LEADERS Magazine January, February, March 2021 Volume 44, Number 1

January, February, March 2021

Volume 44 Number 1

LETTERS FROM LEADERS 8 NORTHROP GRUMMAN’S WARDEN 9 CONANT

JENKINS

GIL

HANK GREENBERG 11 BILL MCDERMOTT 14 ETHAN ALLEN’S KATHWARI 17

VULLO

POLMAN

JENSEN

WOMEN LEADERS 26 A FORCE FOR GOOD 32 ENTERPRISE AI 36

MACKEY

DILENSCHNEIDER

AHUJA

NORTHWELL HEALTH 58

ANN ABERNETHY Aspen, CO aabernethy@ aspenrealestate.com

BONNEAU ANSLEY Atlanta, GA bonneau@ ansleyatlanta.com

MAUREEN ATKINSON Southern California Hawaii maureen@maui.net

KYLE & ELISE BAUMANN Atlanta, GA KyleBaumann@ AtlantaFineHomes.com

EMILY BEARE New York, NY ebeare@corenyc.com

PAUL BENSON Park City, UT paul.benson@ evrealestate.com

LISA COLE Bend, OR lisacole@bhhsnw.com

SALLY DALEY Vero Beach, FL sally@ daleyandcompany.com

GARY & MICHELLE DOLCH Austin, TX gary.dolch@ compass.com

MICHAEL DREYFUS Palo Alto, CA m.dreyfus@ggsir.com

BILL FANDEL Telluride, CO bill.fandel@compass.com

MATT & JULIE FAUPEL Jackson Hole, Wyoming mattfaupel@jhrea.com juliefaupel@jhrea.com

LINDSEY HARN San Luis Obispo, CA soldbylindseyharn@ gmail.com

NINA HATVANY San Francisco, CA nina@ninahatvany.com

JEFF HYLAND Los Angeles, CA jeff@hiltonhyland.com

MARK ICUSS Chicago, IL mark.icuss@ compass.com

DAVID KORNMEIER New York, NY dkornmeier@bhsusa.com

LIZ LEEDS Vail, CO lleeds@slifer.net

MACK MENDENHALL Jackson Hole, Wyoming mackmendenhall@ jhrea.com

SANDRA MILLER Santa Monica, CA sandra.miller@ evrealestate.com

SHAUN OSHER New York, NY sosher@corenyc.com

ANN MARIE NUGENT & JIM WALBURG San Francisco, CA annmarie@ annmarienugent.com

CREIG NORTHROP Clarksville, MD CNorthrop@ NorthropRealty.com

CHRIS RICHARDSON San Luis Obispo, CA chris@ richardsonproperties.com

KAREN TERRA Jackson Hole, Wyoming karenterra@jhrea.com

MARK WAITE Maui, HI mark@QE-HI.com

JEFF & KELLI WARD Jackson Hole, Wyoming jeffward@jhrea.com

HALL WILLKIE New York, NY hwillkie@bhsusa.com

JOHN ZIMMERMAN Ft. Worth, TX john.zimmerman@ compass.com

BRENNAN BUCKLEY Des Moines, IA brennan@ realm-global.com

The Future of Luxury Real Estate has Arrived.

TONI HABER New York, NY toni@compass.com

â„¢ GAIL GALLAUDET La Quinta, CA gail@gallaudet.com

MARK MARQUEZ San Diego, CA mark.marquezsd@ gmail.com

HILLARY RYAN Napa Valley, CA hillary@ hillaryryangroup.com

POWERED BY HUMAN CONNECTION

The Founding Members of REALM are among the most accomplished real estate professionals ever assembled.

300+ Members 1,350+ Listings 100,000+ Clients 9 Countries

GARY GOLD Los Angeles, CA gary@soldbygold.net

CRAIG MCCLELLAND Atlanta, GA craig.mcclelland@ metrobrokers.com

RYAN STREIFF Dallas, TX ryan@ daveperrymiller.com

V I S I T RE AL M - G L OB A L .C OM TIMOTHY TAMURA Corona del Mar, CA timothy@valiaOC.com

BERNARD UECHTRITZ Dallas, TX bu@icon.global

“Success isn’t about how much money you make.

It’s about the difference you make in people’s lives.”

- Michelle Obama LEADERS Magazine is published quarterly and circulated to distinguished leaders of the world. Circulation is strictly limited. To receive LEADERS Magazine, one must be a leader of a nation, an international company, a world religion, an international institute of learning, or an international labor organization; or a chief financial officer, a major investor on behalf of labor or corporate pension funds, a chief information officer or a Nobel laureate. LEADERS Magazine was founded by Henry O. Dormann (1932-2018).

LEADERS Magazine Publisher and Executive Editor: David W. Schner Editor: Darrell J. Brown Advertising Executive: Laurie McClure Ferber

On the Cover

Printing: Calev Print Media – Freeport Press

Douglas R. Conant, ConantLeadership - 12 Jo Ann Jenkins, AARP - 28 Mónica Gil, NBCUniversal Telemundo Enterprises - 34 Maria Vullo, New York Private Bank & Trust - 47 Paul Polman, IMAGINE - 19

Photo Credits: Cover Jenkins 28 - © Timothy Greenfield-Sanders; Cover Gil 34 - © Ivan Apfel; Cover Vullo 47 - ©2016 Teri Bloom; 14 - © Peter Yang; 15 - © Lee S. Weissman; 16 -© Stacy Godfrey; 22 - © Alban Pichon; 32 - © IA.AJB LLC; 50 author - © Sacha Lenormand; 59 - © Travis W Keyes Photography; 75 Doctors Hospital - © David Sutta Photography; 78-79 - © 2017 Lockheed Martin Corporation; 84 - © Stu Thomas; 94 - © Brett Nadal; 106 - ©WillettPhoto; 114-115 - © 2019 The Cleveland Clinic Center for Medical Art & Photography Marketing Division; 124 Pelier - Nathalie Courau Roudier; 126 candid - © 2018 Alan Eyer; 133 - © Jessie Lee Cederblom; 134 - © Mark Krajnak on behalf of NY Red Bulls; 136 author - © Jenna Lyn Photography; 138 building - © Benjamin Edelstein; 139 restaurant - © 2020 Troy Campbell; 146 - © 2012 Whole Foods Market IP LP; 148 - © 2013 Brad Trent; 150 - © Kevin Ng Photography; 152 - © 2020 Nick Starichenko; 156 author - © Joe Colon Studio

Janet Jensen, The Jensen Project - 110 John Mackey, Whole Foods Market - 146 Jan Dilenschneider - 142 Sachit Ahuja, Tillman Global Holdings - 152

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LEADERS (ISSN 0163-3635 ) is published quarterly by Leaders Magazine, LLC, a Sandow brand, with offices at 101 Park Avenue, 4th Floor, New York, NY 10178, and 3651 NW 8th Avenue, Boca Raton, FL 33431; www.leadersmag.com. Leaders Magazine, LLC, Sandow Media, LLC and their respective affiliates, directors, officers, employees, contributors, writers and editors (collectively, “Publisher”) accept no responsibility for inaccuracies, errors or omissions with information and/or advertisements contained herein.

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VOLUME 44, NUMBER 1

This is the 5G business has been waiting for.

Verizon 5G is here — with the coverage of 5G Nationwide for over 200 million people in more than 1,800 cities. And, in more and more cities, the unprecedented performance of 5G Ultra Wideband, the fastest 5G in the world. It’s bringing new possibilities to businesses of all sizes.

This is 5G from the network businesses rely on.

Learn more at verizon.com/5g/business

5G Ultra Wideband available only in part of select cities. “Fastest 5G in the world” claim from May 2020, based on Opensignal independent analysis of mobile measurements recorded during the period January 31 – April 30, 2020. © 2020 Opensignal Limited. © 2021 Verizon.

Contents Letters From Leaders General Richard D. Clarke Commander, U.S. Special Operations Command (USSOCOM)

8

Kathy Warden Chairman, Chief Executive Officer and President Northrop Grumman

9

Farooq Kathwari Chairman, President and Chief Executive Officer Ethan Allen Interiors Inc.

17

Robert B. Catell Chairman, Advanced Energy Research and Technology Center Stony Brook University

18

Jorge M. Pérez Chairman, Chief Executive Officer and Founder Related Group

10

Maurice R. Greenberg Chairman & CEO Starr Insurance Companies

11

Douglas R. Conant Founder & Chief Executive Officer ConantLeadership

19

Clive Davis Chief Creative Officer Sony Music Entertainment

20

Michael I. Roth Executive Chairman Interpublic Group

22

14

Michael J. Dowling President and Chief Executive Officer Northwell Health

15

Sean S. Buck Vice Admiral, U.S. Navy 63rd Superintendent of the U.S. Naval Academy

16

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26

INTERVIEWS Conscious Leadership John Mackey, Co-Founder and Chief Executive Officer, Whole Foods Market

146

Doing the Right Thing the Right Way Marc B. Lautenbach, President and Chief Executive Officer, Pitney Bowes Inc.

148

Paul Polman Co-founder & Chair IMAGINE

12

Bill McDermott President and Chief Executive Officer ServiceNow

Women Leaders

Donato Tramuto Chairman and Founder Health eVillages

23

A Culture-First Company Thomas M. Troy, President and Chief Executive Officer, CSAA Insurance Group

150

Communications Infrastructure Sachit Ahuja, Managing Director, Tillman Global Holdings

152

Quantum Marketing Raja Rajamannar, Chief Marketing and Communications Officer, and President, Healthcare Business, Mastercard

154

The Art of Premium Rum Craftmanship Philippe Brechot, President and Chief Executive Officer, Destilería Serrallés, Inc.

156

A Network of Online Dermatologists Douglas Holmes, Chief Executive Officer, DermatologistOnCall

158

Mitzi Perdue Founder, WinThisFight.org and Author, 52 Tips to Combat Human Trafficking

24

Persevering Through Uncertainty Adam Blumenfeld, Chief Executive Officer, Varsity Brands, Inc.

160

VOLUME 44, NUMBER 1

Letters From Leaders

This year, people across the world have faced challenges on a shocking scale.

Environmental disasters, economic hardships, social unrest and violence have impacted the lives of millions on multiple continents, and the impacts of the COVID-19 pandemic have touched every corner of the globe. Leaders in both the public and private sectors must grapple with the fallout of these conditions and adapt.

Nearly every industry has been thrust into a period of uncertainty and change in 2020. Our military has taken intensive action to protect our forces and re-examine ways to bolster greater resilience and flexibility. This year’s challenges further underscore the value of putting people first.

When I was young, I joined the military, never dreaming that I’d still be wearing this uniform 37 years later. From the global standoff during the Cold War, to Desert Storm, and the last two decades of conflicts in the Middle East, I served with some of the most amazing Soldiers, Sailors, Marines, and Airmen. I want to share my memory of one.

In the spring of 2003, I commanded a battalion of about 600 paratroopers in the 82nd Airborne Division spread throughout Eastern Afghanistan. A firefight broke out near one of our outposts and one of our senior noncommissioned officers, John Setzer, was seriously injured while evacuating wounded teammates. I visited John at his hospital bed in Bagram less than 24 hours after the incident. Though clearly in pain, and unable to speak with his face encased in bandages, he was determined to sit up and salute.

To this day, that image moves me. It wasn’t that he saluted me. You see – John would have done that for any officer. He was a leader, and he was so dedicated to being a professional, to doing his duty, and to caring for his people, that no amount of personal risk or discomfort would deter him from those priorities. John was subsequently awarded the Silver Star for his singular heroism on that spring day in 2003. Two years later, John was still leading Soldiers, and he recalled that his only regret was the lives lost. His passion for his people was inherent.

For the next generation of leaders, it falls on you to cultivate men and women like John Setzer. Regardless of your specific industry, you have incredible talent and energy flowing through your organization every day. If unified in purpose and commitment, they can do wonders. It’s up to you to inspire, encourage, and unite them.

This isn’t easy. It requires character and courage, both moral and sometimes physical, to establish and uphold a clear set of values. It requires vision and the ability to communicate effectively to your entire team. It requires personal passion and energy to stick through hard times and imbue your people with an unwavering pursuit of excellence. It requires an eye for managing (and accepting) risk and failure to engender a spirit of innovation that will enable your organization to flourish in times of change.

I must admit – while there are challenges for our nation, I’m hopeful about the future. The young people I see in our military and elsewhere give me great confidence that the next generation has the tools to tackle the monumental challenges foreshadowed in 2020. Be confident. Be bold. Be committed to providing your people with the best leadership possible. If you can do those things, you’ll be amazed at the results.

General Richard D. Clarke Commander, U.S. Special Operations Command (USSOCOM)

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Letters From Leaders

I am proud to lead this team of 90,000 people, whose bold ideas and pioneering spirit make Northrop Grumman such an incredible community and special place to work.

Every day, we seek to make our world a safer place, and to improve the communities where we live and work. Our corporate citizenship mission starts with people – the people we employ today and in the future, our customers and all of our stakeholders.

In a year where we faced extraordinary circumstances, we strengthened our commitment to support our communities. We are giving to organizations involved in COVID-19 relief efforts, including providing funding and resources for frontline relief workers to keep them protected, food banks to help those who have lost income, and schools to support students with virtual learning. We have also contributed to the work of the NAACP Legal Defense Fund to promote and enable social justice in our communities.

At Northrop Grumman, we value a diverse and inclusive culture because we believe that every employee deserves to be respected for who they are – and to feel challenged, rewarded and engaged. This is a necessary ingredient to our success – as the diversity of our teams has increased, so has our performance.

I’m very proud of the progress we’ve made. We’ve been recognized by DiversityInc’s Top 50 Companies for Diversity 10 years in a row, and number one for both veterans and people with disabilities. While our company’s diversity representation for women and people of color largely reflects the communities in which we work and live, we know we still have work to do.

To address this issue, we’ve doubled down and focused on increasing STEM education opportunities for students of all ages and backgrounds. We believe that our best chance to help people see the opportunity from a strong foundation in science and math is long before we hire them, so we set a goal to increase math and science proficiency for 350,000 middle school students by 2030. We established a Teachers Academy where we train middle school STEM teachers, and we’ve reached more than 335 teachers and 33,500 students, and given $22.5 million in combined contributions to education programs alone. As important, our employees support all of our efforts through volunteering, tutoring and mentoring.

