davis Wright Tremaine can attest to the company’s focus on diversity, equity, and inclusion, which mirrors our values. United Rentals embraces the principle that diverse teams deliver the best results, and we are glad to play a supporting role in that.

DWT.COM

162 Insights

TKTKTKT

Armand Aponte Head of Legal Nikko Asset Management Americas

163 Hispanic Executive

THE LEGAL ASSET

The outlook in global finance changes daily. Nikko Asset Management’s Armand Aponte relies on lessons learned from a bicultural upbringing to adapt and thrive.

BY ZACH BALIVA

ARMAND APONTE’S CAREER PATH HAS had what he calls “a lot of twists and turns.”

He decided on law school late and landed a

job at a major firm, only to be laid off in the wake of 9/11. Then, he mastered an emerg-

customs, cultures, people, and languages has helped him navigate changes in his professional circumstances and environments.

Now, as head of legal of Nikko Asset

ing niche field and rose to the top of a finan-

Management Americas, Aponte leads all

stable for the last two decades. The challeng-

approximately $200 billion under its manage-

cial services field that has been anything but

es have been strong enough to make anyone falter, but Aponte has a superpower. He’s a bicultural Latino, who grew up learning to be

flexible and rely on the values of hard work and education he learned from his parents.

Although Aponte was raised in New York,

DAWIN RODRIGUEZ

says. Aponte adds that exposure to different

his father is from Puerto Rico and his mother

comes from Ecuador. “My mix of American

and Latino cultures has been the strength of my career, because it made me adaptable,” he

regional legal matters for a global firm with

ment. Serving in the generalist role requires

him to harness all he’s learned in a long career across all levels of various well-known

financial institutions and insurance provid-

ers, including Deutsche Bank, Credit Suisse, Lehman Brothers, and Voya Investment Management (formerly ING).

As a finance undergraduate at Boston

College, Aponte intended to build a career on

Wall Street. A third-year business law class

164 Insights

set him on a new path. “It opened my eyes to

“My mix of American and Latino cultures has been the strength of my career, because it made me adaptable.”

how the law is applied in a business context and shifted my thinking about where I want-

ed to take myself professionally,” he explains.

He made a hard right turn and applied to law school. Soon, Aponte found himself at Fordham University School of Law.

As Aponte’s peers prepared themselves to

become litigators and politicians, he retained his interest in business and finance. He took

a summer internship at the firm of Morrison

came calling, and in 2005, Aponte accepted a

leadership role as a derivatives attorney within the organization.

By 2008, Aponte had connected with

Cohen, where he started his career creat-

ING, when the company needed a derivatives

reviews as a corporate associate.

for its insurance company and asset manage-

ing SEC documents and completing merger Although he was thriving, the terror-

ist attacks of 9/11 changed the landscape at

Morrison Cohen, and Aponte fell victim to a

series of layoffs. Thankfully, he landed a job at

Deutsche Bank, and the move proved to be a fortuitous one. Aponte spent his time negotiat-

lawyer to support an entire block of business

ment funds. He took a job as their lead

attorney supporting a business line worth $1 billion. Three months later, Lehman Brothers declared bankruptcy, and the world was in a global financial crisis.

The months that followed brought

ing agreements and completing documents its

the Dodd-Frank Wall Street Reform and

exposure to business colleagues and processes

an counterpart, EMIR, to introduce stricter

syndicated loan group. Doing so gave him early he would not have otherwise touched.

As the young professional progressed

in his career, he was thrown into the newly

Consumer Protection Act and its Europe-

regulations, reduce risk, and bring greater transparency to derivative markets.

The

leadership

and

results

Aponte

developing world of financial derivatives.

demonstrated caught the attention of Nikko.

also were lightly regulated. No experts had a

moved to his current position in 2016. He now

Since the complex instruments were new, they

deep history with them, and this gave Aponte the unique chance to build expertise in a

novel area at a young age. Lehman Brothers

Although once a derivatives attorney, Aponte

advises on and participates in matters related to registered and unregistered funds, corporate governance, and contract negotiations.

DAWIN RODRIGUEZ

165 Hispanic Executive

166 Insights

We join Hispanic Executive in congratulating Armand Aponte for his many accomplishments at Nikko Asset Management Americas. It has been an honor to partner with Armand and the rest of Nikko Asset Management’s talented legal team.

The

transition

brought

many

give clients new options. The funds are

and develop in new ways. Though once

grow its business from a “modest” level

changes and forced Aponte to grow

surrounded by peers, he is now Nikko’s only lawyer in its New York office.

He’s developed the ability to integrate

performing well and have helped Nikko to $20 billion in assets under management in the New York office alone.

