28 minute read
Melanie Healey
BOARD DIRECTOR FOR VERIZON, HILTON HOTELS, TARGET AND PPG. Melanie Healey closed one chapter of her career when she left Procter and Gamble North America in 2015 after six years as group president, and opened another one she has found fascinating, being an independent director for four very different companies. Healey views her board membership as a way for her to contribute as well as hold a position of influence on a company and in an industry.
"I FELT THAT this is a place I could make a difference, could bring my experience to bear, but I also could make a difference in helping to develop board diversity, develop leadership talent pipelines across multiple companies, not just one," she said. What the Brazilian-born director brings to the table includes three decades of management experience which before P&G included marketing leadership roles for Johnson & Johnson and S.C. Johnson.
One of the two primary reasons underlying her migration from management to governance in her post-P&G life is to satisfy a personal passion "to pursue stronger diversity across multiple boards and to importantly improve shareholder value because of that,” The other one, relates to a penchant for learning and to be intellectually challenged, explained Healey. "You get to see a lot of the dynamics across four different industries, focused obviously on the United States, but also an understanding about what is happening in the rest of the world," she said. "You go from retail focused on North America, to the hotel industry which is obviously global, to Verizon, a mostly a North America industry and to PPG which is global," she said.
She also mentioned that being less familiar with some of these industries is a big plus "because it kind forces you to study." This was the case with Verizon where when she joined the board she admittedly did not know anything about wireless, cellular and broad band. "There was a lot that I had to learn," Healey said.
On the other hand, Healey also can be instructive, including in sharing her perspective in what Latinos need to do to end their under representation on corporate boards. “The first thing is we have to continue to expose the reality," she said, and to underscore the facts, “…. Latinos, contribute $2 trillion to the gross national product. Also, 87 of the companies owned by Latinas, grew 87 percent, more than any other cohort out there, according to research; from 2007-2012”.
However, she said, "then you go to board seats, and you say, there are only 1.1 percent Latinas on boards and four to five percent Latinos in general on boards, yet you have almost 20 percent of the U.S. population and 35 percent of households."
What Latinos in general, can bring to boards, Healey said, is a perspective into the
multicultural market in the United States that other people who have not lived that reality or can understand that population's culture, can't do. The number one solution to fixing this disparity is exposing the facts, Healey said. Also, Latino leaders need to find ways to draw attention to their population’s different diverse talents, "to take away the excuse there is no talent out there," Healey said. Meanwhile, Latino candidates in general need to network and to get out there, which in her case, she was able to at Fortune magazine summits which were great place to network with other board members, other CEOs. "People are more likely to put people on boards that they know," she said. "Finding ways to promote that interaction between CEOs and board directors with the best Latin talent out there in the country I think can be a powerful to way to eliminate any level of “uncomfort “they may have," she said. "Once they meet these people, they may say, 'Wow this person is amazing,' which cannot work when it is only on paper. "Healey's introduction to the world of governance, she said, offers a lesson in "you got to let people know what you want." Healey made it clear to executive search companies when they reached out to her during her career at P&G was that she did not want another management job, she wanted to serve on a board.
Her first board opportunity came from Bacardi, a private company. Because of the spirit retailer's Latino background, she felt a sense of connection, she said, and she also was impressed with Bacardi's strong portfolio of brands. She had served on the Bacardi board for five years when her CEO at P&G said the company wanted her to sit on a public board as a way to develop professionally out a desire to get diversity at the top of the company. Healey could only sit on only one board while at P&G, so to serve on a public board she had to leave Bacardi, she said, a relationship which she "totally loved and enjoyed."
Her move to Verizon was facilitated by a member of P&G board, who was then the CEO at Verizon Wireless which was looking for diverse talent for their board.
This connection was made eleven years ago, and what Healey said came out of the Verizon experience is "that sometimes it does take your own CEO, your own board members to help the talent in their company to get the board experience. It doesn't just happen through executive search companies."
The oversight role that comes with being a board member, Healey said, entails several responsibilities. "We have to make sure the processes are in place which enable management to do their jobs and to do it in an effective and ethical manner," she said.