We also have a deep sense of responsibility to preserve resources for future generations. We’re focused on environmental sustainability, to ensure we’re being responsible stewards of the environment by proactively managing our impacts and enhancing the sustainability of our operations.

Our contributions and employee volunteer activities are focused on helping to transform our communities, with a focus on STEM education, military and veterans, people with disabilities, health and human services, and environmental stewardship. At Northrop Grumman, we have an unwavering commitment to help our communities grow and prosper.

Kathy Warden Chairman, Chief Executive Officer and President Northrop Grumman

VOLUME 44, NUMBER 1

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Letters From Leaders

I arrived in the United States in the early ’70s, a twenty-something drawn to this great land by the promise of the American Dream. I was working what seemed like 24 hours a day in those early days, but I rested easy knowing the injustices I saw during my youth in Latin America – including seeing my parents stripped of their dignity at the hands of Cuban officials – were behind me. I was truly free to forge my own path and assume my own risk – it was everything I’d dreamed of.

Today, however, there are those who want us to believe this Dream is gone and that we need to, “make America great” once again.

Make no mistake, I am absolutely opposed to the poison this phrase has injected into our country, but despite being unbelievably divisive, this recent election serves as a stark reminder the Dream this country was founded on is fragile and by no means assured.

The Biden-Harris victory is certainly a much-needed step in the right direction, but it is nowhere near the clean slate many wish it to be. No matter who sits in the Oval Office, there are still hundreds of millions of Americans, across both the left and right, who feel disenfranchised, excluded and forgotten. We must do better.

The challenges are real and numerous, yet I remain hopeful we can cast aside these misguided political blinders and come together. After all, beneath the partisan rhetoric, we are all in search of the same thing: a country where even the loftiest dreams can be transformed into reality through hard work and perseverance.

There is no magic fix. All Americans must hold elected representatives accountable to drive real change and make this country more equitable, inclusive and conscious, not for the promise of positions of power, but for the well-being of future generations.

We as business leaders carry a particularly important responsibility in these uncertain times. Regardless of industry, we all have a duty to set the tone for businesses around the country and foster a culture of looking beyond the bottom line. Only by truly supporting the communities we call home, championing environmental protection efforts and providing opportunities to those who need them most, will we reach any kind of meaningful success in the years to come.

Our road is long and arduous, but the American Dream is very much alive, and with that we can achieve anything.

Jorge M. Pérez Chairman, Chief Executive Officer and Founder Related Group

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Letters From Leaders

Many times you learn from a tragedy and that may be the case in the current health crisis affecting all of us. In a matter of months most people have learned to follow the advice of doctors and researchers who are familiar with the virus. Learning simple behaviors that help prevent the spread of the disease is critical as the scientific community develops specific medicine and treatments to diminish transmission and to help cure those already infected with the disease. A number of companies are close to developing a vaccine. Time will tell how successful those efforts will be.

Some of the things we are learning through this experience will remain with us once the virus diminishes, affecting how we do business and how we live. Many people have learned that we can function just as well without some of the things we thought we needed in our lives. Working from home, not having to be in an office every day, may be one of those things. Employees do not need to work from a centralized work place to do their jobs, and companies are learning they do not need as much office space to run a business. New technologies are critical to this ability.

Our company had a successful year despite the challenges. Our people adjusted quickly to the changing environment, worked hard and used technology to stay in touch with clients and other employees to keep our business growing, leading to a very successful year.

Maurice R. Greenberg Chairman & CEO Starr Insurance Companies PS: Since I wrote this letter, a vaccine has very recently been approved for distribution. Approval of a second vaccine is expected any moment. The vaccines will go first to healthcare workers, as they should. It will be only a matter of months until the general population will have access. This will make a big difference in reducing the number of people who contract the disease.

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Letters From Leaders

A Port in the Storm As a leader, you must be the port in the storm, particularly in times of crisis. Let me elaborate.

People crave resolution. We watch and read stories seeking a concrete close to events – an ending – something to mark that one season has concluded and a new one has begun. We organize our lives around these periods of renewal, closure, and transformation – quarterly reports, three-year plans, summer, winter, spring, fall. Goals and increments. Milestones. But as a year of complexity and turbulence draws to a close without much in the way of resolution, we are called to sit with the continued discomfort of a profoundly changing world.

COVID-19 has ravaged our ideas of certainty and revolutionized the world of work.

The virus has spread chaos without any concern for the co-converging storms of social justice movements, political rancor, and a volatile economy, all of which exacerbated its impact on our lives in 2020. Now, it continues to disregard our very human desire for resolution – especially in this end-of-year period when we typically reflect on the 12 months behind us and draw conclusions that will buoy us for the 12 months ahead.

This pandemic has challenged us to look forward and celebrate our humanity in the absence of the most human thing we crave: closure.

I choose to embrace this challenge because it underscores the truth of the matter – that this idea of a crisp and neat conclusion is a human fabrication altogether. We seek closure so badly because the reality is that it often eludes us in real life, pandemic or not. To lead people in this environment demands that we accept uncertainty as the constant, and that most of the time we are the variable. Leading people is all about showing up in the midst of uncertainty – again and again – showing up reliably in an unreliable world.

While part of accepting a world in flux means adapting to change with agility, pivoting and course correcting along the way, an equally important part of being an effective leader in times of crisis is learning how to be a force in opposition to uncertainty, something sturdy and solid; it means understanding that we must find virtues we can embody with steadiness, behaviors that do not change (no matter what swirls around us). If we can’t give people closure, to lead effectively, we must give them consistency.

How > What To be a stabilizing force in the new year of this extended crisis, I strongly encourage leaders to focus on managing the “how” more than the “what.” Mostly, we can’t control the “what” – what happens around us and in the world. But we can control the “how” – how we respond, how we treat people, how we navigate the good times and the bad.

The best way to manage the “how” boils down to putting people first, repeatedly, no matter the crisis or climate. Create a reservoir of goodwill. Anchor all leadership behaviors in honoring others, treating them with civility, and respecting them as human beings. They should know what you expect of them, and what they can expect from you; they should be able to trust you; they should feel secure that you will treat them with dignity even as the storm clouds gather.

Here are seven simple tenets in service to a commitment to honoring people. Internalize them and act on them regularly, dependably, and people will learn to trust that you are managing the “how” to the very best of your ability.

1. As a leader, you must be simultaneously tough-minded on standards of performance and tender-hearted with people.

2. It is unrealistic for you to expect extraordinary effort and performance in an enduring way without creating an environment in which people feel extraordinarily valued.

3. “Thank you” does not go without saying. Express your thanks for contributions of significance earnestly and often.

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VOLUME 44, NUMBER 1

4. In leadership, particularly in a crisis, the “soft” stuff is the “hard” stuff. Often, EQ trumps IQ. 5. Clarity is next to godliness. The more unclear the circumstances, the clearer your communication must be.

6. Borrowing one from Stephen Covey, you should: “Seek first to understand, then to be understood.”

7. Borrowing another one, from Conan O’Brien: “Work hard, be kind, and amazing things will happen.”

Observing these tenets is a way of showing thanks to the people with whom we live and work. It reminds us that the virtue we so often celebrate at the end of the year – gratitude – is active, not passive; more than a feeling, gratitude requires behaviors and action. It doesn’t happen by accident. It requires intention and discipline. The more we anchor our actions in honoring people, the more we prove our credibility amidst catastrophe, our reliability amidst volatility.

When people can’t count on closure (and they can’t), let them count on you. If you are intentional with your leadership, leveraging timeless leadership practices and forming habits around honoring people, you can become that beacon of solidarity and certainty people are seeking – the constant among the ceaseless variables – the port in the storm.

Douglas R. Conant Founder & Chief Executive Officer ConantLeadership

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Letters From Leaders

It goes without saying that 2020 has been a year that has tested our individual character. These consequential times have made us think in new ways, overcome unimaginable challenges, and adapt to the changing world as we know it today.

However, I’ve always believed that the world’s biggest challenges can lead to our greatest opportunities.

We have the power to determine whether we get up when life throws a thunderbolt at us – or whether we back down. And in order to rise, we need courage.

People often ask where my courage comes from. First and foremost, it’s from my mother, Kathleen McDermott, who was a relentless optimist. Everything I am, was, and ever will be – I owe it all to her. She gave me the permission to dream big and reminded me that the best part of you is you.

There have also been personal moments throughout my life that left me with valuable lessons. These learnings still resonate with me today and it is my hope that they’ll also inspire you to achieve your own Winners Dream no matter what obstacle is thrown your way.

Have the courage to overcome: The most important things in our lives aren’t objects or possessions; they are people and love. When I was 12, our house caught fire. Thankfully, my family got out safely. Even though my parents had worked incredibly hard to fix up and buy that house, their focus that night wasn’t the damage or the loss of the structure – it was overwhelming gratitude for our safety.

I think courage is the ability to look at a terrible situation and not feel defeated. Courage inspires us to find a way forward. Life requires sacrifice…I don’t know anyone who hasn’t been faced with tough choices and doubt. But it’s in those moments when I’ve learned to appreciate and thank the loved ones in my life. People are the most important purpose any of us have and being significant in someone else’s life is pure joy.

Do what others are unwilling or unable to do: Trust is the ultimate human currency. Showing others that you care about them will always be the differentiator.

I learned this running a deli on Long Island. I got to know my customers. Seeing them differently made me do things differently. I wasn’t just a hard worker; I did everything I could to build that deli into the best place in the neighborhood.

My deli delivered to the senior citizens’ home down the street. I extended credit to my working-class customers. I welcomed teenagers into the shop and installed video games. While other stores saw their customers as a way to make a buck, I saw them as people.

You earn trust in drops and lose it in buckets. It’s the human element that makes people feel connected, special, and keeps them coming back.

Will finds a way: Your thunderbolt will come. Mine did in 2015. A fall down a flight of stairs led to the loss of an eye.

Lying on those stairs, my mind told me to go to sleep, that I had done enough. My will reminded me that I had a beautiful family, good friends, and a job that I loved. I knew I had to find a way to get up, get out, and get on with it.

With this life-changing event, I learned that vision isn’t just what you see. It’s how you feel and how you make others feel. And even through the most life-changing experiences, will always finds a way.

I’m fired up for 2021! Keep the faith. Protect your dreams. And like my mother told me, always remember the best part of you is you!

Bill McDermott President and Chief Executive Officer ServiceNow

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Letters From Leaders

At no time in recent memory have recent college graduates and other young people in the early stages of their careers experienced the kind of formidable challenges posed by the coronavirus pandemic. Seemingly overnight, the bottom fell out from a thriving economy that was seeing record job growth and many promising career opportunities in various sectors.

For those who have been laid off, seen job offers pulled back or had other career prospects derailed since COVID-19 hijacked our lives in March, accept the fact that the setbacks you’ve been dealt were beyond your control. Complaining and obsessing about the ways this pandemic has negatively affected your life will only distract you and fuel anxiety. Focus on the things that you can control, including how much time and energy you devote to looking for work, strengthening your education and skills to make you more appealing to prospective employers, broadening your social and professional networks, and maintaining good health.

Resilience and optimism will help get you through the chaos, stress and uncertainty that millions of people are experiencing right now, whether it’s related to a career setback, the loss of a loved one from COVID-19 or another illness, the nation’s tumultuous political environment, the troubling incidents of social injustice or other issues. Summoning the strength to cope with these challenges will teach you important lessons about your own resolve, deepen your empathy for others who are struggling, and enable you to evolve and grow as a person.

For those who have hit a career roadblock, building resilience and maintaining a sense of perpetual optimism will help you stay focused, flexible and productive – and maintain confidence in yourself and your own abilities. Keep reminding yourself that this period of career limbo is only temporary, but also be prepared to work harder than you ever have before. Don’t underestimate the power of networking. Remember, you are not alone. Everyone is feeling some level of frustration with our current plight. Reach out regularly to family, friends and colleagues to check on how they’re doing (something everyone will appreciate). These conversations can often produce job leads or offers to put you in touch with people in their network of contacts who may be able to help.

Unless you are financially secure or have family helping you out, chances are you still need money to put food on the table and pay your bills. Given those realities, if you can’t find the ideal job in your profession right away, you may need to take a step down or sideways in the career ladder by working odd jobs or taking a position for which you’re overqualified. All prospective employers certainly recognize the job market we’re in and won’t hold it against you, and most will appreciate the determination of those who keep working while actively looking for jobs for which they are best suited.

As you evaluate your options, I encourage you to reassess your career goals and objectives. For many of us, COVID-19 has altered our outlook on life, helping us recognize and appreciate the things that are truly important, such as our families. For those in the early stages of their careers, this period of transition also provides an opportunity to reexamine your priorities, and think about what gives you enjoyment and your role within the broader community. If you’re one of the millions of Americans whose health – or the health of family and friends – has been personally affected by the virus, perhaps it’s time to focus less on how much money you can make and more on career opportunities in professions that enable you to help people and society in general, such as health and human services, and public service.

Perhaps most importantly throughout this tumultuous time, don’t forget to take care of yourself and pay attention to your family. Eat well, get some exercise, do fun things with your spouse, significant other or kids, and recognize that alcohol and drugs will take their toll in the long run, so don’t use them as a coping mechanism.

Job-hunting can be a humbling process, so always remember these immortal words from the late U.K. Prime Minister Winston Churchill: “Success is the ability to go from one failure to another with no loss of enthusiasm.”

Michael J. Dowling President and Chief Executive Officer Northwell Health

VOLUME 44, NUMBER 1

LEADERS 15

Letters From Leaders

The path of life will inevitably travel through dark and turbulent times; it’s easy to lose sight of the bigger picture when confronted by a grave crisis like the COVID-19 pandemic. As a future leader, you need to learn to know yourself well enough to identify when you are losing perspective – and, how to fix it!

During my 41 years of naval service, and the inevitable trials and challenges I have faced along the way as a leader, I have found the key to maintaining my perspective during difficult times is through keeping my focus on my people.