Three years later, Aponte and his

himself into the business, establish

colleagues expanded Nikko’s Americas

bring to a global investment firm.

business is established to underwrite

trust, and demonstrate the value he can Aponte is part of a key leadership

team determining business objectives and navigating changes in global markets. “I’ve always had a genuine

and strong interest in the intersection of business, finance, and law, and that

fund distribution to Canada. Nikko’s and place securities throughout our

neighbor to the north. Aponte says his team is now completing the process to

receive the same approvals in Chile, Peru, and Colombia.

As he reflects on his career so far,

interest helps me bring creative solu-

Aponte is both proud and fulfilled.

we face together,” he says.

challenges and major financial storms.

tions to the challenges and dilemmas In 2017, Nikko made an equi-

ty investment into ARK Investment

Management and has since launched a suite of tech-related investment funds.

The fintech, mobility, metaverse, and related funds hold gaming, ecommerce,

and other alternative companies that

He’s weathered various professional

But he’s not content to sit back and relax. Inflation, international conflicts, and other factors have global markets

in a delicate place. The veteran gener-

al counsel and derivatives expert is

preparing for what could be a major financial event coming in 2023.

Americas | Asia | Europe | Middle East mayerbrown.com

Armand is a strategic thinker who knows both law and business—an asset to one of Asia’s largest asset managers, Nikko Asset Management. Sharing Armand’s commitment to excellence, Mayer Brown is proud to partner with him and the entire Nikko Asset Management team.

GLOBAL International businesses present unique challenges— and opportunities—for corporate citizenship in multiple countries. The executives featured here thrive in navigating cultural shifts worldwide.

168. Eduardo N.T. Andrade, Booking Holdings Inc. 175. Maite Iraolagoitia, Procter & Gamble 181. Evelyn Kudlak, MetLife 186. Christopher Garcia, Dell Technologies 191. Arelis Correa-Arnold, Brown-Forman Corporation

168 Global

MultiAct THE

CAREER PORTRAITS BY ANJELICA JARDIEL

As he approaches early retirement, Eduardo N.T. Andrade, the senior vice president and global compliance & ethics officer at Booking Holdings, shares the lessons he learned in his multi-act career

TKTKTKT

BY ZACH BALIVA

169 Hispanic Executive

170 Global

Eduardo N.T. Andrade SVP and Global Compliance & Ethics Officer Booking Holdings Inc.

17 1 Hispanic Executive

Every good movie has three acts.

Today, Eduardo Andrade is the senior vice

always made the command of languages more

officer at Booking Holdings Inc., the travel

for learning and enrolled to study art history at

president and global compliance and ethics

technology company behind Booking.com,

KAYAK, Priceline.com, OpenTable, and

difficult. Still, he remained driven by a passion Trinity College in Hartford, Connecticut.

By the time Andrade graduated in 1991,

others. He’s been part of the Booking Hold-

a mini recession hit the United States. One

public company known only as Priceline.

Italian spaghetti western actor Terence Hill.

ings team since 2005, when it was a young com. But the Booking Holdings era is just in Act Two of Andrade’s story. To see the whole thing, you must rewind to the very start.

ACT I Although Andrade was born and raised in

the US, he has a proud ancestry and can trace his family’s roots to northwestern Spain. His grandfather, who was from Venezuela, was

fortunate to attend Harvard undergrad and Harvard Law and became one of the first Hispanic partners at a well-known white-shoe

law firm in New York City. He passed away when Eduardo’s father was just sixteen, and

the family stopped being intentional about

of Eduardo’s friends was the son of notable Instead of taking a job in his field, Andrade found himself working as a production assis-

tant on the set of Hill’s Lucky Luke. He then

went on to another film project and the second

assistant director on that project then offered him a job on Patriot Games. Andrade reported to this job only to find his job as a production assistant had been filled. The filmmakers did have one other opening—they needed

a stand-in for the film’s star, Harrison Ford.

Andrade took the job and ended up working with Ford as his stand-in and on set assistant

over the next three years on The Fugitive and Clear and Present Danger.

Ford, Andrade says, is a “wonderful

passing on its native language and culture.

human being,” but admits to being terrified

as he could, although childhood dyslexia has

er. They eventually developed trust, and the

Andrade kept up with Spanish as much

for the first two weeks they worked togeth-

17 2 Global

some of the finest professionals I’ve ever encountered and also some of the sleaziest and

learned about integrity and the lack thereof by witnessing the moving circus of major film production where crews spend a hundred

million dollars in three months,” he says.

When the third of his movies with Harrison Ford wrapped, Andrade entered a joint JD/ MBA program at Georgetown University.

ACT II For the first seven years of his legal career,

Andrade was a private practice attorney doing transactional work for top New York City

firms that he says mentored him and taught

him how to be a lawyer and counselor. But Andrade didn’t want to run on the partner

track and concern himself with billable hours.

That’s when he found an opportunity to join Priceline.com to help the growing company

manage corporate risk and deal with what was then an emerging field known as privacy.