Another focus is on CEO succession and making sure the company has the right leadership. This relates to the development of talent in general, making sure that these people are compensated in a way that helps them be motivated and retains them in the company, she said. Another board responsibility is to ensure that the company has a strategy that delivers on the goals that shareholders expect.
Currently, shareholders are becoming increasingly focused on "making sure that boards are addressing diversity and inclusion, climate change, and sustainable practices, she said. This Includes a greater interest in ESG, environmental social governance. Healey said boards are really beginning to decouple the three, the E, the S, the G, and where that falls in their committees, to provide oversight on these elements and to make sure they are tied into strategy.
For anyone considering a board seat, Healey emphasizes, doing your homework. "Do not let yourself be surprised," she said, "because if you join the wrong board, it can really suck you in in a way you don't want to be brought in." Healey said it is important to choose companies that run their business in an ethical fashion, where the other board members are excellent directors, strong and have good reputations. "Make sure the CEO has a good reputation and cares about diversity and inclusion," she said.
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LUIS UBIÑAS
FORMER PRESIDENT FOR THE FORD FOUNDATION BOARD DIRECTOR FOR ELECTRONIC ARTS, TANGER OUTLETS, MERCER, EBSCO INDUSTRIES.
A LEADER IS DEVOTED TO GUIDING ORGANIZATIONS THROUGH FUNDAMENTAL CHANGE.
During his 20 years at the global consultants McKinsey and Company he advised media companies through what he described as an era of fundamental discontinuity in their industry.
Then it was on to the Ford Foundation where he served six years as president, guiding the organization through fundamental changes in its structure and redefining itself around social justice issues. Today, Ubiñas devotes his time to being an investor, advisor and member of several corporate and non-profit boards. Two things that are important in this governance role, Ubiñas said. One relates to technology. "What every board needs to understand that we are period of fundamental change, in every area and aspect of the business," Ubiñas said.
Number two, he expects the growth of the Latino population to have a great impact on corporate management and governance. He cites the 2020 Census results which show this group growing to 20 percent of the U.S. population versus 13 percent a decade earlier. He also noted that Latinos will represent 70 percent of the growth in household formation over the next decade but only represent about three percent of board membership. His expectation: "If you have a CEO, a C-suite or board devoid of Latinas or Latinos the likelihood of you being able to make good decisions about the community that is going to be the central driver in growth in the next generation are low."
Ubiñas' interest in board service grew from his work with McKinsey. "I spent decades helping CEOs make decisions, giving them additional information, advice, working with them in myriad ways," he said. Meanwhile, his gained was an understanding of how boards drive change, including the hiring of CEOs, approval of major decisions changes in strategy. Ubiñas saw that with the economy going through fundamental change that that he what he wanted to do is work with organizations that mattered in different ways and what is a driving force for management is the role of boards. As he looks at the huge responsibilities that board faces he sees two major challenges. One relates to wireless and the advent of 5G and the faster speeds in mobility. "I can't imagine a board that shouldn't be dealing with issues of connectivity of consumers who no longer have to come to you or have the capacity to gather data in ways that have never done before," he said. He advises that companies will need to find people who in some cases were born into technology and who understand them intuitively.
Issue two, Ubiñas said, and something he has been speaking about for years, it that the Census has confirmed is that the country has become a vastly different place. This includes the impact of a growing Latino population and what it is doing, such as attending college more and building businesses more than the average American. "We are going to have to find ways," Ubiñas suggests, "to create leadership pipelines so that companies in their governance and nonprofits all can begin to have decision makers at the table who can bring an intuitive understanding of the community that will drive this country's growth for the coming generation. The third issue, Ubiñas identified is the "growing disparity in economic outcomes, the erosion in the capacity of a typical middle-class person to live a good life, to consume, to get health care, to send kids to colleges that they can afford" has become a business issue. He recognizes many businesses are taking action in this regard, establishing corporate minimum wages and other kinds of things that say their well-being is tied to the well-being of their workers. Still, he noted, "We are in a period when a lot of learning has to be done." People who want to serve on a board should respect that this is a position of deep trust and also a position of deep responsibility. "At the end of the day the thing that is really required is judgement, he said, "the judgment that comes from a deep interest in the organization and the company, a background in what the company does." For Ubiñas the seminal question is why do you want to be on a board, on the board of this kind of company and are you ready to engage in way that is fundamental. There also should be humility, Ubiñas said, in that is senior management, not the board, that runs the company and is responsible for day-to-day management. Board members should not be there, he said, "for their own benefit or for any other reason that is self-involved and self-interested."