First, you need to continue to maintain a dialogue and personal connection with others. Whether I am talking to my most junior subordinate, a peer, or a seasoned mentor, I know they are providing me the tools to widen my own perspective on a problem.

During the pandemic, one of the hardest things to do as a leader is to maintain these authentic human interactions virtually – do not let that keep you from trying! And, when this is over, do not forget that there is no true substitute for in-person interaction. Use the many tools at your fingertips to continue to stay connected with and learn from those on your team or in your sphere. Also, remember to make yourself available to those who need your counsel and wisdom. And, when the world returns to normal once again, remember to show up and be present for those who count on you.

Secondly, I keep my perspective through service to others. When life starts to seem especially challenging, and you feel like you might be losing your way, turn your focus and energy towards serving those around you.

It’s a wonder what that can do to shift your perspective and alter your attitude for the better. You might even be surprised that you’ve suddenly found your way once again.

When faced with a great challenge, it is not the time for self-doubt or self-pity. Our nation and our world need bold, courageous and compassionate servant leaders to carry us through difficult times. I believe our next generation is ready to rise to this challenge and I look forward to seeing what you all accomplish!

Sean S. Buck Vice Admiral, U.S. Navy 63rd Superintendent of the U.S. Naval Academy

16 LEADERS

VOLUME 44, NUMBER 1

Letters From Leaders

The main job of any leader is to help make the world a better place. Our journeys also reflect the help that we received along the way. I am indebted to many who helped me, at age 20, to trade the beautiful mountains of Kashmir for the bustling borough of Brooklyn. To name a few: John Birkelund, CEO of Rothschild, Inc. who mentored me to take on the position of Chief Financial Officer when I was 27; and Nathan Ancell, founder of Ethan Allen, who taught me about marketing and manufacturing and who, when I was 40, gave me the responsibility of being President of an iconic American company, Ethan Allen.

Helping others was also the guiding principle in the life of my son, Irfan Kathwari, who left this world 28 years ago at the age of 20. As I write this letter on November 22, 2020 – Irfan’s birthday – I remember how passionate he was about helping those who were less fortunate. We celebrate his birthday and his life by supporting a number of causes.

This year, we have faced almost every imaginable challenge, from a global pandemic to natural disasters.

We at Ethan Allen operate a workshop that makes handcrafted furniture in Honduras. Recently, devasting floods severely impacted over 500 associates in our workshop; 150 families lost everything. On November 22, we decided to help them through the Irfan Kathwari Foundation, which was established in memory of our son. We also decided to support both global causes, such as the Kashmir Education Initiative, which provides scholarships to numerous aspiring student leaders in the war-torn region of Kashmir, and local organizations, such as a charity that feeds the homeless in the area where we live.

About 30 years back, Ethan Allen established 10 leadership principles which are even more relevant today.

Five of the principles are focused on how our leaders interact with others: Self-Confidence: Have the self-confidence to empower others to do their best.

Hard Work: Leaders must establish a standard of hard work and practice it consistently.

Accessibility: Be open and supportive and recognize the contributions of others.

Priorities: Clearly differentiate between the big and small ones.

Justice: Make decisions fairly. Justice builds trust, motivation, and teamwork.

As I reflect on my son’s life, I am reminded that to have principles is only the beginning. Principles are only truly relevant when they are put into action.

Irfan went to help in many troubled regions of the world, even though I pleaded with him to come home and focus on his studies. His last reply was, “You do not have to worry about me, Dad. What is happening in the world is important. I am just trying to figure out what I can do to help. It is our job to help people who are less fortunate than us. Unless we do what we can to help others, our lives are meaningless.”

The call to help the people around us, and in other parts of the world, is a call to which every leader must respond. When we help others, we leave a legacy that inspires others to take action, just as my son’s passion continues to inspire me.

Farooq Kathwari Chairman, President and Chief Executive Officer Ethan Allen Interiors Inc.

VOLUME 44, NUMBER 1

LEADERS 17

Letters From Leaders

There is no question that 2020 has been a stressful year. We have had to do without many of the things we have become used to as part of our normal lives. We have had to deal with a pandemic, lockdowns, economic woes, endless illness, and the loss of loved ones.

However, in the midst of all of this, we have a lot to be thankful for and a lot to look forward to.

We have to be very thankful for the doctors and healthcare workers who have worked tirelessly to take care of the sick, and the scientists who have used their skills to produce a vaccine that will create a safer world going forward.

During this crisis, we have seen a number of examples of leadership, and the lack thereof.

Some of our leaders have been in denial and have made light of the seriousness of the situation. Others have urged caution and stressed the need for an organized approach to solving the problem.

As we look to the future, we must develop leaders who can gain our conďŹ dence and demonstrate an ability to drive consensus and take advantage of all that this country has to offer to provide a bright future for all of our population.

On the energy front, we are moving to a cleaner future with the incorporation of renewables in the form of solar and wind backed up with battery storage. This will be accomplished over a period of time, with natural gas providing a bridge to the future, which will include hydrogen and renewable fuels that lower our carbon footprint.

The companies that embrace the future and take a leadership role will be successful in attracting investment and providing value to its shareholders, customers, and employees. They will invest in the new technologies being developed at research universities and national labs to provide a more efďŹ cient, reliable, and resilient energy delivery system.

We are blessed with the foundation of a democracy that provides opportunity for all, but we must ensure that no one is excluded from that opportunity. Leadership comes with a responsibility to ensure that everyone is treated equally and given an opportunity to demonstrate their capabilities to achieve success. There are many lessons to be learned from adversity that can provide a very bright future for all.

The future starts by the upcoming generation recognizing that we have the ability, through technology, to provide a quality of life for the world population focusing on areas of need. It includes providing quality education to allow all individuals to have a chance to succeed and provide a good life for themselves and their families.

I am optimistic that there is a great opportunity to develop the leaders of the future by learning from our mistakes and building on our successes, but it all starts by embracing our differences and listening to differing opinions to determine the best course of action.

There is a very bright light at the end of the dark tunnel we are currently going through and it can provide a brighter future for all.

Robert B. Catell Chairman, Advanced Energy Research and Technology Center Stony Brook University

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VOLUME 44, NUMBER 1

Letters From Leaders

The year 2020 will undoubtedly be remembered as a time of unparalleled disruption because of the coronavirus pandemic – a health and economic crisis like no other – that has dramatically impacted lives and livelihoods.

It’s alarming to think, therefore, that even before COVID-19, the world was already facing an urgent existential crisis due to our looming climate emergency. Against the backdrop of rising inequality, the collapse of critical ecosystems and biodiversity loss, a resurgence in racial tensions and growing concern about global food security, humanity feels more threatened than ever – just when we’re at our most vulnerable.

Regrettably, global governance is broken, precisely when we need it most.

International political cooperation is lacking, multilateral institutions are marginalized and leaders of courage and principle are in worrying short supply – too often playing not to lose by protecting the status quo, rather than playing to win. No wonder trust is at an all-time low in many parts of society, which has given rise to increasing protests, voter apathy and the gradual erosion of confidence in globalization as a force for growth and prosperity.

It would be easy to become despondent in the grip of such paralyzing challenges. Yet, we shouldn’t lose hope – not least as we have never been so forewarned and forearmed, with exponential advancements in technology and science, in particular, at the ready to help alter our trajectory and scale the solutions needed.

But there is one resource more than any other that should give us confidence about the prospects for positive change. An unlimited reserve of talent, ingenuity, innovation and idealism that challenges the old, embraces the new and dares to push the limits of what’s possible. And that is young people – who in timehonored tradition have always been the ones to redesign the future in their own image, simultaneously creating a better world for everyone.

Over half the world’s population is below 30 years old and – as we have seen from the youth climate movement – they are agitating and mobilizing like never before. We should welcome their energy, creativity, passion and self-belief. We should embolden their innate ability to accept uncertainty. And we should encourage their voracious appetite for collaboration and partnerships, which we know are key to unlocking progress on our biggest social and environmental challenges.

More purpose-driven, tolerant, open and accountable than any generation before them, they understand that being a great leader is above all about being a great human being. They do not accept the false trade-off between people and planet, and instead hold an evangelical belief in the harmony of our human and natural capital. And more than anything, they have the wisdom and humility to recognize that by putting the interests of others ahead of their own, they are also ultimately better off.

We are truly blessed to have so many gifted young people at this crucial time in history. Now is the moment not only to give them a seat at the leadership table, but to give them the full levers of power altogether.

Paul Polman Co-founder & Chair IMAGINE

VOLUME 44, NUMBER 1

LEADERS 19

Letters From Leaders

Life doesn’t just go up, up and up. We all have to confront and deal with adversity at different times in our life. Determination to get through it is very important as is belief that you will get through it.

I faced my toughest challenge in my life when both my parents passed away, within a year of each other, when I was 18. I had to leave my home in Brooklyn during my sophomore year at N.Y.U and go to live with my sister, her husband and their one-year-old daughter in Bayside, Queens. Because of them and an active support group of friends at N.Y.U – where I became President of the college’s Student Council – I didn’t face my loneliness and feelings of being an “orphan” until I was living alone at Harvard Law School a few years later.

Given I had a lifetime aggregate sum of $4,000 to my name, I was dependent on a full tuition scholarship which I would lose if I didn’t maintain at least a “B” average. With no one from my support group present to help me get through this period of deep anxiety, I turned to the law school’s psychiatrist for a year to help get me through this dark transitional period. During this time, I learned a critical life lesson: it is certainly no sign of weakness to get professional help when needed.

My next major life turning point occurred in the year 1960. I was an associate at the law firm of Rosenman, Colin, Petschek and Freund servicing clients such as CBS, CBS founder William Paley and other major corporations. I was married with a one-year-old son. I had no hope of ever having a wealthy client the firm would be willing to represent, but out of the blue I got a lucky break that changed the rest of my life.

A lawyer, formerly with the Rosenman firm, was at the time General Attorney for Columbia Records (a Rosenman firm client). He was looking for someone to replace him since he was being promoted to head up Columbia Records International. His number-two attorney was not qualified to assume the number-one role.

After asking around the Rosenman firm, which was doing quite a bit of work on behalf of Columbia Artist Management Inc. (CAMI), he was eventually directed to me.

What a break!

I went into the office to ask the advice of Ralph Colin, the senior partner who represented CBS. He advised me against taking the position. He said: “look at you with your khaki pants and tweed jacket, having gone to gentile Harvard Law School. You’d be eaten up by the Broadway record business with their gold chains and jive talk. It’s no place for you.”

But Ralph Colin didn’t know of my melting pot Brooklyn roots. And my mother had given me the best advice I ever received from anyone. She loved that I was an “A” student, but she didn’t want me to be an ivory tower “A” student. “Get into the streets,” she said, “and make friends with all those that you play stickball and punchball with where all religions and colors are represented.” I did that for all my years before Harvard. I could deal with all types of music men.

I took the job and never looked back.

To be a leader, you’ve got to trust your instincts. It was 1967. I was at the Monterey Pop Festival. Yes, I was head of Columbia Records, but I never, ever thought I’d be part of the creative team. That was for A&R, not me.

But I found myself in the middle of a revolution – a cultural, social and, most importantly, musical revolution.

Appearing was the amplification of the electric guitar. Jimi Hendrix, Mike Bloomfield, and Janis Joplin in Big Brother and the Holding Company. This was my epiphany. I personally had to sign Janis and Big Brother. I did that and also signed Mike Bloomfield’s Electric Flag and then in the next four years, Blood Sweat & Tears, Chicago, Santana, Aerosmith and Earth Wind & Fire. I did each, overcoming self-doubt, trusting my instincts and when each came through, finally admitted to myself that I might have a natural gift I never would have known I had were it not for the music that had proceeded to take over my life.

Being a leader means you might have to overcome personal trials of character to prove your trustworthiness. At the height of my success – having taken Columbia from the #3 label (to RCA and Capitol Records) to the #1 label — the company discovered an employee fraudulently writing checks at the business’ expense. I obviously fired him, but to get a lower criminal sentence, he went to the U.S. Attorney in New Jersey and claimed he would help them find payola that existed in the record business which included Columbia Records. Heading CBS at the time was a new president of barely six months. He was 37 years old. This was CBS, the owner of the invaluable FCC network broadcast license. The CBS lawyers advised him to separate the company from the record division and I was summarily fired. I had to remain silent during the year and a half U.S Attorney investigation. And then came the vindication! CBS apologized and even gave me $1,000,000 for future mail order rights to my new company’s music. Obviously, I was happy to get the vindication, but the headlines are never anywhere as big as when there’s a hint of scandal. And I had to start all over again.

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I was determined that Arista be the top competitor to Columbia, Warner Brothers, Capitol and RCA. So, I honed a different skill. Leaders have to be resourceful and try new things. I could no longer depend on the discovery of rock artists to be a major label. New wave artists didn’t go multiplatinum. One needs hit single after hit single to sell one, two or three million albums. I studied hit songs and strived tirelessly to hone my ears in that direction. It worked! I found hit songs for Barry Manilow, Melissa Manchester, Dionne Warwick, Aretha Franklin and, of course, Whitney Houston. Arista became a major label. And then when rhythm and blues changed, I changed with it. Leaders have to be in front of major changes, not behind them. I brought to my team outside expert players and funded label deals with LA Reid and Babyface for LaFace Records and Sean “Puffy” Combs for Bad Boy Records. Hip Hop was coming and I wanted to be right there with it.

And then at the height of Arista’s biggest success, combining Whitney’s “My Love Is Your Love” album and my reuniting with Carlos Santana for “Supernatural” and its all-time high eight Grammys and 26 million worldwide album sales, I would be challenged and tested again. Arista’s parent company, the German media conglomerate Bertelsmann, didn’t like that my equity compensation agreement was earning me around $25,000,000 a year. Arista and I were on fire and generating hundreds of millions of dollars in annual record sales for Bertelsmann. They didn’t want to lose me, but they didn’t want to pay me the compensation I was earning.

Shockingly, I was asked to leave Arista. National headlines graphically covered this emphasizing Arista artists’ anguish. But I kept my cool. Leaders have to expect the unexpected. Was there pain? Hell, yes. But you’ve got to rebound. You’ve got to be resilient. And since they didn’t want to lose me, I demanded and received $150,000,000 to start a new label (J Records). The previous biggest new label ever begun was Interscope Records at $32,000,000.