That was 2005. Six weeks later, before

actor became a mentor and friend. The two

Andrade had even settled into the role, Price-

right height, body type, and skin tone for

ings.net for $133 million dollars. The compa-

may not look alike, but Andrade was the

the director and cinematographer to check blocking and lights. If you look closely, you can see his hands, legs, or shoulders doubling

line acquired the Amsterdam-based Bookny soon renamed itself as Booking.com has continued to grow ever since.

Through it all, Andrade has built upon a

for Ford’s in certain shots and he even appears

strong foundation and helped Booking Hold-

How does the film experience relate to

to integrity. “We have an official tagline for

as a bit actor in the films, as well.

Andrade’s work as a top ethics and compli-

ance officer? “In Hollywood, I worked with

ings maintain its longstanding commitment our program and commitment to integrity,

‘The Right Results, The Right Way,’ but

Booking Holdings congratulates Eduardo Andrade for his 18 years of outstanding service to our mission and achieving “The Right Results, The Right Way”

Booking Holdings is the world’s leading provider of online travel and related services, provided to consumers and local partners in more than 220 countries and territories through six primary consumer-facing brands: Booking.com, Priceline, Agoda, Rentalcars.com, KAYAK and OpenTable, as well as through a network of subsidiary brands including Rocketmiles, Fareharbor, HotelsCombined, Cheapflights and Momondo, bringing greater value to both our customers and partners around the world.

The mission of Booking Holdings is to make it easier for everyone to experience the world.

www.bookingholdings.com

174 Global

“Nurturing a culture of compliance and ethics is the short-, mid-, and long-term way to create real and lasting value for your stakeholders.”

it’s more than a saying to us. We really are

CEO Glenn Fogel, General Counsel Peter

spent his final months as he has throughout

out straying from our values and our Code of

Mylod, and past CEO and Chairman Jeff

the importance of integrity in corporate

committed to growing this company withConduct,” Andrade says.

He’s built a best-in-class compliance

and ethics function in the process. It’s one

anchored by robust policies, standards, and

processes designed to identify and prevent misconduct and respond to any concerns,

Millones, Chairman of the Board Robert Boyd with setting the tone. “Our leaders set

out to succeed without cutting corners and

told me to hold them accountable to achieve their goals without ever getting sloppy or unethical,” he explains.

Together, they’ve built an enduring

problems, or violations that may arise wher-

culture and the leading travel company.

businesses. The program is a far-reaching

travel in the world. Each year, customers

ever a Booking Holdings company conducts one, as Booking Holdings has 7 brand headquarters, over 20,000 employees and more than 300 offices worldwide.

The

compliance

and

ethics

func-

tion steered the company through notable

America. “I want to show young people that

doing things the right way really matters,”

he says. “Nurturing a culture of compliance

and ethics is the short-, mid-, and long-

term way to create real and lasting value for your stakeholders.”

He’ll get an even greater chance to

Booking.com alone is the biggest seller of

make that message clear in the classroom.

generate about 11 billion in revenue for the

corporate ethics and compliance at Fordham

company by using its sites to book nearly 600

million hotel rooms, 50 million rental cars, and 15 million plane tickets.

acquisitions including those of Agoda.com

ACT III

(2013), OpenTable (2014), Cheapflights

ing about his final act. In fact, at time of

(2007), Rentalcars.com (2010), Kayak.com

After nearly two decades, Andrade is think-

(2017), Venga (2019), and Getaroom (2022),

speaking, he was training his successor in

but Andrade is quick to credit leaders like

his career, reminding his employees about

preparation for his 2023 departure. Andrade

Andrade has been an adjunct professor in Law since 2021. He plans to take on more classes upon his retirement.

What else will Andrade do? After all,

he’s only in his early 50s. He says he intends to travel and advance his language skills. He

can volunteer or serve on a corporate board.

And he’s always wanted to get back in the film industry and produce a movie. Maybe he’ll give his old friend Harrison a call.

Yes, 1 75 Hispanic Executive

Procter & Gamble VP Maite Iraolagoitia has a nuanced perspective on belonging in corporate America—a perspective that she credits with elevating her career

TKTKKTKTKTKT

BY BILLY YOST

You Belong

Maite Iraolagoitia VP of Global Material Development & Supply Organization Procter & Gamble

KATIE ALLIETTA

176 Global

17 7 Hispanic Executive

Thirty years ago, Maite Iraolagoitia was told she wasn’t Procter & Gamble material.

Thirty years later, she’s still there.

But when asked about the conversation she

CONSCIOUS ROOTS

decades ago, she has no hint of revenge or

massive earthquake in Peru, where she was

had with a higher-up at the company three

Iraolagoitia’s birth was accompanied by a

retaliation in her voice. It’s quite the opposite.

born. The daughter of two Basque parents

“I can tell you—thirty years later, and

most assuredly—I was not P&G material,” the vice president of global material devel-

opment and supply organization says. “I was encouraged to leave P&G as a new hire, and

who had found their way to Peru inde-

pendently, she would move from Peru to Spain to Puerto Rico before she even began making memories.