LATINO BOARD DIRECTORS DIALOGUE…
YVETTE MENENDEZ
YVETTE MELÉNDEZ is a former healthcare policy executive, with more than 30 years of experience leading large government agencies, educational institutions and non-profit organizations. She has served on the boards of directors of various local, national and international organizations. She was appointed to the Board of Regents for Higher Education in 2011 and serves as the board’s vice chair, and a member of the board's Human Resources & Administration and Executive Committees. She is board chair of The Hartford Foundation for Public Giving, and vice chair of the State Board of Regents for Higher Education. Meléndez holds a bachelor's degree from Brooklyn College of the City University of New York, and a master's in management from Rensselaer Polytechnic Institute.
Yvette Melendez: My engagement as a Trustee/Director began early in my career with my involvement in the nonprofit sector where I served on various boards ranging from national and international advocacy, the arts (as a museum trustee), philanthropic foundations, and higher education. I saw these as not only opportunities for civic engagement, but as a way to bring my voice as a Latina to important social, cultural, and public institutions. I believe that the voice of a board director can have profound influence on corporate policy, strategy, and impact. My broad multi-sector career led me to want to have this same influence on corporate strategy and success.
YM: The board and its directors have traditionally had overall responsibility for overseeing strategy, company performance, approving policy, and maintaining the interests of external stakeholders. Executive management has been accountable for operational performance, decisions, and policy implementation. This model is now more nuanced and complex for both the Corporate Director and the executive. Today, there are mega trends such as demographic shifts, exponential changes in technology, hyper transparency, geopolitical instability and increased social activism, making the role of the Corporate Director ever more challenging. Board Trustees/Directors must employ heightened engagement in its oversight and utilize their skills and commitment to the company to provide meaningful advice to executive management that will assess risk and ensure company success.
YM: Board members' priorities should focus on some established roles and responsibilities such as CEO evaluation and succession planning, strategic oversight, risk oversight, and board governance and effectiveness. However, the current shifting environment and responses to the pandemic, demand that board members also focus on enterprise resiliency, workforce transformation, and that they lead on issues of diversity, equity, and inclusion. The onset of the pandemic has accelerated operational changes and the way companies must do business and how board members engage. It has brought about tremendous opportunities for enhanced collaboration with management on key board priorities.
For the coming years, board members will continue to face demands for talent acquisition, innovative thinking, diverse competencies, and stronger governance practices. Boards need to address culture as a strategic asset, strategically prepare for growth in an uncertain environment, and ensure that board effectiveness is a key priority for the company.
LATINO BOARD DIRECTORS DIALOGUE
He is a 32-year veteran of the IBM Corporation where held various senior executive and global general management roles. Sanchez rose from technical staff engineer to global leadership and strategy roles, developing expertise in strategy, R&D, supply chain operations, and mergers and acquisitions. He was instrumental in developing IBM’s early personal computers and, as head of the IBM ThinkPad business, spearheaded the formation of the Bluetooth industry consortium that made the technology ubiquitous. Sanchez also led the transformation and growth of a several global IBM divisions in the systems, storage, and semiconductors spaces, and oversaw the creation of several of the world’s most powerful supercomputer systems. After IBM, he was senior vice president of Lenovo Group Limited. He sits on the board of ACI Worldwide Inc, a global software company facilitating real-time electronics payments where he chairs the Compensation Committee, and Avnet Inc., a global electronic components and technology solutions sales & distribution company.
ADALIO SANCHEZ
PRESIDENT OF S GROUP ADVISORY, BOARD DIRECTOR FOR MITRE CORPORATION
Latino Leaders: How did your journey as a
Board Trustee/Director Begin?