Per the agreement, J Records was to receive from Arista five Platinum artists and five brand new artists who had never previously released an album – among them Alicia Keys. I was not about to start a new company from scratch.

I wanted to be, right from the beginning, a major label. Lastly, I asked for the right to hire for J Records any Arista Records executive with a condition that I don’t offer any greater compensation than he or she was currently earning.

I was to ask for the 18 top executives of Arista, its president, 2 executive vice-presidents, the A&R staff, and the top promotion and marketing staffs. In the most gratifying career achievement of my life, 18 out of 18 came to J. Was I a demanding leader? Yes. But I was fair and they believed in me. My team all had families, but they believed in J’s future creative excellence. J would make new discoveries and attract available major stars who still had a future. And all this came to pass! The brand new Alicia Keys exploded. J attracted Luther Vandross, Busta Rhymes and Rod Stewart whose five volume Great American Songbook became a global phenomenon. J would break Maroon 5 as well as every early American Idol winner. The success was so overwhelming and the remnant of Arista’s bottom line so depressed that - just three years later – Bertelsmann gave Arista back to me and also put me in charge of RCA and the enormously successful Jive Records.

The good guys won. Hallelujah!

Leadership is complicated, vexing, and challenging. But if you master the principles, it can be rewarding, exciting, and ever so fulfilling.

Clive Davis Chief Creative Officer Sony Music Entertainment

VOLUME 44, NUMBER 1

LEADERS 21

Letters From Leaders

As we have worked through this unprecedented time, what has been most remarkable to me as a business leader is the unwavering commitment of our people.

Literally within days last March, 95 percent of our people around the world transitioned from working next to one another in their offices to working remotely. Before the pandemic, if we had tried to move our 50,000 employees to working from home, it would have taken years just to develop a plan and we likely would have decided it was not feasible! Instead, the forced change went smoothly. This is a credit to our people at every level of IPG. From individuals who had just completed their onboarding, to seasoned veterans of our company, from IT to creative, from finance to human resources.

What this tells me is that a group of hardworking, like-minded individuals who share similar value systems can do just about anything when they work together to do it. My advice to young people who are starting out in their careers has always been that you should work at a place that shares your values and if you find that not to be the case, you should make a change. I know this may be easier said than done, especially during the most unusual times in which we currently find ourselves, but it’s more true than ever.

As we have lived through this pandemic together, IPG as an organization has worked very hard to support our people, to be as flexible as possible and to understand what our people are living through. We have also worked to ensure that our managers uphold this philosophy as well. We know that our people lead very full lives and are always working on balancing personal matters with work responsibilities. This, like so many other things, has grown even more pronounced during the pandemic.

In addition to working with individuals who share your values, I’ve also always given managers the advice to surround themselves with the smartest team they can find. No one person can do everything, no matter the size of an operation. Each of us has different areas of expertise and varying strengths we can bring to the table.

I would advise young people similarly. You want to be around people who are smart, who you can learn from, who love their craft, and who get it and get you.

We each spend a lot of time at work – whether in the traditional office or our virtual ones. Whether you’re starting out in your career, or making a change, my advice is the same. Make work something you love and a place where your values can come to life. Your work and your life will be better for it.

Michael I. Roth Executive Chairman Interpublic Group

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VOLUME 44, NUMBER 1

Letters From Leaders

Anyone who knows me understands that I love a good, authentic story and have always encouraged others to share their own stories. The power of a personal story, honestly told, builds trust among colleagues, peers, friends and family and drives a greater sense of connection and relevancy.

I would like to begin with a story that I hope will be instructive for everyone who reads this.

It’s a true story about a small boy, all of eight years old, who lost his hearing from an ear infection. For nearly a decade, he was bullied and ridiculed by his peers, even by some family members. His hearing loss was so severe that he failed the 5th grade. During the next decade, he endured no fewer than five experimental surgeries. The last one restored partial hearing in both ears.

When the bandages were removed, the horror of not hearing was replaced by the horror of hearing himself speak.

He could not pronounce his R’s or W’s and many viewed him as having a disability. Fortunately for this young boy, his sister-in-law was a speech pathologist at the local university and the boy received the help he so desperately needed. They recorded his speech every day, repeating words and sounds until he could be understood.

However, when the time arrived for college, he was rejected by every school, labeling him disabled with low academic potential. Despite all his efforts, he couldn’t shake the stigma, but the experience taught this young man the meaning of tenacity and to use adversity to build strength.

Eventually, he convinced one college that the label of “disabled” was neither appropriate nor fair. He entered the class of 1975 and four years later graduated summa cum laude.

Despite being voted “The Most Likely Not to Succeed” by his high school classmates, this boy went on to become a successful business executive and a global healthcare activist.

That young boy was me!

That experience, fraught with personal challenges, disappointment and ultimately, success, taught me the value of possessing empathy and expressing compassion for others, particularly in the workforce. As a long tenured CEO, I have operated my companies on the belief that you can – and must – serve a double line. Or, to paraphrase Benjamin Franklin, you can do well while doing good. As shared in my first book, Life’s Bulldozer Moments, taking an approach that is collegial, welcoming the input and advice of others, and leading by example are prerequisites to success in life and business.

Humanity, tenderness and compassion for others must exist in the workplace and perhaps more importantly, beyond the workplace. I practiced this philosophy as a CEO and now live it every day through my two nonprofit organizations – the Tramuto Foundation, which provides grants to nonprofits across the country, in addition to annual scholarships over the past 19 years, and Health eVillages, an organization that provides medical professionals in some of the poorest and most remote regions of the globe with up-to-date mobile medical technology.

As a philanthropist and one who has experienced the effects of bullying, I believe deeply in the value of compassionate leadership, so much so that I am currently writing the manuscript for my second book, Profiles in Compassionate Leadership.

Now, more than any time in my life, I believe the factors that make the difference between a good and a better leader – in business and in life – are compassion and empathy toward others. In business, this ability helps you understand the needs of a key client, build and manage an effective management team and deal with the best interest of all your employees and customers. Particularly during these troubling times when there are more questions than answers and many families are one paycheck away from catastrophe, people crave strong, decisive and compassionate leaders who truly hear them, empathize with their plight and create meaningful change.

I implore you to remain open to the reality that as tough as these days are, things will get better. The pandemic will end, our discussions around racial injustice will continue, and, in time, the challenges we are currently confronting may bring about a more inclusive and compassionate society.

I would like to add two important bits of advice: be authentic and be kind. Too many people will tell you what to be and I have found it’s a lot easier to simply be who you are – your happiness will rise and fall on how successfully you lead an authentic life. And please, be kind. I like to say kindness is the new currency for the world in which we live. I encourage you to use that currency in all that you do. There is no other investment that offers a better return.

Donato Tramuto Chairman and Founder Health eVillages

VOLUME 44, NUMBER 1

LEADERS 23

Letters From Leaders

Would you like to know how two mega-successful business leaders did it? I’ll be sharing with you tips that only a daughter or wife would know, tips on how two men regularly inspired so much engagement and loyalty that employees made it a habit to go the extra mile and regularly stayed with them for life.

My late father, Ernest Henderson, was the Co-Founder and President of the Sheraton hotel chain. As a child, I was forever asking him how he did it. One of his tips was, “People have a compulsion to live up to or down to your expectations.”

To demonstrate to his employees how much he believed in them, whenever he’d take over a hotel and it needed refurbishing, the first money he’d ever spend was on areas that only the employees would see, like their lockers or showers or dining rooms. By his actions, he demonstrated to them how important they were and how much he valued them and believed in them. His goal was to give them a better vision of themselves.

My late husband, Frank Perdue, brought the chicken company from no employees to 20,000 at the time of his death. Like my father, he put tremendous effort into demonstrating how much he respected and valued the people he worked with. One of the things we did was, we had a goal of entertaining every associate (Perduespeak for employee) in our home for dinner, with their spouses. At these dinners, he’d actually stand behind the buffet table and wait on his employees, and towards the end of the evening, he’d tell his employees what was going on in the company, he’d answer questions, and he’d end by telling them, “I know that the company wouldn’t be where it is without you.”

There’s a quote that applies to both men, and it comes from a psychiatrist from a hundred years ago, William James. He said, “The deepest principle of human nature is the craving for appreciation.” As leaders, both Henderson and Perdue made a life-long effort to show the men and women who worked with them that they were breathtakingly important.

Mitzi Perdue Founder, WinThisFight.org and Author, 52 Tips to Combat Human Trafficking

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Let’s create a more sustainable future It’s time to reimagine, rebuild and transform our global economy into one that works for the benefit of everyone. By embracing change, and scaling our ambitions, we can create 360° value for all.

Let there be change

Contents Women Leaders Everyday Innovators in Aging Jo Ann Jenkins, Chief Executive Officer, AARP

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A Force for Good Tami Erwin, CEO, Verizon Business

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Shaping a New Era in Media for Hispanics Mónica Gil, Executive Vice President, Chief Administrative & Marketing Officer, NBCUniversal Telemundo Enterprises

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Enterprise AI Pat House, Vice Chairman, C3.ai

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A Culture of Inclusion Monette Knapik, Senior Director, Enterprise Procurement Operations, CVS Health

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Serving All Wealth Levels Nelle Miller, Co-Head, J.P. Morgan Private Bank, New York

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Make Your Own McKinsey Sara Prince, Partner Lead for Growth Accelerate, McKinsey & Company

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Investment Execution Stephanie Birrell Luedke, CFA, Head of Private Wealth Management, Neuberger Berman Group LLC

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Blazing Trails in Banking and the Law Maria Vullo, Vice Chair and Chief Legal Officer, New York Private Bank & Trust

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26 LEADERS

Leading a Culture of Innovation and Fostering Change Annette Rippert, Group Chief Executive – Strategy & Consulting, Accenture

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Addressing the World’s Toughest Problems María Santos Valentin, General Counsel, The Rockefeller Foundation

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A Driver of Responsible Growth Cynthia H. Bowman, Chief Diversity and Inclusion, and Talent Acquisition Officer, Bank of America

68

Storytelling With a Purpose Stacie M. de Armas, Senior Vice President, Diverse Consumer Insights & Initiatives, DE&I Practice, Nielsen

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An Ownership Mentality Aryella Frommer, Partner and Head of Investor Relations, Trian Fund Management, L.P.

Energy Transition and Green Development Cheng Mengrong, President, State Grid U.S. Representative Office

Caring and Compassion Maureen White, RN, Executive Vice President, Chief Nurse Executive and Director, Institute for Nursing, Northwell Health

Character Revealed Ana Lopez-Blazquez, Executive Vice President, Chief Strategy and Transformation Officer, Baptist Health South Florida and Chief Executive Officer, Baptist Health Enterprises

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Community and Population Health Debbie Salas-Lopez, MD, MPH, Senior Vice President, Community and Population Health, Northwell Health

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A Culture of Care Annabella Salvador-Kelly, MD, Senior Vice President, Medical Affairs and Associate Chief Medical Officer, Northwell Health

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Critical Care Mangala Narasimhan, DO, Senior Vice President, Critical Care Services, Northwell Health

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An Entrepreneurial Culture Ilene Anders, Chief Financial Officer, Alliant Insurance Services, Inc.

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Mission-Driven Transformation Yvonne O. Hodge, Senior Vice President, Enterprise Business Transformation, Lockheed Martin

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We Are Unum Liz Ahmed, Executive Vice President, People and Communications, Unum

Creating Connections Charlene Lake, Senior Vice President, Corporate Social Responsibility and Chief Sustainability Officer, AT&T

Creating the Future Sharon Doherty, Chief People and Places Officer, Finastra

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Striving for Excellence Kelley Cornish, Partner, Paul, Weiss, Rifkind, Wharton & Garrison

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A Network of Trusted Advisors Julie Faupel, Founder and Chief Executive Officer, REALM

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Leadership Standards Carole L. Brown, Chief Executive, Asset Management, The PNC Financial Services Group

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Emerging Customers Garance Wattez-Richard, Chief Executive Officer, AXA Emerging Customers, AXA Group

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Transforming Healthcare Joan Cusack-McGuirk, President and Chief Executive Officer, Montefiore St. Luke’s Cornwall (MSLC)

90

Investing in Talent Lynne-Courtney Hodges, Vice President, Human Resources, SL Green Realty Corp.

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Improving the Health of Communities Susan DeVore, Chief Executive Officer, Premier, Inc.