“Wherever we moved, we were outsiders,”

I probably would have had it not been for a

Iraolagoitia says jokingly. “In Peru, we were

me that I couldn’t see in myself.”

icans. In Puerto Rico, we were Spaniards,

couple of people who could see something in

How did Iraolagoitia manage to become

the best that P&G has to offer? The VP has

risen through countless roles and respon-

the Spaniards. In Spain, we were the Ameragain. And when I moved to Cincinnati for P&G, I suddenly became Puerto Rican!”

Iraolagoitia says the grass almost always

sibilities while also acting as an advocate

seemed greener elsewhere. When P&G

the latter it isn’t in her job description, it’s a

technical center, she thought she’d never

and mentor for Hispanic talent, and though responsibility that she takes very seriously.

“It is the right thing to do; it has always been part of my life,” the executive says. There’s a

lot to examine in Iraolagoitia’s rise, but some

moved her to Venezuela to help build a new return to Cincinnati because she had no roots there and because the transition to the US had been particularly hard.

“After three years in Venezuela, all I could

context is required for someone who managed

think about were all the wonderful things I

like she truly belonged.

“I realized how ridiculous it was and that

to grow up everywhere while never feeling

left in Cincinnati,” the VP says, laughing.

17 8 Global

“I was encouraged to leave . . . and I probably would have had it not been for a couple of people who could see something in me that I couldn’t see in myself.”

C

M

Y

CM

I would never be happy unless I decided to

MY

focus on the positives of the moment. That

CY

seemingly small idea changed my personal well-being and my attitude for the rest of my life. When I travel and people ask me where

I’m from, I tell them Cincinnati. It’s been thirty years. This is home.”

A TURNING POINT Thinking back to her first year with P&G, Iraolagoitia says her role just wasn’t right for her. And that reality-shaking conversation

she had with a higher-up? It was a conversa-

CMY

K

colleagues who believed she was capable of great things.

“They valued my unique style, found

a role for me that was more in line with my academic background, and created an environment where I could grow and contribute

disproportionally,” she explains. “I was still a risk, but one they were willing to take.”

P&G was expanding and had created

tion she sought out, not one forced on her.

a program to offer more affordable diapers

mind,” Iraolagoitia says. “He had an idea of

new and fairly under the radar. Iraolagoi-

“I wasn’t the P&G material that he had in

what it took to succeed in P&G, and I did not

measure up to that standard. That had some-

thing to do with the way I looked and the way

I talked, I’m sure. And he was right. While I was hired for my qualifications, it was also because the company values diversity. I knew

I would only be able to succeed if I was myself, and I had to make that commitment.”

But the fact remains that Iraolagoi-

tia might have left had it not been for two

for lower-income markets. It was brand-

tia was moved into the role and since that move (and massive success), her career has not stopped blossoming. Today, she is proud that she has been able to play the same

coach, mentor, and sponsor role that her

two colleagues played for her earlier in her career. Her passion has helped others bring out their best.

In fact, Iraolagoitia has been involved in

sourcing and nurturing Hispanic talent, espe-

18 0 Global

“It’s amazing to see that people I hired are now executives and paying it forward.”

cially in R&D, for such a long time that she’s now seeing the people she’s mentored mentor and sponsor others.

growth opportunities, she says. “We always have room for great people at P&G.”

And as Iraolagoitia’s own career has

“It’s amazing to see that people I hired

demonstrated, it’s also a good idea to create

she says. “I don’t mentor to check off a

inside and outside your place of work. “I go

are now executives and paying it forward,”

scorecard or meet a requirement. I mentor and sponsor people because I want to get to know their aspirations and dreams and help bring them to life to the best of my abilities.

We’re Hispanics, we’re a community, and

meaningful connections with those both back to my network over and over again,” she explains. “People will drop what they’re

doing to help because they know I will do the same. Again, that comes back to trust.”

Iraolagoitia admits that her story may not

we’re a family.”

be one that younger people want to hear. No

FOR THOSE ON THE RISE

belong. But hopefully, she says, this story can

To those who may want to succeed in P&G today, Iraolagoitia says to be competent,

be authentic, and be vulnerable. Those who can live up to those three expecta-

tions will create the kind of trust that leads

to goal-stretching and access to the best

one wants to be told that maybe they don’t

inspire others to become their best self by removing some of the feelings of victimization and replacing them with empowerment.

Iraolagoitia is now a pillar of P&G. And

she trailblazed a path for others by doing it her own way.

More 18 1 Hispanic Executive

Role THAN

TKTKKTKTKTKT

BY BILLY YOST

THE

PORTRAITS BY CINDY TRINH

Evelyn Kudlak believes that natural curiosity drives personal and organizational results at MetLife

TKTKTKT

18 2 Global

18 3 Hispanic Executive

Evelyn Kudlak HR Business Partner and VP for Global Infrastructure, Data and Analytics & Information Security MetLife

EVELYN KUDLAK HAS BEEN ON THE move for most of her life. She was born in the US, but has spent most of her life in Latin America, moving every two or three years.