Adalio Sanchez: My journey actually began about seven years ago when I got a call from a search firm about a board opportunity at a global software company.
By that point in my career, I was a senior executive at IBM and had successfully operated and transformed several large complex global business divisions. It was the depth and breadth of my business and technical experiences that I suspect made them reach out me.
Latino Leaders: How different/challenging is the role of a Corporate Trustee/Director, as opposed to being a
C-Suite executive?
A.S.: The roles are actually very different.
As a C-suite executive, one is trained to get into the fine details, operate and manage the business, and lead the company to drive shareholder value and stakeholder success. Yet, the role of Director/Trustee is not about operating – but rather to represent the company’s shareholders and stakeholders, as well as provide governance and oversight to company management. Very different roles and activities. Frankly after so many years of being an operator, it took me some time to transition to the role of board director/trustee. The role is equally rewarding, but it is about advising, providing guidance, and helping the company’s management identify issues and opportunities – not managing. The board role is about bringing to bear one’s vast business experience to help the company be successful, while representing the shareholders/ stakeholders in all their actions.
Latino Leaders: Which should be the top priorities for a Corporate Trustee/Director to maximize efficiency and support the Board/Company?
A.S. There are three very critical areas that are the primary focus of board directors/ trustees. They are – strategy, financial performance and integrity, and talent.
The board has to ensure that the strategy of the company is sound and that proper investments are being made to achieve the long-term goals of shareholders and stakeholders. The board also needs to provide oversight to ensure financial commitments are delivered upon and with integrity. Lastly, talent. The board is responsible to ensure the company has the right senior leadership and that it has the proper talent, workplace culture, and compensation plans in place to achieve the strategy and goals of the organization.
EXPERIENCE AND FOCUS
ANA DUTRA
INDEPENDENT BOARD DIRECTOR FOR CME, HARVEST, FIRST INTERNET BANK
DURING her three decades of running companies in the technology and professional services area and as a corporate director, Ana Dutra has been a big exponent of continuous education
After receiving a bachelor's and juris doctors degrees from Brazilian universities, Dutra demonstrated her commitment to ongoing learning at her first job with IBM in her native Brazil, in her pursuit of an MBA at Northwestern University's Kellogg School of Management, throughout her career in management consulting and more recently as a board member for several companies. Dutra, who speaks English, French, Portuguese and Spanish, is a global board director for CME Group. She also on the boards of Harvest Health and Recreation, First Internet Bank, Elkay Manufacturing, Lifespace Communities and M. Holland Company.
This education process, for Dutra continues as a board member. "The fact that I am an experienced corporate director does not mean that I stop studying and getting informed, said Dutra, who graduated Kellogg summa cum laude. "I have made a commitment to myself that every year I get a certification in something," she said. This year she is studying for a master's certification in corporate governance with the National Association of Corporate Directors (NCD).
Another of Dutra's causes is related to who serves on a board; “The one thing that has been a constant throughout my entire life was passion for Diversity, Equity, and Inclusion, and in particular, for Latinos and women of color," she said. Dutra said, there is a need "to see anyone who looks like you in leadership positions, to feel accepted, to feel included." Currently, she is on the Latino Corporate Directors Association's board and active with its Board Ready Institute. "We look for Latinos who are almost there, almost board ready, put them through the program and try to place them in boards," she said.
Dutra leads the board diversity initiative of the Women's Business Collaborative. This role includes producing reports through a "a fantastic partnership" with Equilar to gather corporate data and with Bolster to connect high-growth companies with trusted and flexible executive talent. She also is very active with the Women Empowerment Network whose mission is to empower Latinas throughout the Americas. "Diversity inclusion has to be intentional and has to be measurable and has to be lead from the top or otherwise it just doesn't work," Dutra said.
She gives two primary reasons why there are not more Latinas and Latinos on boards. "The difficult part is called comfort zone," she said, and that people say if are going to have a woman, let’s have a woman that looks more like us." There also is the need to expand the pool of Latino candidates she said, so avoid recycling of the same people. "We want to see a high percentage of first-time directors because that is how we increase the pool of Latinas who are on corporate board," she said.