94

Holistic Sustainable Solutions Ann Young Lee, Co-Founder and Chief Executive Officer, CORE

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Achieving Brighter Financial Futures Jonita Wilson, Vice President, Chief Diversity Officer, Discover Financial Services

100

A Collaborative Studio Kohn Pedersen Fox

102

Serving Clients Andrea Okun, Senior Vice President, Chief Strategy Officer, Savills North America

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Core Values Stephanie Smith, Senior Vice President – Supply Chain, The Home Depot

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Diversity, Equity and Inclusion Pamela Y. Abner, Vice President, Chief Diversity Operations Officer, Mount Sinai Health System

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Promoting Healing and Healthy Futures for Survivors Janet Jensen, Founder, The Jensen Project

Supporting the Business Stephanie Noble, Director of Accounting and Billing – Finance, Active International

A One-Stop Platform Dr. Jianyu Zhang, President and Chief Executive Officer, ICBC (USA) NA

Media Innovation Susanne Morello, Senior Vice President, Media, Active International Canada

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The Power of Every One Lara A. Kalafatis, Chair, Philanthropy Institute, Cleveland Clinic

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Human Purpose Donna Murphy, Global Chief Executive Officer, Havas Health & You

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Celebrating Differences Traci Wade, Senior Director, Diversity and Inclusion, Oracle

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Diversity, Inclusion and Health Justice Julia E. Iyasere, M.D., Dalio Center for Health Justice, NewYork-Presbyterian Hospital

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Finding Pockets of Opportunity Corinne Casagrande, Senior Vice President, Strategy, Broadbeam Media, a subsidiary of Active International

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People, Process and Promotion Gemma Atkinson, Chief Operating Officer, International Division, Active International

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Providing Analysis Lana Ilchenko, Senior Vice President, Global Financial Planning and Analysis, Active International

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An Entrepreneurial Spirit Liz Margolis, Executive Vice President, Corporate Operations and Planning, Active International

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Growth in France Martine Pelier, Managing Director, Active International - France

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Financial Strength Michele Vinci, Vice President of Finance – International, Active International

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Excellence, Innovation and Compassion Jennifer A. O’Neill DNP, APN, Senior Vice President, Chief Nursing Officer, Hospital for Special Surgery (HSS)

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A Shared Sense of Purpose Jessica Hough, Esq., Partner – Tax, Washington D.C., Skadden, Arps, Slate, Meagher & Flom LLP

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Strengthening Family Bonds Karina Pavone, Executive Director, Amigos For Kids

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Connecting Digitally Mary Kay Huse, Chief Executive Officer and Co-Founder, Mandolin

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Advocating on Behalf of Music Creators Lisa Farris, Chief Digital Officer, Recording Academy

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Passion, Trust and Selflessness Kari Cohen, General Counsel, New York Red Bulls

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The Azamara Spirit Carol Cabezas, Chief Operating Officer, Azamara

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A Seaside Luxury Haven Deborah Yager Fleming, Chief Executive Officer & Partner, Acqualina Resort & Residences on the Beach

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The Leader in Pinot Grigio Jane Scott, Vice President, Marketing, Santa Margherita USA

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Expressionist Painting Jan Dilenschneider

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Women Leaders

Everyday Innovators in Aging An Interview with Jo Ann Jenkins, Chief Executive Officer, AARP EDITORS’ NOTE Since joining Black Enterprise Magazine “Most AARP in 2010 and leading the P o w e r f u l Wo m e n i n B u s i n e s s ” organization since 2014, Jo Ann (2017); Actor’s Fund Medal of Honor Jenkins has transformed AARP into (2017); International Association a leader in social change, dedicated of Gerontology and Geriatrics 2017 to empowering people to choose how Presidential Award; Foreign Policy they live and age. Under her leadGlobal Thinker (2017); Power 100 – ership, AARP has been recognized Washington’s Most Influential People, as one of the World’s Most Ethical Washington Life Magazine (2015Companies. Her best-selling book, 2017); “NonProfit Influencer of the Disrupt Aging: A Bold New Path to Year” (2015); “NonProfit Times’ Power Living Your Best Life at Every Age, and Influence Top 50” (2013-2019); Jo Ann Jenkins has become a signature rallying cry Peace Corps Director’s Award (2014) for revolutionizing society’s views and Malcolm Baldrige Fellow (2013). on aging by driving a new social conscious- After earning her B.S. degree from Spring Hill ness and sparking innovative solutions for all College in Mobile, AL, she graduated from the generations. She also established a new strategic Stanford Graduate School of Business Executive direction and operating structure for the AARP Program. Jenkins also holds an Honorary Foundation, focusing on change in four crit- Doctorate of Humane Letters from both Spring ical areas – hunger, income, housing, and iso- Hill College and Washington College. lation. She created Drive to End Hunger, a multi-year, nationwide campaign which has ORGANIZATION BRIEF AARP (aarp.org) is the donated tens of millions of meals and pro- nation’s largest nonprofit, nonpartisan organivides support to over 100 anti-hunger organi- zation dedicated to empowering people 50 and zations across the country. Jenkins began her older to choose how they live as they age. With career with the U.S. Department of Housing a nationwide presence and nearly 38 million and Urban Development, moving on to pro- members, AARP strengthens communities and gressively more responsible leadership posi- advocates for what matters most to families: tions in the U.S. Department of Transportation health security, financial stability and personal and U.S. Department of Agriculture before serv- fulfillment. AARP also produces the nation’s ing as Chief Operating Officer of the Library of largest circulation publications: AARP The Congress where, among other things, she led 11 Magazine and AARP Bulletin.

National Book Festivals. Jenkins holds a variety of board and advisory positions including AARP Board of Directors; General Mills Board of Directors; The Wall Street Journal CEO Council; Kennedy Center National Symphony Orchestra Board of Directors; Stanford School of Medicine Board of Fellows; AVNET Board of Directors; World Economic Forum Stewardship Board for the Education, Gender, and Work System Initiative; World Economic Forum Board of Governors for the Health Systems Initiative; and ViceChair, International Oversight Board, National Academy of Medicine’s “Healthy Longevity” initiative. In 2019, she received the Baldridge Leadership Award, and was named by Fortune as “One of the World’s 50 Greatest Leaders.” She has been recognized with BlackDoctor.org “Top Blacks in Healthcare” award (2019); Diversity & Flexibility Alliance Luminary Award (2019); WNET New York Public Media 2018 “Woman of Vision” Award; Washington Business Journal’s “Women Who Mean Business” award (2018);

“Dr. Andrus founded AARP to improve the lives of older Americans and to create opportunities for them to lead productive lives of independence, dignity and purpose.”

28 LEADERS

Will you highlight the history and heritage of AARP and discuss how the organization has evolved?

AARP was founded over 60 years ago when Dr. Ethel Percy Andrus, a retired teacher and the first female high school principal in California, went to look up a former Spanish teacher whom she had heard was ill and not doing well. She found the woman living in the back of someone’s house in an old chicken coop without any health insurance. That was all the woman could afford after her food and medicine were deducted from her $40 a month pension payment. Dr. Andrus was appalled and decided to do something about it. She began a campaign to provide affordable medical insurance to retired educators. Eight years later, after being turned down by 42 insurance companies, she was offering the first ever group health insurance to retired teachers across the nation – a full decade before Medicare was signed into law. She soon discovered that many other older adults needed help as well, and in 1958, she founded AARP to make affordable group health insurance available to all older Americans.

Dr. Andrus founded AARP to improve the lives of older Americans and to create opportunities for them to lead productive lives of independence, dignity and purpose. To her, AARP was a means of coalescing the wisdom, experience and power of older Americans under the tenets of collective purpose, collective voice and collective purchasing power to change the way older people were thought about and treated, and equally important, to change the way older people thought about themselves.

She used AARP to drive the social changes necessary to create a better life for older people in this country.

People are living better today because AARP has worked over the last 60 years to make Dr. Andrus’ vision a reality. She left us a very powerful legacy that we have continued to build upon to make life better for people as they age. Dr. Andrus and AARP’s other leaders were all aging disruptors – challenging the stereotypical beliefs and attitudes about aging in their time to create a new narrative around aging and new solutions for helping people to age better.

Today, we are leading a movement to disrupt aging in our time. We work hard every day, challenging outdated stereotypes and attitudes and sparking new solutions to empower VOLUME 44, NUMBER 1

“Today, we are leading a movement to disrupt aging in our time. We work hard every day, challenging outdated stereotypes and attitudes and sparking new solutions to empower more people to choose how they live as they age.”

more people to choose how they live as they age. Building on our founder’s legacy and our treasured past, we are now the nation’s largest nonprofit, nonpartisan organization dedicated to empowering people to choose how they live as they age. With nearly 38 million members – 23 million households – and offices in every state, the District of Columbia, Puerto Rico and the U.S. Virgin Islands, we work to strengthen communities and advocate for what matters most to families – health security, financial resilience, fun and fulfillment. We also work for individuals in the marketplace by sparking new solutions and allowing carefully chosen products to carry the AARP name.

Our members span four generations and reflect a wide range of attitudes, cultures and lifestyles. Approximately one-third of our members work either full- or part-time. Nearly two-thirds are retired and tens of thousands of them volunteer to deliver AARP programs. Just as Dr. Andrus did 60 years ago, we envision a society in which all people live with dignity and purpose. We want to empower them to fulfill their real possibilities over the course of an ever-longer lifetime while living healthier, more financially secure and more fulfilling lives.

How do you define the AARP culture and how critical is culture to the success of the organization?

Culture is critical to the success of any organization. I like to say that culture trumps strategy any day of the week. That’s why we’ve been very deliberate in defining our corporate culture at AARP. As the CEO, it’s my job to lead in setting the tone in defining our culture. That means: • Having a clear vision and mission – our leaders need to know why we’re here. As CEO, I need to feel confident that we’re all trying to get to the same place. We must convey a clear and aspirational vision. That vision comes from the organization’s purpose. It’s about understanding what we’re in business to do and imagining what it would look like if we were successful in doing it. Then we have to have a sound strategy for making that vision a reality. This is our mission. Our vision tells us where we want to go; our mission tells us what we need to do to get there.

• Having a clear message – don’t complicate it…make sure people understand it in the same way.

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• Demonstrating the integrity and courage to execute on the vision and mission.

Change, especially transformational change, is hard. It requires a leap of faith on the part of employees and the board. To get them to take that leap, you have to demonstrate integrity in every action, no matter how small, and convey your own belief in the organization’s ability to succeed. As the CEO, I have to be fair, but also hold people accountable. That also means rewarding exemplary performance.

Our culture is a reflection of our organizational character which is made up of: • Our purpose to empower people to choose how they live and age; • Our role as “everyday innovators in aging;” • Our values – Impact, Innovation, Humanity, Empowerment and Honesty – that guide our actions and behaviors; and • Our core leadership behaviors that we expect every AARP leader to practice – Talk Straight/Listen Actively, Take an Enterprisewide View, Make Infor med D e c i s i o n s , Inspire and Engage, and Exhibit Integrity.

By applying this philosophy at AARP we are developing a culture that is challenging the status quo, innovating new solutions to old problems and taking AARP in new directions.

With that as a foundation, I’ve been trying to encourage our staff to take strategic risks. I tell them that it’s okay to fail as long as you fail fast and you learn something from it, and you share that learning across the organization so nobody else makes the same mistake. I think that’s been a big change for us at AARP. We’ve always been much more risk averse. So now we’re embracing this opportunity to take some strategic risks, but those risks need to be towards big opportunities for us to engage more members and engender more brand loyalty.

You have focused on transforming AARP into a leader in social change. Where is AARP on this transformation journey and will you discuss the progress that has been made?

We began our transformation six years ago. We learned from research, member feedback, and futurecasting that in order to create the future we envisioned, we would have to change and transform AARP into an organization that could adapt to meet the ever-changing needs of its members and society.

Three significant conclusions emerged from this research that led to our decision to transform the organization: 1. Demographics – more people were living longer.

2. The way people are aging is changing, and that change is largely driven by innovations in technology, and 3. The things that made us successful in the past would not necessarily make us successful in the future.

When we evaluated all of our research, we realized that, because of the demographic changes and the changing way people are aging, doing the things and operating the way we had in the past would not necessarily make us successful in the future. That meant we had to adapt our business model to be ready to meet our members’ needs, not just today, but also in the future.

We could no longer assume that people 50-plus would come to AARP; we have to go where they are. When we have the opportunity to interact, we have to be prepared to serve them what they want, when they want it, and how they want it. We realized that our siloed technology didn’t allow us to do that. To get there, we would have to change the way we think and the way we execute.

This set us on a transformation journey to build on our role as everyday innovators in aging to accelerate our impact externally. We were determined to create more relevance, more innovation, more influence and greater impact to achieve our purpose of empowering more people to choose how they live as they age. We have made tremendous progress in our transformation journey. We’re transforming ourselves to better align our technology, data collection and business strategy to create a more integrated and flexible business platform that can reach members where they are and deliver personalized experiences, capture new data, and offer new products to the right members at the right time on the right device – whether it be by phone, print, email, social media, text or in-person events.

We call this our Digital Business Platform Transformation. It is transforming how we work and leading us to produce data-driven outcomes and better consumer experiences, allowing us to provide improved and desired experiences to our members in real time, improve our business-to-business value with our partners and LEADERS 29

“Our staff throughout the enterprise have embraced their roles as “Everyday Innovators in Aging” to enable people to live healthier, more financially secure and more fulfilling lives.”

advertisers, synchronize messages across multiple channels, and to scale and deliver tangible value and social impact in ways we have not been able to do in the past.

Because of our relentless efforts to put the consumer first, combined with a laser focus on empowering people through critical life transitions and on being a social force for good, we’re empowering more people to choose how they live as they age.

How critical is innovation to AARP’s work and where is innovation taking place within the organization?

Innovation is at the core of AARP’s work and drives our success. When we think of innovation, we usually imagine some new product or service, an invention that revolutionizes our lives or that’s never been done or seen before, like the smart phone or autonomous vehicles.

But innovation is more than that. Our quality of life in the future will also be determined by innovations in how products are designed, how services are delivered and how policies are implemented.

Our founder, Dr. Ethel Percy Andrus, was truly one of the great social innovators. While business innovation is often designed to address individual needs and interests, social innovation is more about finding new solutions to social needs or problems such as hunger, isolation, affordable housing, health and long-term care, etc. Social innovation helps change society as well as helps people live their best lives. At AARP, we focus on both business and social innovation.

At AARP, we call upon our staff to be “Everyday Innovators in Aging.” We see innovation as everybody’s job, and we drive innovation through all of our Issue Areas and Strategic Priorities as we strive to develop innovative of ferings and su pport pr ocesses at the operational level. We have also launched several specific innovation initiatives. In 2015, we established an Innovation Fund, the first of its kind in the nonprofit world. Our goal was to push out more capital to the market to drive more products, services and technology for the 50+ market. Our initial focus was on Aging at Home, Convenience and Access to Healthcare, and Preventive Health.

To enable the exploration of significant innovation opportunities, we created an internal innovation center called AARP Innovation Labs. It includes a dedicated Design Thinking 30 LEADERS

function that applies best practices to quickly analyze, design and iterate potential solutions incorporating in-person and consumer feedback. If a solution is successful, it flows into the appropriate part of the business for further design, launch and scale. AARP Innovation Labs is also an innovation accelerator that works with start-ups and investors to discover big ideas and bring them to scale. It creates tangible value by identifying and engaging startups from across the world that are working to create solutions that align with our Issue Areas and Strategic Priorities.

Additionally, in partnership with the Research Park at the University of Illinois at Urbana-Champaign, we established Tech Nest, an innovative technology lab that employs academic talent to create technology solutions for people 50+.