Kudlak has lived in Chile, Ecuador (twice), Uruguay, and Argentina. The recently appointed human resources business partner (HRBP) and VP for global infrastructure,

data analytics, and information security at MetLife returned to the US in 2021.

Thanks in part to the support of her

family and their collective resiliency, Kudlak returned as an accomplished multicultural HR professional with two decades of experi-

ence under her belt. The VP has the kind of cultural fluency that makes her an invaluable

resource, and it probably explains why Kudlak

“It’s imperative to know it’s possible to

mobilizing talent, building future-ready lead-

has been expanding her responsibilities every

have those career conversations with leaders,”

“When it comes to versatility in career

ship with your leader where you can share

right talent pools, diversity is critical.

develop, and even think about ways to devel-

directly, that when many voices all contrib-

ments or expanded roles.”

significant and positive,” Kudlak says. “We

other year since coming to MetLife.

development, I think I’m a good example

of what is possible when you have the right conversations and are open to thinking about your options and capabilities,” Kudlak says.

Career conversations, Kudlak says, are

a vital component of anyone’s journey, and should be greatly encouraged.

the VP says. “You need to have a relation-

your aspirations, share the skills you’d like to op those skills, either through stretch assignKudlak’s obvious passion for her job shines

through when discussing the three priorities

for MetLife’s talent initiatives: accessing and

ers, and driving organizational agility.

The VP says that when tapping into the “The truth is, and I’ve experienced this

ute to one single output, the impact is quite

are building an environment where all voices are heard and valued, and where you’re free to share and request advice from your leaders.”

18 4 Global

“You need to have a relationship with your leader where you can share your aspirations, share the skills you’d like to develop, and even think about ways to develop those skills either through stretch assignments or expanded roles.”

Kudlak says one of the main opportuni-

ing processes, performance development,

talent see the potential for advancement—to

Maybe it’s because she moved around so

ties her team is working to address is helping see the possibilities. Again, it comes back to those critical career conversations.

To create “future-ready” leaders, MetLife

has built a successful program called Leading the Future.

The idea is to empower leaders to create

inclusive and agile teams and to adopt a

employee care, and future of work initiatives.

across MetLife is part of the reason she’s been

much in her youth, but the VP is a master at

something new coming down the pipe,” the

rethinking what’s possible.

“One of the keys to this effort will be

building a contemporary and diverse work-

VP explains. “Everything is always evolving and refocusing with our customers in mind.”

The VP lights up when asked if she has

advice for those who are new to the space:

When asked what continues to inspire

many points she’s made somewhere around

continue pushing us to the next level.”

her seemingly endless evolution, Kudlak says

whether they’re leading teams of hundreds or

nontraditional places.

are individual performers.

there for close to nine years. “There’s always

force,” Kudlak says. “That evolution will help

growth mindset (what Kudlak calls a “curious mindset”) that will help grow leaders,

Kudlak also says the opportunity to grow

it’s easy: she’s able to find connections in “My inspiration, even for building careers,

she has plenty, though she loses count of how number six or seven. It’s clearly information the VP is happy to provide to those trying to find their own ways.

“Raise your hand,” Kudlak says. “If we

“Being a leader isn’t about how many

comes from integrating things that might not

just think about roles, I think we’re limiting

influencing, and the inclusive leadership you

Kudlak says. “But if you look at them in a

add to your career portfolio.”

people report to you,” the VP says. “It’s about can bring to whatever role you’re in.”

To address MetLife’s third talent initia-

seem to be connected in one certain context,” different way, it makes perfect sense.”

employees examine their own potential, this is

tor at MetLife, willing to personally reach out

those at MetLife develop their curiosity and

people. Kudlak is known as a people connec-

and challenges need to be approached

to bring people together because she under-

from different angles. Fortunately, Kudlak

has significant experience in reimagin-

For a VP who is committed to helping

That can mean projects or roles as well as

tive, organizational agility, Kudlak says sometimes prior mindsets need to be broken

ourselves. Think about experiences you can

stands the value that can come from unlikely partnerships or cross-function collaboration.

the most salient advice. Kudlak wants to help understand not just what already exists, but what could be. It just takes some curiosity, some passion, and a desire to never stop learning.

TKTKKTKTKTKT

18 5 Hispanic Executive

18 6 Hispanic Executive

Christopher Garcia Legal SVP of Global Corporate, Finance & Securities Dell Technologies

Going Global Christopher Garcia leads a global legal regulatory compliance program, ensuring Dell accomplishes its overarching mission: to create technologies that drive human progress

KRISTEN ROOME

BY ZACH BALIVA

18 7 Hispanic Executive

CHRISTOPHER GARCIA’S LONG TENURE with Dell Technologies has taken him to iconic cities also recognized as the food capitals of

the world. To remember his experiences and accomplishments, he just needs to think back to the regional delicacies that mark each era.