Dutra makes it clear that when one of her companies selects a Latino they are not doing this for her or for her community. "You are doing this for your business, doing this your employee community, your customers community, your suppliers, your investors, your partner communities," she said. "We are the segment in the U.S. economy that is growing the fastest, so when you make that decision, it is also is a good business decision because it increases innovation, because it increases different ideas, it increases your presence in different communities that you may not have."
Dutra recognizes directors face "a plate full of issues." Some are circumstantial and are related to the moment such as how to deal with the pandemic and its ancillary effects on getting people back to work. Boards are also paying a lot of attention to cyber security and digital transformation. Then there are what Dutra calls the surface issues that have always been there. This includes dealing with succession before there is a crisis, debt in general and how to protect the supply chain during a natural disaster. Meanwhile, she said the pace of Latino inclusion on boards is slow but faster than it was ten or twenty years ago.
Working with Equilar, Dutra saw that over the last six months more women were getting board seats with public companies but among women of color most seats went to African American and Asians. "For Latinas, the numbers are still dismal," she said. "If we want (and need) to see more Latinos on boards, and we are doing everything we can, but people need to do their part too such as learning about what boards do," Dutra said.
The last thing we want on a board is a Latino who is not a strong or effective director," the diversity advocate said, "then people say, 'you see we tried this person here and it didn't work.'"
WHEN THREE-YEAR-OLD Ángel Martinez came to the South Bronx with his grandmother's sister in 1958, this move was to be a temporary and devoted to his education. He was supposed to fly to Havana each summer but after the Castro takeover in 1959 and Ángel would not see his parents or siblings for 34 years. But what he did see was that as a Cuban, he has benefited from that culture's exhortation about education and, like most immigrants, valued the U.S. offering endless opportunity. "You get prepared, decide what you want to do, and you go out and do it, and work your butt off to do it." His life path would take in at the age of 13 to California where he later attended the University of California at Davis. He ran track and cross country, earning All-American status. After he graduated he made up his mind to have a running shoe store and would manage one of the first in the U.S. for Runners World. Then came a 21-year career with Reebok where he also headed the Rockport division. In 2003, he started and ran a brand called Keen Footwear, a toe protection sandal, for two years.
After retiring as Reebok's chief of marketing and settling in Santa Barbara, California, Martinez was recruited by nearby Deckers Outdoor Corporation, and became CEO of the footwear company known for UGG, HOKA ONE, Teva and other brands. "I have managed to sell a lot of shoes and built some great brands," said Martinez who retired again in 2016 and spent a year as board chairman. A big part of his success is recognition that footwear is different from other consumer products. "It is very personal, it is function based as well as cosmetic as well as psychological," Martinez said. “Women are the biggest market and are interested in style, color trend, and even the season.” Watching his wife doing aerobics, Martinez noticed the women were barefoot or wearing bulky, ugly running shoes, although the rest of their outfits were coordinated. Reebok would produce an aerobic shoe which combine a running shoe, with a dancewear-like slipper
BRING HUMAN DIRECTION TO THE CORPORATE WORLD
ANGEL MARTINEZ
CHAIRMAN & CHIEF EXECUTIVE OFFICER DECKERS BRANDS BOARD DIRECTOR FOR KORN FERRY INTERNATIONAL that made the foot look smaller and came in fashion colors, Martinez said. While at Deckers, he was asked to join boards but did not want to do more than one because of the demands of his job. That one is Tupperware and he remained on its board for 20 years. Martinez also was recruited and appointed in 2017 a director for Korn Ferry, which he describes as "the top company in world for advice and consulting across a whole variety of human resource requirements." This year, Martinez became an independent director for Genesco, another retailer of footwear and accessories.
This governance role, Martinez said, "is exactly right up my alley – I love organization building and I love brand building."
With Korn Ferry, Martinez is impressed by the company's CEO Gary Burnison. He has a vision for a brand and knows how to bring clarity to what a brand is, he said. "You have to have strong brand, you have to stand for something you have to bring added value so that people trust what your brand represents, willing to invest in it and see it as something they must have," he said. A second part of that, Martinez said, is people. "Every company consists of people, and people want to perform, want to to be successful, to be proud of where they work and what they do," he said. The job of a CEO and a board, Martinez said, is "to keep creating pathways through which people could be more and more successful."