Our staff throughout the enterprise have embraced their roles as “Everyday Innovators in Aging” to enable people to live healthier, more financially secure and more fulfilling lives. AARP was recently named one of Fast Company magazine’s Best Workplaces for Innovators, placing 14th out of the top 100 companies.

How critical is it for AARP to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

At AARP, we view diversity and inclusion as a business imperative. It’s not just a part of our business strategy, it is our business strategy.

It’s in the DNA of everything we do. This is our public policy, our HR policy and our organizational strategy. Everything we do must include diversity, inclusion, and serving the low-income vulnerable in this country. We have a saying at AARP that goes all the way back to our founder – “What we do, we do for all.” This is an essential part of AARP’s social impact mission. This means that multicultural insights are embedded in the design, training and implementation of all the work we do. Our country is evolving into a multifaceted, multicultural society. By 2030, racial and ethnic minorities will be 42 percent of the U.S. population, and one in five Americans age 65-plus will be Hispanic. So, to achieve our purpose of empowering people to choose how they live as they age, we incorporate inclusive principles into our Enterprise Strategy to form our goals, social impact agenda and strategic priorities.

We do this by creating a work environment in which all individuals are treated fairly and respectfully and have equal access to opportunities and resources, so they can contribute fully to the organization’s success. We achieve that by aligning a diverse workforce with diverse work arrangements to create business practices and an organizational culture behind a shared mission with shared leadership to achieve a shared purpose.

What do you see as the keys to effective leadership and how do you describe your management style?

My leadership philosophy has always been focused on trust. Leaders need to build trust. I think that’s part of who I am; that I don’t say things I don’t mean. If you ask me a question, I’m not the one to come to if you want me to tell you what you want to hear, versus what I think you need to hear. I think that if you talk with any of our employees or any of the people that I work with, they would say that being authentic and being trustworthy and being transparent are at the core of my leadership style.

I’ve always liked what Eleanor Roosevelt said about leadership. She said, “A good leader inspires people to have confidence in the leader; a great leader inspires people to have confidence in themselves.” I believe that to be successful in today’s constantly changing world, you need talented, innovative and trusted leaders at all levels of the organization, not just at the top. As CEO, it’s my job to help develop those leaders and then help them succeed. I always say that my biggest job is to help people achieve more than what they ever thought possible; to remove the barriers in the workplace so that they can do their best work.

That’s what we thrive on here at AARP, because we know we have to continuously innovate in order to meet the needs of our members, not just today but well into the future.

AARP has achieved great success under your leadership. Do you take moments to celebrate the wins and appreciate what you have accomplished or are you always looking at what is next?

We do both. I think it’s important to celebrate wins and to recognize the hard work and totality of effort, resources and teamwork it takes to achieve those wins. At the same time, we can’t just sit back and rely on past successes. We have to recognize that what made us successful in the past won’t necessarily guarantee our success in the future. So, we must continually look ahead to the next challenge and prepare to meet it.

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Women Leaders

A Force for Good An Interview with Tami Erwin, CEO, Verizon Business EDITORS’ NOTE Tami Erwin is What have been the keys to Verizon widely recognized for her strateBusiness’ strength and leadership in gic impact, marketing and operthe industry and how do you define ations focus, tec hnical savvy the Verizon Business advantage? and passion for people. Prior to We’re at a pivotal moment in time bein g named CEO of Verizon where every large enterprise is reimagBusiness Gr oup, she played a ining the way they do business. As crucial role in the evolution and we look at the current environment, g r o w t h o f Ve r i z o n ’ s w i r e l i n e Verizon Business customers across all and wireless business segments. sectors – big and small – have accelShe was the head of operations erated their digital transfor mafor Verizon Wir eless, and tion runways from years to months.

Tami Erwin l e d Verizon Fios, the nation’s What this says to me is that there’s largest residential and commercial never been a more critical time for fiber network. Earlier in her car eer, she creating the 21st century infrastructure that will was Chief Marketing Of ficer of Verizon shape our future. For example, consider Wireless. Erwin leads by example in advocat- global enterprise, where we’re working with ing for women, social fairness and equal our partners on IT infrastructures to enable opportunity. She was the executive sponsor employee work-from-home strategies, new supof Women of Wireless, the employee develop- ply chain models and end customer interacment pr ogram that, due to its success, tions like touchless retail. For public sector, br oadened into the global Women of the we’re enabling distance learning by providing World initiative. As the executive sponsor of connectivity and devices for under-resourced Verizon’s Veterans employee resource group, students, and for the lifeblood of our comshe provides strategic oversight of the pro- munities, small business, we’re offering cusgrams and resources the company provides tomized and scalable solutions that will allow to its mor e than 10,000 veterans, active them to launch digital front-doors as many retail reservists and military families. She is also locations close. active in Verizon’s Leadership Excellence The speed of technological change will Advancement Program and serves on the continue to accelerate, and Verizon Business is Paley Media Center Board of Trustees and here to help our global customers stay ahead the board of the Verizon Foundation. In of it. addition, she served as the vice chairman Will you highlight Verizon Business’ of Chrysalis in Phoenix and vice chair of solutions and offerings for businesses CommNexus in San Diego. Erwin is a gradu- worldwide? ate of the Executive Program at the Stanford Verizon Business delivers mission critical University Graduate School of Business, and connectivity, solutions and services that help attended Pacific Union College, majoring in businesses, governments and communities conbusiness administration. nect to and compete in the global economy, including 99 percent of Fortune 500 companies COMPANY BRIEF Verizon (verizon.com) around the world in 150 countries and across was formed on June 30, 2000 and is cele- six continents. What I’d say is most important brating its 20th year as one of the world’s about our work today is how we’ve helped our leading providers of technology, communi- customers respond and react to the health and cations, infor mation and entertainment economic crisis at hand, and how we continue pr oducts and services. Headquarter ed in to partner with them to rebound and reimagine New York City and with a presence around their futures. Just think about how events over the world, Verizon generated revenues of the last several months have rapidly acceler$131.9 billion in 2019. The company offers ated the shift to telehealth, remote learning voice, data and video services and solutions and, especially, remote working. Companies on its award winning networks and plat- are reimagining employee safety and training, for ms, delivering on customers’ demand rethinking security, and innovating the supply for mobility, reliable network connectivity, chain all the way from manufacturing and dissecurity and control. tribution to the point of purchase and delivery.

32 LEADERS

We’re proud to be a global leader in 4G and 5G wireless and fixed wireless technology, private networks, mobile edge computing and emerging applications and solutions that will change everything about the way we do business.

How has Verizon Business adapted its business to address the pandemic in order to continue to effectively serve its employees, customers and communities during this unprecedented time?

At Verizon, we’re committed to serving our four stakeholders – customers, employees, shareholders and society. We understand the influence we can have on these groups and the responsibility it entails. We’ve helped these constituents react to the global crisis, respond with an action plan and now reimagine the way forward as we develop the new normal.

As CEO of Verizon Business, our business continuity and disaster recovery operations started in January as the COVID outbreak began in APAC. We had a front row seat to how it moved around the globe through EMEA until it landed here in the United States. When the pandemic hit, we immediately operationalized our work from home model and began utilizing our resources and reach for good.

Employees and Customers: The safety and wellbeing of our employees has and always will be our number one priority. At the start of the stay-at-home orders, we helped move over 100,000 of Verizon’s employees to remote work in 5 days, while never skipping a beat for customers. Verizon Business continued to provide connectivity and services to aid small business, large enterprise, distance learning, front line healthcare workers and first responders, among others.

Society: I’m also proud to have led and been a part of multiple initiatives across Verizon Business t o b e n e f i t s m a l l b u s i nesses, women, front line workers and first responders. At Verizon Business, we’ve been focused on how we can help small businesses survive and thrive with a Comeback Coach program that provides free resources and mentorship to small business owners. Early on, we were able to connect 7 small business restaurants with front line healthcare workers and EMS in New York City, serving 80,000 meals to these healthcare heroes and keeping them in business through a program called Feeding the Frontlines. We also launched a broader “Pay VOLUME 44, NUMBER 1

It Forward” program for small businesses that resulted in $7.5 million in grants being given to small businesses around the U.S. Another key area for me is women in business. We know that the pandemic has had, and continues to have, a disproportionate strain on women today. In July, we launched Verizon’s Women in Business Initiative to help women-owned small businesses run during the pandemic, after finding that 49 percent of women-owned small businesses wanted to have access to a network of like-minded female business leaders to navigate a post COVID-19 reality.

How critical is innovation for Verizon Business and where is innovation taking place within the business?

Innovation is no longer a nice to have, it’s a must have. At Verizon Business, innovation is both a driver of our work and the gold standard that we deliver to our customers. We provide enterprises around the world with transformative technology that will drive their digital transformation, innovation and accelerated growth in the 5G era. What is most exciting is that in just a short period of time we’ve been able to take 5G use cases from PowerPoint to proof-of-concept, and now commercial availability to scalability.

The future is right here and right now – it’s a very exciting time.

How important is it for Verizon Business to build a diverse and inclusive workforce and to bring different experiences and perspectives to the table when making business decisions?

Diversity and inclusion efforts are at the heart of Verizon. It’s important that we continue to broaden our definition of D&I to ensure we’re building an organization that is rich with diverse POVs and skills. We recognize that diversity and inclusion isn’t just an HR issue – it’s an economic and leadership issue.

Personally, there are three cohorts I champion: women, veterans, and people with developmental disabilities. Supporting women in tech is probably a given for me, but veterans and people with intellectual and development disabilities may not be as obvious.

Veterans come to Verizon with inherent leadership qualities backed by solid skill sets and experiences that any employer would love.

I’m proud to lead VALOR of Verizon (Veterans and Advocates Leading the Organization Responsibly), one of nine employee resource groups designed to promote inclusion while celebrating diversity. We employ more than 10,000 veterans, active reservists and military families.

Our employees with intellectual and developmental disabilities are looking for a chance to have a purpose and to belong – they bring such energy, focus and passion to their work.

There’s never been a more critical time for corporations to show up and create environments that are inclusive and accessible to all.

We recently launched Citizen Verizon, a new, all-encompassing responsible business plan for economic, environmental and social advancement that stretches beyond our walls. The plan includes heavy emphasis on inclusion efforts around expanding digital access, especially for VOLUME 44, NUMBER 1

underserved communities, and further extends Verizon’s long-standing history of bridging the digital divide through our Verizon Innovative Learning program. Since 2012, the program has helped to close the digital divide by providing 450,000 students across the country with connectivity, technology and an immersive STEM curriculum, investing over $535 million in market value towards STEM education.

Beyond our education efforts, I’d be remiss if we didn’t discuss what is happening around the world in regards to racial and social injustice. For years, we’ve had moments in time where as a broader society we stop and listen to stories of systemic inequities, conscious bias and unconscious bias, but that’s not enough. I believe we have the responsibility to take this moment and make it a movement – one where we not only listen, but we learn and lead by action.

“When the pandemic hit, we immediately operationalized our work from home model and began utilizing our resources and reach for good.”

Do you feel that there are strong opportunities for women at senior levels in the industry and what do you tell young women about building a career in the industry?

Thank you for asking this question, and bringing light to women in business, because it is important. I don’t think we can talk about women building a career in the industry without discussing it in the context of the current pandemic, acknowledging the disproportionate impact the pandemic is having on working women – one that risks unraveling decades of hard-earned progress for women and girls.

We saw 865,000 women drop out of the U.S. workforce between August and September of last year, four times the rate of men. Since February, close to 5.8 million women have stepped away from their jobs and for the first time in six years, women are downshifting their careers faster than men.

I recently wrote a letter with Christy Pambianchi, our CHRO, and Rima Qureshi, our CSO, on behalf of the Verizon Sisterhood, a community of fierce and fearless female V Teamers, to share how we need to step up and step forward for women in this current climate, a lot of which rings true for this question.

I have to say, there really is nothing more powerful than strong women sitting down at the proverbial table to proclaim a call to action. As women, we need to take risks, pinpoint our passions, and declare them to be done.

Right now, as we reflect on this current moment for women, we know that this is not new. We also know that women leaders are better suited to manage a crisis, they are more trusted, exhibit stronger relational behaviors that help build and restore trust, and have an ability to reframe a problem to reduce emotional stress. Those leadership traits are needed more today than ever. As business leaders, we need to collectively commit support of and action to drive greater equity across programs, behaviors and operations. Our work is far from done.

For young women building a career, or for those that have recently found themselves out of work and trying to rebuild, do not step back; you have the power and potential to transform our future. Keep your foot on the gas. Take risks. Figure out what you love to do, acknowledge that you can do what you love, and declare it to be done. It is better to have taken that risk than to regret your decision not to in the future. Show up with purpose day-in and day-out, even if you fall. Lastly, find and/or build your tribe. Women should have a network of mentors, sponsors and peers to empower and support one another.

I would like to offer this advice to fellow leaders: 1. Wake-up and realize this crisis is real.

2. Bring men along – this can’t just be a conversation among women.

3. Push our bosses, peers and direct reports to both teach us and listen to us.

4. Help women face their fears by providing a safe environment for learning and educational and mentorship opportunities.

5. Practice self-care as we are only our best if we take care of ourselves.

It is only when we lock arms that we can have a louder voice and move the needle.

Verizon is committed to the communities it serves. How critical is it for leading companies to be purpose-driven and to focus on more than just the bottom line?

My team will tell you that one of my favorite sayings is: “Nobody cares how much you know, until they know how much you care.”

Now, more than ever, organizations have the responsibility to listen, learn and give back. We need to be a force for good as we strive to turn a moment into a movement.

On that note, I couldn’t be more inspired by Verizon’s recent “Call to Kindness” campaign. In an era of social and political unrest and uncertainty of the future, good old-fashioned manners can go a long way. A smile, a helpful gesture or even just the willingness to understand all sides of the equation will help move us all forward together.

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Women Leaders

Shaping a New Era in Media for Hispanics An Interview with Mónica Gil, Executive Vice President, Chief Administrative & Marketing Officer, NBCUniversal Telemundo Enterprises EDITORS’ NOTE Mónica Gil is responits national feed. Telemundo also sible for the operations, growth marowns WKAQ, a television station that keting and strategy and insights for serves viewers in Puerto Rico.