There were the breakfast tacos in Austin,

tion of several acquisitions and provided

ongoing legal support for Dell’s services busi-

ness, as well as its emerging software-as-aservice portfolio. Unsure of how long he

would stay, supportive mentors and a strong culture quickly won him over.

“I wanted to be here as long as I continued

Texas; the chili crab in Singapore; the sour-

to learn and improve,” he says. Garcia came

in Boston. “I feel very fortunate to have spent

the best in-house attorneys in the world. He

dough in San Francisco; and the lobster rolls

most of my life in dynamic, thriving legal and technology communities,” he says. Each stop

to Dell for the chance to practice law among stayed because of the company’s culture.

Dell garnered the reputation for provid-

on Garcia’s professional journey contributed

ing professional development opportunities

to his current role as senior vice president at

every level. This is a hallmark of the Dell

to his development. Combined, they’ve led

Dell, heading a global corporate legal team

informing the legal strategy for a workforce across 180 different countries.

When Garcia started working at the

iconic tech company in 2006, he lived in Austin, just 150 miles west of his hometown of Spring, Texas. Initially, as a commercial

legal counsel, Garcia managed the integra-

and prioritizing mentoring for employees at legal department, led by Rich Rothberg, who held leadership roles across Europe,

Asia, and North America before serving as Dell’s general counsel responsible for its global legal, government affairs, and security organizations.

This environment helped Garcia thrive as

he progressed through consecutive, three-to-

18 8 Global

“You can’t be a jerk and succeed at Dell.”

a customer buys the hardware along with

a perpetual software license. This pivot in Dell’s approach also requires a new approach

to legal contracts. Dell’s legal department is simplifying the customer experience through

contracts that are short, balanced, and easy to understand. The department has adopted a multiyear plan to enable its team members

to leverage technology and tools that activate data-driven decisions.

The company’s sheer size presents chal-

lenges being addressed with scalable intelligent technology solutions. Dell operates in approximately 180 countries, and the legal

team oversees hundreds of corporate entities five-year assignments in dramatically differ-

partner at Hogan Lovells. “He masters new

from technical roles supporting Dell’s cloud

ness and sure judgment to each matter.”

ent legal roles around the world—ranging computing businesses to customer-centric

material quickly and brings the same incisiveCurrently, Garcia leads the global corpo-

roles supporting the global sales teams. He

rate legal team, which provides legal advice

overseeing the regional compliance and a

and corporate governance. His team also

served as an executive director in Singapore, lead legal counsel (based in Boston) to Dell’s North America enterprise business. There, he focused on strategic commercial transactions

with Dell’s largest customers and software alliance partners.

and strategy in support of public disclosures handles strategic transactions, including

mergers and acquisitions, early-stage venture investments, and capital market transactions.

The role is anchored by an effective global

supported by directors around the world.

Instead of trying to provide live, one-on-one

training for each director, Garcia partnered with Deloitte to create an intelligent direc-

tors’ portal. The software-based solution uses business intelligence to track each director and create a custom page loaded with training

videos, podcasts, data sheets, and information

tailored to each jurisdiction. Legal managers view global dashboards to monitor compliance and highlight gaps, risks, and outcomes.

As Garcia progresses into bigger lead-

legal regulatory compliance program.

ership roles, he remains keenly aware of the

transparent approach to leadership and talent

he spent leading the global sales legal orga-

educational opportunities. As a teenager, his

at Dell,” he says. Team members support

step out of the corporate office onto the front

Garcia also appreciates the company’s

management. “You can’t be a jerk and succeed

one another and are expected to deliver and receive honest feedback.

Garcia’s efforts have made an impres-

sion on his colleagues outside the company.

“Christopher displays remarkable energy and

analytical agility in managing a wide range of legal functions,” observes Richard Parrino, a

This work is informed by the five years

nization; that era gave him the chance to

lines to work with customers. “Every deci-

sion I ever make at Dell will be informed by the conversations I had while working with customers,” he says.

Dell is focused on digital transformation,

increasingly offering its technology as-aservice, versus the traditional model in which

sacrifice his parents made to provide him

father emigrated from Cuba in 1961 during the communist revolution and found employment in New York City as a bellhop at the

Waldorf Astoria. He worked all day, went to

school at night, and helped to bring the rest of his family into the United States—like many other first-generation Americans. Every

opportunity Garcia has had in his career is built upon the courage and sacrifice of his

Dell Technologies

Whatever the challenge, wherever the issue – we have you covered.

We are proud to congratulate Christopher Garcia, Legal Senior Vice President, Global Corporate, Finance, and Securities at Dell Technologies on this well-deserved recognition of his exceptional leadership.