He explained, "I did not intend to build Deckers into a $2 billion company, however, I intended for everyone in the company to succeed because they were passionate for what we were doing together." Martinez also stresses inclusion. "The reason is that as a company you want to bring in as many perspectives as you possibly can in order to achieve your business goals," he said. "I think companies now see that…that is reality and they are bringing folks on the board who can help that inclusive approach to business, which is permanent, we are not going back," he said. Martinez, who insists that people pronounce his name Ángel, said Latinos who are in business at any level of success need to understand, Martinez said, that they have a right to be on boards and to have an opportunity to make a difference. "Don't sell yourself short and learn what it takes to be a contributing board member. Bring something to the party so that actually we can get this corporate world changed in the direction that is more human." He finishes.
ASPIRING DIRECTORS 2021
These Executive Members represent senior executives ready to serve on corporate boards of publicly-traded and private companies. As members, these senior executives are able to benefit from programming offered by LCDA's affiliated foundation, Latino Corporate Directors Education Foundation (LCDEF), including its premiere BoardReady Institute (BRI) whose curriculum is designed to prepare and position highly credentialed Latino executives and national leaders for corporate board service.
Carlos Aguilar, PhD
President & Chief Executive Officer, Texas Central Partners TX
General management, project finance and execution executive with over 30 years of experience managing power, transport, and other large industrial projects ranging from airports to multi-billion dollar power and petrochemicals facilities.
https://www.linkedin.com/in/carlosfaguilar
Carmen Allen GA
Former Executive Director-IBM Research-TJ Watson Research Center, IBM
Accomplished technology futurist and a global operations senior executive with over 25 years of experience consulting to large and small companies in telecommunications, high tech and healthcare.
https://www.linkedin.com/in/carmenpallen
Alex Alvarez KY
Chief Production and Sustainability Officer, Brown-Forman
Seasoned manufacturing and supply chain executive with expertise in product innovation, engineering, safety, quality, and environmental sustainability.
https://www.linkedin.com/in/alex-alvarez-27170510/
Daisy Auger-Dominguez
Chief People Officer, VICE Media NY
Strategic, global C-suite human capital executive and inclusive expert focused on making workplaces more equitable and inclusive.
https://www.linkedin.com/in/daisyaugerdominguez/
Martha Bernadett, MD
Former EVP-Research and Innovation, Molina Healthcare CA
Family physician, health innovator and digital transformation evangelist committed to health equity.
https://www.linkedin.com/in/mary-martha-bernadett-md-96b3623b/
Tina Castro CA
Co-Founder/Managing Partner, Avivar Capital
Impact investing executive with over 20 years of experience in the fields of finance and investment management.
https://www.linkedin.com/in/tinacastro-cfa/
JoAnn Chavez MI
Senior Vice President and Chief Legal Officer, DTE Energy
Senior financial and legal executive with over 30 years of experience assisting publicly held companies grow their businesses worldwide.
https://www.linkedin.com/in/joannchavez/
John China CA
Division President-SVB Capital, SVB Financial Group
Growth and transformation financial services leader focused on supporting entrepreneurs and startups at their earliest stages.
https://www.linkedin.com/in/johndchinasvb/
Celeste De Armas
Chief Executive Officer, RiskRator/President, CSMB International FL
Financial services and consumer-centric leader with proven experience in C-Suite roles across fintech, regulatory compliance, food & beverage and marketing.
https://www.linkedin.com/in/celeste-de-armas-a426a5/ Michele Docharty NY
Former Partner/Americas Head of Execution Services, Goldman Sachs
Seasoned financial services leader with a a robust history of building high-performing teams and driving business growth.
https://www.linkedin.com/in/michele-docharty/
Martha Escutia CA
Vice President-Government Affairs & Special Counsel, Univ. of Southern California/Former California State Senator
Accomplished legal and regulatory senior executive and former legislator influencing change in technology, energy, environment and water industries.
https://www.linkedin.com/in/martha-escutia-4706a320/
Dean Florez CA
Board Director, California Air Resources Board/Former Senator-16th District, California State Senate
Seasoned government relations professional with over three decades of experience and prior service in the California Legislature with a focus in air quality, environmental, and highly regulated industries.
https://www.linkedin.com/in/deanflorez
Indrani M. Franchini NY
Executive Vice President/Chief Compliance Officer, Alexion Pharmaceuticals, Inc.