NBCUniversal Telemundo Enterprises.

Telemundo Deportes is the designated Additionally, she oversees Corporate Spanish-language home of two of the Communications, Corporate Affairs, world’s most popular sporting events: Gover nment Affairs, Corporate FIFA World Cup™ thr ough 2026 Social Responsibility and Diversity, and the Summer Olympic Games Equity and Inclusion efforts. Prior through 2032. Telemundo Global to Telemundo, Gil was Senior Vice S t u d i o s i s the company’s domesPresident and General Manager of tic and international scripted proMulticultural Growth and Strategy duction unit including Telemundo Mónica Gil at Nielsen where she was responsible Studios, Telemundo Internacional for accelerating growth opportuniStudios, Telemundo Internacional, ties for a wide range of blue-chip media clients. Underground Producciones, an internationEarlier in her career, she was a senior member of ally renowned production boutique based in Antonio Villaraigosa’s political campaign team Argentina, as well as all of the company’s and was part of his historic mayoral victory in Los co-production partnerships. As the #1 media Angeles in 2005. Gil has received multiple industry company reaching Hispanics and millenniawards. Most recently, she was featured in Variety’s als online, the Revenue Strategy & Innovation 2020 New York Women’s Impact Report and inau- unit distributes original content across multigurated into the 2020 class of Multichannel News ple platforms, maximizing its exclusive partWonder Women. In 2019, she was named to the nerships with properties such as BuzzFeed, Adweek 50 and honored by Cynopsis as one of the Vox, and Snapchat. Thr ough Telemundo “2019 Top Women in Media.” She was also named Internacional, the largest U.S.-based distribuone of People en Español’s “25 Most Powerful tor of Spanish-language content in the world, Women” in 2018 and was the recipient of City and Universo, its cable network, the company Year’s “2018 Business Leaders of the Year.” Gil is reflects the diverse lifestyle, cultural experia member of the Latino Advisory Panel to the ence and language of its expanding audiJohn F. Kennedy Center for the Performing Arts ence. NBCUniversal Telemundo Enterprises and is a board member of the National Women’s is a division of NBCUniversal, a subsidiary of History Museum. She is a former board member Comcast Corporation. of ProAmerica Bank and Girl Scouts of the USA. Gil earned a B.A. in political science from the University of California, Berkeley, and an M.A. from the University of Southern California School of Public Administration.

Will you provide an overview of NBCUniversal Telemundo Enterprises and discuss what you feel have been the keys to its strength and impact?

NBCUniversal Telemundo Enterprises is a global media company and the #1 U.S.-based producer and distributor of Spanish-language content for U.S. Hispanics and audiences around the world. Our growing multi-platform portfolio includes the Telemundo Network and Station Group, Telemundo Deportes, Noticias Telemundo, Telemundo Global Studios and Universo, our cable network. Our company is fueled by original content made by U.S. Hispanics for U.S. Hispanics.

Recently, Telemundo redefined Hispanic media to become the #1 Spanish language broadcast network in weekly prime time for three consecutive years. In addition to our contemporary scripted storytelling, we offer breaking news, world-class sports events – including the FIFA World Cup™ through 2026 and the summer Olympic Games through 2032 – and highly-rated specials and unscripted reality competitions.

Our strength has been to develop and execute a content strategy across all platforms that represents the Latino of today anchored on culture-centric narratives that are both Latino and American. We have made bold decisions at the network, taking risks and breaking stereotypes. As our audience continues to evolve and explore new ground, we’re shaping a new era in media for Hispanics who look to connect with their ambicultural American journey.

“Our strength has been to develop and execute

COMPANY BRIEF NBCUniversal Telemundo Enterprises (corporate.comcast.com/company/ nbcuniversal/Telemundo) is a world-class media company leading the industry in the production and distribution of high-quality Spanish-language content to U.S. Hispanics and audiences around the world. This fastgrowing multiplatform portfolio is comprised of the Telemundo Network and Station Group, Telemundo Deportes, Telemundo Global Studios, Universo, and a Revenue Strategy & Innovation unit. Telemundo Network features original Spanish-language entertainment, news and sports content reaching 94 percent of U.S. Hispanic TV households in 210 markets through 30 local stations, 50 affiliates and 34 LEADERS

a content strategy across all platforms that represents the Latino of today anchored on culture-centric narratives that are both Latino and American. We have made bold decisions at the network, taking risks and breaking stereotypes.”

VOLUME 44, NUMBER 1

“As our audience continues to evolve and explore new ground, we’re shaping a new era in media for Hispanics who look to connect with their ambicultural American journey.”

How has NBCUniversal Telemundo Enterprises adapted the way it works to address the challenges and uncertainty brought about by the global pandemic?

Our number one priority has been to keep our employees safe and healthy while continuing to serve 60 million Latinos at a time when they need reliable information and entertainment more than ever. We quickly shifted our employees to work from home. In the space of a week, we organized all our employees across the country to work remotely and installed hardware to accommodate increased connectivity, including for film editors and show talent/anchors. Our employees adapted, pivoted and allowed us to continue running our business and seamlessly stay on air under challenging circumstances.

In order to support our employees, we increased the cadence and volume of our internal communications including weekly pandemic newsletters and regular town halls with our executive leadership. We also instituted a variety of employee programs, including virtual wellness classes and an easy to access online health platform for their essential healthcare needs.

On the production side, we implemented strict health protocols under the banner “Stay Healthy, Work Safe.” We trained employees, put up new directional and safety signage around our building, and required personal protective equipment on sets, including face shields and face masks, coupled with daily rapid testing and temperature checks. Our studios rewrote scripts to reduce talent contact and interaction and moved scenes to outdoor settings.

In addition to our responsibility to our employees, crews and talent, we also had a duty to our audience who was being disproportionately impacted by the pandemic. For many in our audience, Spanish language television is a lifeline that provides vital information to help them navigate today’s complex environment. We increased our news coverage and added nearly 15 hours a week of coronavirus-related stories, including prime time specials and news segments in daytime programming, as well as live coverage of the civil unrest in the wake of the George Floyd killing.

How critical is it for NBCUniversal Telemundo Enterprises to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

As an organization serving the diverse Latino community, having a diverse workforce is not just VOLUME 44, NUMBER 1

the right thing, it’s simply good business. When you look across NBCUniversal’s portfolio, Telemundo’s employees are over 90 percent diverse, yet we recognize there is always work to be done in order to become a truly diverse and inclusive organization. We always want to make sure we represent and look like the communities we serve. To that end, we have launched a company-wide initiative called Diversity Now, which is designed to ensure we represent the wide diversity of Hispanics in our employees, our content and our community efforts.

Our top goals are to provide a more equitable and inclusive workplace by recruiting, developing, and retaining a diverse workforce, ensuring that our content reflects our viewers and the communities we serve, and to create a meaningful impact within our organization to address social injustice, issues of colorism, gender, LGBTQ awareness and race relations.

NBCUniversal Telemundo Enterprises places a major emphasis and commitment on corporate social responsibility. Will you discuss this focus and the areas that NBCUniversal Telemundo Enterprises supports?

Corporate social responsibility is part of who we are as an organization and our commitment to our viewers, our community, our clients and our employees. In 2016, we launched our awardwinning initiative El Poder en Ti (The Power in You), which informs, educates and empowers our viewers to take positive actions in critical areas of personal growth, specifically focusing on four key pillars: education, health, finance and civic engagement. We’ve carried out a myriad of initiatives under the umbrella of El Poder en Ti that focus on empowerment and knowledge to inform, inspire and engage consumers across the Network and in our local communities.

This year, due to the pandemic’s unprecedented challenges for Hispanic entrepreneurs, we launched the Nuestros Negocios (Our Businesses) campaign. Partnering with the U.S. Hispanic Chamber of Commerce, we used our multiplatform portfolio to spotlight and promote small and medium-sized Hispanic-owned businesses to help them stay afloat.

We also implemented two major civic engagement initiatives this year. With Hazte Contar (Get Counted), we teamed up with more than 50 Hispanic organizations to educate our community about the importance of participating in the 2020 census. The second initiative was our largest multiplatform political news coverage and civic engagement program to date, DECISIÓN 2020. This

campaign resulted from our long-standing commitment to provide our community with objective information and the resources to participate in the electoral process. This national, year-long civic engagement initiative spanned across Telemundo’s national network and local stations. Under the campaign, we launched multiple national and local polls, expanded our news coverage and launched a myriad of civic engagement campaigns and events to encourage participation in the 2020 census and voter registration.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

The reality is that there are still very few women in positions of power not only in media, but broadly across industries. For every 100 men promoted to manager, only 85 women were promoted according to this year’s annual McKinsey and LeanIn.org annual Women in the Workplace study. We have seen some progress, but we still have a long way to go, especially when it comes to hiring and promoting women.

When you look at the representation of Latinas in traditional U.S. media, it is still lacking.

There have been new, critically acclaimed Latino TV shows and movies bringing the Latino perspective to general market audiences, but Latinas hold ever fewer positions behind the scenes working as directors and producers and as an industry, we must address this. UCLA’s Annual Hollywood Diversity Report has been tracking behind-the-camera hiring data since 2014 and shows that white men still overwhelmingly dominate high-level TV executive jobs.

In addition, there still is a significant pay disparity for women and Latina women across all industries. According to a white paper we launched last year, Latinas earn 54 cents for every $1 a white male earns. That means it takes a year and 11 months for a Latina to make the same salary as her white male counterpart makes in one year.

So, yes, there are opportunities, but they must be made available. For those of us in manager and executive positions, I feel that it’s our responsibility to play a key role in unlocking these opportunities, not just by teaching the hard skills, but also the softer, cultural notes that will make women stand out in a male-dominated workplace. I’m optimistic that more and more media companies will recognize the tremendous value we can bring to the table across all levels of organizations, from the entry level, to middle management, and certainly in the C-suite.

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LEADERS 35

Women Leaders

Enterprise AI An Interview with Pat House, Vice Chairman, C3.ai EDITORS’ NOTE Pat House co-founded C3.ai and is its Vice Chairman. Previously, she cofounded and served as Vice Chairman and Executive Vice President of Siebel Systems. House is Chairman of the Mary Mae Foundation and is a member of the board of directors of the Hewlett Foundation and the Carnegie Endowment for International Peace.

She is a frequent guest lecturer at Stanford University.

intelligence. The ability to harness these technologies is essential for organizations to remain competitive in the 21st century. We saw an opportunity to bring these technologies together in a new generation of enterprise software with the potential to deliver substantial economic and social benefits at global scale. When we founded Siebel Systems in the 1990s, we took thennascent technologies and created an entirely new software category, CRM Pat House (customer relationship management) COMPANY BRIEF C3.ai is a leadand a company which we grew to $2 ing enterprise AI software provider for acceler- billion in revenue. Similarly with C3.ai, we saw an ating digital transformation. C3.ai delivers a opportunity to create a new category, Enterprise comprehensive and proven set of capabilities AI, to enable organizations to digitally transform for rapidly developing, deploying and operat- and survive in the 21st century economy. We ing large scale AI, predictive analytics, and believe we have an opportunity to create one of IoT applications for any enterprise value chain the world’s great software companies. in any industry. The C3 AI Suite and C3 appliHow do you define the C3.ai culture? cations are proven and tested at petabyte scale, C3.ai is a results-focused, high-performance solving previously unsolvable challenges. At the culture based on four core values: Innovation, core of the C3 AI Suite is a revolutionary and Curiosity, Integrity, and Collective Intelligence. powerful model-driven AI architecture that dra- It is a culture of self-learning. The company matically enhances the productivity of data attracts individuals who are driven to continuscientists and application developers while ously learn new things, acquire new skills, and future-proofing applications against underlying solve new problems for our customers. They are IT evolution. The C3 AI Suite is 10 to 100 times people who like to work in teams with other faster and more reliable than other solutions knowledge-seeking problem-solvers. The C3.ai or DIY approaches, enabling robust delivery of culture is also characterized by a high degree production applications with 100 times less code of professionalism, consistent with the missionand cost. The C3 AI Suite seamlessly works with critical nature of the problems our applications existing data storage, sources, tools, and infra- address and the trust our customers place in us. structure investment, while flexibly operating in a private, hybrid cloud, or multi-cloud environment. The C3 AI Suite supports configurable, pre-built, high-value AI applications for predictive maintenance, fraud detection, sensor network health, supply chain optimization, energy management, anti-money laundering and customer engagement.

How challenging is it to differentiate in the industry and what do see as the C3.ai advantage?

The market is awash with countless products that position themselves as “AI platforms,” yet in reality are narrow point solutions, each of which addresses only a limited part of the overall Enterprise AI requirements.

In fact, C3.ai does not face significant competition from other products, because no other company or product delivers what C3.ai provides. The primary competition comes from the decision by CIOs at companies to try to internally build their own AI solutions, typically by writing lengthy code to stitch together numerous point products, open source components, and microservices from cloud providers.

This approach is costly, complex, and highly prone to failure. Most customers have made such attempts before and turn to C3.ai, whose software – based on C3.ai’s unique, patented “model-driven architecture” – reduces the amount of code that needs to be written by 99 percent and accelerates the time to develop and deploy Enterprise AI applications by a factor of 26. C3.ai has invested nearly $800 million over the last decade to develop this patented technology. For many customers, the annual economic benefit of C3.ai software is measured in hundreds of millions to several billions of dollars. The C3.ai advantage is speed, simplicity, and the proven ability to deliver substantial economic value – all enabled by this modeldriven architecture.

“Most customers have made such attempts before and turn to C3.ai, whose software – based

on C3.ai’s unique, patented “model-driven

Will you discuss the vision in founding C3.ai and the opportunity that you saw for the business?

It became apparent in the early years of this century that a new set of technologies was emerging that would profoundly impact how businesses operate. As Tom Siebel describes in his bestselling book, Digital Transformation: Survive and Thrive in an Era of Mass Extinction, these technologies include elastic cloud computing, big data, the internet of things, and artificial 36 LEADERS

architecture” – reduces the amount of code that needs to be written by 99 percent and accelerates the time to develop and deploy Enterprise AI applications by a factor of 26.”