Hogan Lovells is a leading international law firm with over 2,600 lawyers across more than 45 offices. We work as part of your team, helping solve your toughest and most complex legal issues. Wherever you are. www.hoganlovells.com Hogan Lovells is an international legal practice that includes Hogan Lovells International LLP, Hogan Lovells US LLP and their affiliated businesses. Images of people may feature current or former lawyers and employees at Hogan Lovells or models not connected with the firm. © Hogan Lovells 2022. All rights reserved.

190 Global

to create opportunities for others.

After Girls on the Run (GOTR) positive-

ly impacted the life of his daughter, Camden,

of the Boston chapter and helps guide the organization to meet its annual plan and secure long-term sustainability.

“Christopher is truly making an impact

Garcia decided to help its local chapter raise

on the nonprofit growth plans of GOTR

be “joyful, healthy, and confident” through

executive director of the chapter. “His

money. The national nonprofit helps girls

an experience-based, running curriculum.

Garcia volunteered to solicit funds, but there was one catch—he had to complete the 2021 Boston Marathon.

He managed to cross the finish line, and

Greater Boston,” says Olivia Mathews, corporate experience, alongside his authen-

tic belief in GOTR’s power to spark healthy habits, translate into meaningful contributions to the organization.”

Looking

ahead,

Garcia

wants

to

afterwards, wanted to find a way to help

listen, learn, and empower his legal

a second time. He since joined the board

extraordinary capabilities.

that wouldn’t require him to run 26.2 miles

team to help Dell transform lives with

KRISTEN ROOME

family; with this is mind, he does what he can

191 Hispanic Executive

A

CULTURE of

CARE TKTKKTKTKTKT

BY JOSEPH KAY

Arelis Correa-Arnold, VP and director of global talent acquisition for the Brown-Forman Corporation, is building a culture where diverse voices are celebrated and valued

192 Global

WEASIE GAINES PHOTOGRAPHY

Arelis Correa-Arnold VP and Director of Global Talent Acquisition Brown-Forman Corporation

193 Hispanic Executive

ARELIS CORREA-ARNOLD

as many industries as possible (e.g.,

learned her dive-right-in, sink-or-

consumer goods, food production,

swim approach from her parents,

pharmaceuticals, technology, and

who brought the whole family

finance) before contracting with

from Puerto Rico to the Illinois

Brown-Forman, her first bever-

suburbs when she was eleven.

Correa-Arnold’s

parents

age company. After five years of

could

consulting, she went in-house in

have moved earlier to search for

2007. Her first major project was to

work in their field (higher educa-

take the team international.

tion), but instead, the family all

“For me, that was a pivot-

came together and moved into the

al moment,” Correa-Arnold says.

executive’s godparents’ basement.

“I was given the opportunity to

“We came with a one-way tick-

determine

et,” she recalls. “[My parents] had

an option to come first, but my dad

said this is something we have to do as a fami-

what

international

talent acquisition would look like at “No bed frames or anything like that:

Brown-Forman.”

That opportunity gave purpose to her

ly, and so we did.”

each day we would pick up the mattresses

time at Brown-Forman and to her career over-

president and director of global talent acqui-

basement our home for the time being,” the

what I wanted to do for the rest of my life,

Today, Correa-Arnold serves as vice

sition at the Brown-Forman Corporation.

The Kentucky-based company is one of the world’s largest manufacturers of wine and

spirits, responsible for high-profile brands

and put them back down, and we made that VP says. Once her parents had steady work

in their fields, they found their own place in the Chicago suburbs.

Energized and fulfilled by working close-

all, she adds. “It allowed me to really solidify

which was to continue on the journey of talent

acquisition and, more importantly, to make it a global piece of the work at Brown-Forman.”

Correa-Arnold loves a challenge, and the

like Jack Daniel’s and Herradura.

ly with people, Correa-Arnold gravitated

dynamic work/life situation the pandemic era

Correa-Arnold, and her triplet siblings—

education like her parents. As an indepen-

ing all the time. Recruiting is faster paced

The seven of them—mother, father,

shared two mattresses in the basement.

toward human resources rather than pursuing dent consultant, she gathered experience in

has provided. Candidate trends are changand more competitive. Correa-Arnold and

194 Global

her talent acquisition team are continuously

looking for ways to use technology providers to gather the best information and optimize

hiring processes. That means synthesizing

labor market data, candidate screening, and interview platforms.

Those tools are also in service of major

Brown-Forman demographic goals. By 2030, the company aims to have women in 40

“Serve the business, challenge the team, and keep it fun.”

percent of the senior leadership seats. Across

the company, 25 percent of employees should be people of color. Using data and surveying

tools, the talent acquisition team can go to where those candidates are and make sure the

roles are suitable for the available workers.