Legal executive with extensive experience developing and building the infrastructure and company-wide standards for global compliance programs in pharmaceuticals, healthcare, and industrials.
https://www.linkedin.com/in/indrani-franchini-63751473/
Marcos Gabriel MD
Chief Transformation Officer, McCormick & Company
International finance executive with more than 25 years of experience in consumer products, multi-national companies and private-equity portfolio businesses.
https://www.linkedin.com/in/marcos-gabriel-0a9659/
Isaura Gaeta CA
Vice President-Security Research-Intel Product Assurance and Security Engineering, Intel Corp.
Global technology executive with deep governance, security engineering, and technology research expertise in Fortune 50 companies.
https://www.linkedin.com/in/isaura-s-gaeta-1a50262/
Deborah Gallegos CA
Former Chief Investment Officer, New York City Employees' Retirement System (NYCERS)
Seasoned professional with over 30 years of experience in portfolio management, investment consulting, and pension fund administration.
https://www.linkedin.com/in/degallegos/
Carlos Garcia, Jr. NY
Former Chief Information Officer/Partner, Alvarez & Marsal Holdings, LLC
Business executive, co-founder and angel investor with proven experience leading strategic digital transformation efforts globally for Fortune 50, mid-market, Private Equitybacked, and startup companies.
https://www.linkedin.com/in/cgarciajr/ Rodrigo Garcia IL
Former Deputy State Treasurer/Chief Investment Officer/Chief Financial Officer, Illinois State Treasurer
C-level investment executive with proven leadership ability in asset management and sustainable / impact investing.
https://www.linkedin.com/in/rodrigogarciachicago
Yvonne Garcia MA
Chief of Staff to CEO/Global Head of Internal Communications, State Street Corporation
Global corporate and national civic leader deploying cuttingedge technology and operational processes solutions for Fortune 100 companies in the financial sector.
https://www.linkedin.com/in/yvonne-garcia-0678234/
Nichol Garzon-Mitchell CA
SVP & General Counsel, Corporate Secretary, Glass Lewis & Co.
Strategic and trusted legal advisor to C-suite and board of directors focused on legal, compliance, and regulatory matters in global technology and financial services space.
https://www.linkedin.com/in/nicholgarzon/
Claudia Gast CA
Former Chief Strategy Officer/Head of M&A, AM General LLC
Senior executive with extensive financial, strategic and operating experience in Private Equity and Fortune 100 companies including consumer products, automotive, and industrials.
https://www.linkedin.com/in/claudiagast/
Luis Demetrio Gomez
Chief Executive Officer, Wellmark CO
P&L leader, C-Suite executive and integrations specialist leading publicly-held and Private Equity-backed manufacturing and industrial companies worldwide.
https://www.linkedin.com/in/luis-demetrio-gomez
Marcos Gonzalez CA
Founder & Managing Partner, VamosVentures
Global private equity, venture and angel investor focused on impact investing of companies led by Hispanic and diverse founders in the US.
https://www.linkedin.com/in/marcos-gonzalez-b567042/
JC Gonzalez-Mendez IL
Former President-Latin America, McDonald's Corporation
Global and commercial focused senior executive, with a versatile, multi-disciplinary career in food & beverage, philanthropy, and ESG.
https://www.linkedin.com/in/jcgonzalezmendez
Mauro Gregorio
President-Performance Materials & Coatings, Dow Inc. MI
Fortune 500 industrials operations executive providing innovative solutions to global markets in infrastructure, transportation, electronics, as well as home and personal care.
https://www.linkedin.com/in/mauro-gregorio/
Eduardo Hauser FL
Chief Executive Officer, Gem Shopping Network
Technology and media innovator developing and building businesses and products in media, technology and consumer spaces across domestic and international geographies.