The company set these goals in 2019, and at the time the article was written, it had already hit the 40 percent marker and was well posi-

That collaborative spirit helps uphold

tioned to achieve the next goal.

one of Correa-Arnold’s key leadership goals:

tion helps us set ourselves up for success,

energized,” she says. “Serve the business,

“Using technology to get that informa-

find someone who can be successful in the role, and fill it quicker,” she explains. “If

we didn’t have that information, maybe we

would go out and look for someone who doesn’t exist in that location.”

Once

those

candidates

become

Brown-Forman colleagues, talent acquisition also has a key role in retaining them.

Correa-Arnold describes Brown-Forman

keeping things fun. “I want the team to feel

challenge the team, and keep it fun. I want

to be able to laugh, get through bad days, and find something joyful in what we do.”

Correa-Arnold continues to recruit at

the executive level. After eighteen years at Brown-Forman, she still savors the opportunity to connect people with the roles that fulfill and empower them.

“It keeps me motivated, being able to

as a “culture of care,” where diverse voices

change someone’s life and being able to

there are nearly a dozen employee resource

Correa-Arnold says. “On my team, every

are celebrated and valued. She notes that groups and affinity groups, including one for colleagues who don’t drink alcohol.

help that individual find a great match,”

one of us has a passion for creating those wins on both sides.”

SkillSurvey helps you find and hire great people, faster. Save time and money through predictive data proven to reduce first-year turnover and reduce bias. SkillSurvey’s all-in-one platform enables organizations to automatically build new talent pipelines, use reference feedback to make better hiring decisions, and improve retention with post-hire feedback.

195 Hispanic Executive

Industry Index

A guide to the diverse professions featured in this issue

Auto/Transportation 62

Noah Garcia Senior Corporate Counsel The Kansas City Southern Railway Company

Consulting 67

Gil Gomez Managing Director and SAP Analytics Leader Deloitte Consulting LLP

150 Mari Carmen Pizarro Founder Whole Leadership Systems, Inc.

Education 106 Jomysha Delgado Stephen EVP of the College and General Counsel Barnard College

Energy 41

70

111

Richard Ramirez Head of Innovation & Technology for Corporate Social Responsibility DTE Energy Mark Chavez General Counsel and Corporate Secretary Ocean Point Terminals Naty Figueroa VP of Refining & Products Trading Americas bp

140 Miguel Angel Garcia Tamargo VP of General Services Avangrid

Finance 14

Carlos E. Calderon CFO Ariel Investments

20

Jorge A. Celaya EVP and CFO Liquidity Services

29

Albert Gonzalez SVP and Head of Tax Lockton Companies

47

Alexandra Esparza Entrepreneur

52

Steve Ramirez SVP and Executive Director of Digital Marketing Strategy First Citizens Bank

134 Adela Cepeda Board Member and Chair of Capital Committee BMO Financial Group 134 Paulita Pike Partner Ropes & Gray 134 Emma Rodriguez-Ayala General Counsel, Chief Compliance Officer, and Board Secretary LGIM America 162 Armand Aponte Head of Legal Nikko Asset Management Americas 168 Eduardo N.T. Andrade SVP and Global Compliance & Ethics Officer Booking Holdings Inc. 181

Evelyn Kudlak HR Business Partner and VP for Global Infrastructure, Data and Analytics & Information Security MetLife

196 Index

Industry Index Food & Beverage 124 Marie Quintero-Johnson VP and Director of Global Mergers & Acquisitions, Insights, and Real Estate The Coca-Cola Company 191

Legal 36

Rosevelie Márquez Morales DEI Director of Americas Hogan Lovells

76

Christopher Garcia Partner Weil, Gotshal & Manges LLP

Arelis Correa-Arnold VP and Director of Global Talent Acquisition Brown-Forman Corporation

Manufacturing/ Construction

Government 80

Kamala Harris VP The White House

Healthcare 43

Roldan Aguilar Executive Director of Strategic Operations San Antonio Regional Hospital

154 Camila Villa Director of Talent Management Baxter

Hospitality 57

Iris Rosario Senior Counsel of Franchise Choice Hotels International

115

Melissa Uribes VP of Talent, Diversity, Equity & Inclusion Trimble

130 Monica Manotas SVP and President of Life Sciences & Laboratory Products Thermo Fisher Scientific 146 Victoria Soto Director of HR & Safety Steves & Sons 158 Monica Nichole Rodriguez Legal Affairs Manager of Labor & Employment United Rentals

197 Hispanic Executive

A guide to the diverse professions featured in this issue

Pharmaceuticals 96

Danielle Karczewski Assistant General Counsel of Employment and R&D Eisai Inc.

175 Maite Iraolagoitia VP of Global Material Development & Supply Organization Procter & Gamble

Retail 25

Marc Juan Lopez CFO MONAT Global

102 Cyndi Ramirez-Fulton Founder and CEO Chillhouse

Tech 118

Abigail Franco Senior Director of Digital Product & Innovation T-Mobile

186 Christopher Garcia Legal SVP of Global Corporate, Finance & Securities Dell Technologies

198 Web Exclusives

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