VOLUME 44, NUMBER 1

“…with C3.ai, we saw an opportunity to create a new category, Enterprise AI, to enable organizations to digitally transform and survive in the 21st century economy. We believe we have an opportunity to create one of the world’s great software companies.”

C3.ai was built with an entrepreneurial spirit. How critical is it to maintain that entrepreneurial spirit even as C3.ai grows in size and scale?

An entrepreneurial spirit means having the will and the ability to continue innovating even as the company is growing, succeeding, and serving an increasing number of customers.

C3.ai has a veteran, highly disciplined management team, led by serially successful entrepreneur Tom Siebel, who knows how to maintain that entrepreneurial spirit while driving growth.

It’s in Tom’s DNA, it’s the management team’s DNA, and it permeates the company’s DNA. The culture that C3.ai has carefully and deliberately nurtured is designed to attract individuals who have the combination of traits that create the entrepreneurial mindset: curiosity, problem solving, and a focus on results.

Will you highlight C3.ai’s commitment to building a diverse and inclusive workforce?

C3.ai is proud to be an equal opportunity and affirmative action employer that hires the most qualified people to join the company in meaningful work. With staff representing more than 25 nationalities and alumni from over 275 different academic institutions, C3.ai has a diverse and inclusive workforce committed to serving our customers. The company’s talent acquisition team proactively engages constituency groups to recruit qualified underrepresented minorities, women, and military veterans to job opportunities. For example, C3.ai hosts tech talks and workshops at top universities across the nation with the Women in Computer Science Associations, the Society of Women in Engineering, the Society of Latinx Engineers, and the Society of Black Engineers.

I have personally hosted company events to introduce young women to C3.ai and to the tech industry. In 2019, C3.ai joined in partnership with BreakLine, through which C3.ai has substantially increased engagement and hiring of military veterans. C3.ai also advertises job opportunities with local nonprofits who serve individuals with disabilities. The company celebrates the breadth of diversity brought by our employees and encourages all organizations to build a talented and diverse workforce.

How critical is it for C3.ai to be a purpose driven company and to be a leader in corporate responsibility and community engagement?

VOLUME 44, NUMBER 1

As C3.ai establishes a global market leadership position in Enterprise AI, it’s essential to maintain the highest standards as a company committed to applying this technology only in ways that are consistent with democratic values and social good. That is a fundamental principle for C3.ai. All of the stakeholders with which we are engaged – including our customers, partners, employees, investors, and regulators – can expect that C3.ai will be a good member of the communities in which we operate and will strive to be a responsible corporate leader.

We take that obligation very seriously.

Do you feel that there are strong opportunities for women to lead in the industry?

The challenges for women regarding opportunities to lead in business, including in the tech industry, are well known and documented. Nonetheless, there are many examples of women in leadership roles throughout the industry, demonstrating that opportunities clearly exist. Increasingly, leading technology companies are focused on diversity and meritocracy in their hiring and promoting activity, and there appears to be a growing trend to address gender-bias and create cultures that are inclusive. These are all positive developments, but a lot of progress remains to be made.

What advice do you offer to young people beginning their careers during these challenging and uncertain times?

Now more than ever, the tried and tested wisdom of taking ownership of your career,

establishing goals, and continuously working toward those goals holds true. Opportunity favors the well prepared – those who have invested the time, effort, and hard work of educating themselves, learning how to communicate and present themselves professionally, and comporting themselves with the highest standards of integrity and work ethic. The current environment, with virtually everything now conducted via video calls, accentuates the importance of being able to communicate clearly and effectively.

You have worked closely with Tom Siebel for many years. What has made this relationship work so well and what do you feel has made Tom such an effective leader?

Our success in working together is rooted in the values that we share and the approach that we take to business. We do the hard work of studying the market, identifying the opportunity, defining the objectives, and committing ourselves to achieve those objectives. We set high goals and strive to achieve them. Tom possesses a number of qualities and characteristics that make him an unusually effective leader, but it boils down to the combination of having vision – the ability to envision things as they could be – and then the focus and discipline to work tirelessly to make the vision a reality. That combination of vision and ability to execute attracts highly talented and motivated individuals who want to work toward a set of ambitious goals, and to achieve collectively what none of us could have achieved individually.

•

“As C3.ai establishes a global market leadership position in Enterprise AI, it’s essential to maintain the highest standards as a company committed to applying this technology only in ways that are consistent with democratic values and social good. That is a fundamental principle for C3.ai.”

LEADERS 37

Cancer won’t be my last dance.

Washington Ballet, I’m back.

When The Washington Ballet’s Chiara Valle continued to have agonizing leg pain after a previous hospital’s misdiagnosis, she knew she needed a second opinion if she ever wanted to dance again. Chiara turned to Montefiore to get back to The Washington Ballet.

Everyday Montefiore is helping passionate people keep doing what they love.

See Chiara’s story at montefiore.org/chiara

Women Leaders

A Culture of Inclusion An Interview with Monette Knapik, Senior Director, Enterprise Procurement Operations, CVS Health EDITORS’ NOTE Monette Knapik serve respond to COVID-19 by protectis responsible for Enterprise ing our colleagues and our customers, Procurement Operations at CVS conducting millions of tests – including Health. Her responsibilities are free, community-based testing – and to drive day-to-day execution of providing $50 million in philanthropic strategies, fostering external relasupport to address food insecurity and tionships, developing inter nal other community needs. working partnerships, building an Will you discuss how CVS Health enterprise-wide culture of stronger is preparing to distribute the COVIDvendor/supplier partnerships, and 19 vaccine and what you see as the driving innovation and growth keys to effectively handling this critiopportunities. Additionally, she cal effort?

Monette Knapik leads a cross-functional and crossCVS Health has the experience divisional commodity team of Category and expertise to play a vital role in the Managers to support and influence spend across the COVID-19 vaccination effort. We have already following categories: enterprise travel, corporate credit administered more than nine million flu shots in card, wireless, wireline, broadband, fleet, small par- 2020, and we are well on our way to administering cel and supplier diversity. nearly 20 million by year’s end. Our pharmacists, nurse practitioners and pharmacy technicians have COMPANY BRIEF CVS Health (cvshealth.com) been an invaluable community resource since the is a different kind of healthcare company. We are pandemic began and are ready to play a critical a diversified health services company with nearly role in the vaccination effort, first vaccines at long300,000 employees united around a common pur- term care facilities and, eventually, at our 10,000 pose of helping people on their path to better health. stores across the country.

In an increasingly connected and digital world, we are meeting people wherever they are and changing health care to meet their needs. Built on a foundation of unmatched community presence, our diversified model engages one in three Americans each year. From our innovative new services at HealthHUB locations, to transformative programs that help manage chronic conditions, we are making healthcare more accessible, more affordable and simply better.

“Together, all 300,000 of us, join forces

daily for the greater

How do you describe the CVS Health culture and how critical is culture to the strength and success of the company?

Fostering a culture of inclusion is a critical priority for CVS Health. I’ve worked at CVS Health for 18 years and believe diversity is one of our biggest strengths. Together, all 300,000 of us, join forces daily for the greater good and uphold the commitment of mutual respect in everything we do.

How has CVS Health responded to the pandemic?

With our presence in local communities and our commitment to healthcare transformation, CVS Health is uniquely positioned to respond to the COVID-19 pandemic. Over the last several months, our nearly 300,000 dedicated colleagues at CVS Health joined forces to make a meaningful impact on our nation’s fight against COVID-19. We remain dedicated to helping the communities we 40 LEADERS

good and uphold

the commitment of mutual respect in everything we do.”

Will you provide an overview of your role and areas of focus at CVS Health?

I’m proud to drive day-to-day execution of strategies, fostering external relationships, developing internal working partnerships, building an enterprise-wide culture of stronger vendor/ supplier partnerships, and driving innovation and growth opportunities.

Will you discuss CVS Health’s focus on supplier diversity?

Supplier Diversity is critical to our business.

At CVS Health, we’re committed to building on the program’s success in creating jobs and increasing economic opportunities for the people and local businesses in the communities CVS Health serves.

We’re focused on sourcing products from diverse businesses by connecting, engaging, and networking with diverse suppliers, advocacy organizations, and corporate partners.

CVS Health works with national organizations to identify and develop diverse businesses. By working with business units across the company to integrate supplier diversity into procurement activities, CVS Health is able to continue to expand business opportunities for these diverse businesses.

As part of the company’s recent nearly $600 million commitment to address racial inequity, CVS Health will focus on investments that will bolster the company’s supplier diversity program focusing on sourcing products from Black-owned and other diverse businesses. The company will also continue working with national organizations to identify and develop diverse businesses.

Additionally, as part of the company’s commitment to the Black community, it will create additional opportunities and development programs for its diverse suppliers.

CVS Health is committed to building a diverse and inclusive workforce. How critical is it to bring diverse perspectives and experiences to the table when making business decisions?

Collaboration is the key to success – it is a tenet of how CVS Health approaches Supplier Diversity. I believe our diversified suppliers are the cornerstone of our business, and for CVS Health to thrive, we need different worldviews, races and ethnicities, backgrounds, abilities and ages.

Do you feel there are strong opportunities for women to grow and lead in the industry and, more specifically, at CVS Health?

Yes, I think there are tremendous growth opportunities for women to lead in this industry and here at CVS Health. The company has a longstanding commitment to foster diversity in its workplace. CVS Health is committed to ensuring that all colleagues have fair and equitable access to opportunities for advancement and development at all levels, including senior-level positions. The company focuses on corporate culture programs and company-wide training that promotes active and purposeful inclusion.

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VOLUME 44, NUMBER 1

Women Leaders

Serving All Wealth Levels An Interview with Nelle Miller, Co-Head, J.P. Morgan Private Bank, New York EDITORS’ NOTE Nelle Miller is years has taught all companies that Co-Head of J.P. Morgan Private Bank disruption is inevitable so it is necessary in New York. She is also a member of to think about how your business the U.S. Operating Committee for the evolves and deals with the digiPrivate Bank. She leads and manages tal revolution that has been happena team of bankers, investors, credit ing for some time and has accelerated executives, trust and estate attorneys, over the past year due to the pandemic. and client services professionals that This has been very true in wealth are dedicated to providing wealth management and we have differentiated management advice, solutions, and ourselves by having a much larger services to executives, founders, and focus on providing advice and expertise families in the New York area. Miller which is much harder to commoditize.

Nelle Miller advises some of New York’s wealthiest We are focused on working with clients and well-known families and oversees in regard to what their goals are, what more than $15 billion in assets. As a leader of the their family situation is, what type of wealth they New York Private Bank, she is known as a mentor have, and then providing advice that is tailored to many young women across the firm and takes to their specific needs and situation. The magic of an active role in their careers. Before assuming J.P. Morgan Private Bank is what happens in those this role, she spent 10 years as an original and intimate conversations listening to client needs and founding member of the Global Investment taking those needs and implementing them into Opportunities (GIO) team in the Private Bank, the J.P. Morgan platform which covers everything focusing on multi-asset class trading strategies for relating to wealth management. individuals, family offices and hedge funds across the country. She joined J.P. Morgan in 2002 as part of the Institutional Equities Desk, covering New York-based hedge funds and mutual funds as a research salesperson. Outside of J.P. Morgan, Miller sits on the board of CASA (The National Center on Addiction and Substance Abuse). She holds a B.S. from Boston College.

“At J.P. Morgan

Private Bank, we

have capabilities

COMPANY BRIEF J.P. Morgan Private Bank (privatebank.jpmorgan.com) provides customized financial advice and strategies to help wealthy clients and their families plan, invest, borrow and bank with intent. Leveraging global capabilities in investing, philanthropy, family office management, credit, fiduciary services, special advisory services and more, the Private Bank brings clients’ investments and financial assets together into one comprehensive strategy to help them achieve their goals and secure the legacy they envision. The Private Bank manages more than $1.5 trillion in assets.

Will you provide an overview of your areas of focus for J.P. Morgan Private Bank and how you define the J.P. Morgan Private Bank difference?

I am responsible for a large portion of J.P. Morgan Private Bank in New York which is comprised of approximately 300 people serving clients who are entrepreneurs, generational wealth, CEOs and founders focused on the New York City area. In regard to our business, the last couple of VOLUME 44, NUMBER 1

and solutions for clients at all levels.”

You mentioned the acceleration of digital. How is J.P. Morgan Private Bank balancing the use of technology with the need to build personal relationships and provide the human touch?

I have been a client person throughout my career. I think that Zoom has been valuable for our business and is a very convenient and useful tool for clients in certain areas where clients are looking for accessible and quick information, however it is no replacement for how you build a client relationship and how you build client trust.

Our advisors this summer have met with clients socially distanced in their backyards to see each other face-to-face and interact in person. Client relationships and connection will always be at the foundation of our business.

What is the profile of the J.P. Morgan Private Bank wealth management client?

We have advisors that are able to serve clients across the wealth spectrum which is very important. J.P. Morgan has bolstered its ability to serve all wealth levels over the past few years which has been critical since there are different issues that need to be addressed depending on where a client may be in their financial life. At J.P. Morgan Private Bank, we have capabilities and solutions for clients at all levels.

Will you highlight the strength and expertise of the J.P. Morgan Private Bank workforce?

I have been at the helm of a lot of hiring in the past few years as we have had an enhanced recruiting strategy and we have hired many individuals into our advisor role. We are hiring a diverse group of people which is critical for our business in order to bring different ideas and perspectives when serving clients. We have been very successful in attracting talent who have heard about our culture and commitment to diversity which makes J.P. Morgan an exciting and attractive place to work.

Do you feel there are strong opportunities for women to grow and lead in the industry?

If you look at female talent, many of the women in the workforce are also mothers and are strong at multitasking and are organized and effective at managing time. It is critical as a company that we are supporting these women and providing the necessary flexibility in order to continue to attract and retain this talent. J.P. Morgan is very focused on this and prioritizes supporting our people and understanding their needs. It comes down to managers and leaders being committed to our people and for me as a woman executive at J.P. Morgan, I feel we have done an exceptional job in this area.

Will you discuss J.P. Morgan’s commitment to corporate responsibility and community engagement?

We have done amazing things with our Advancing Cities program that bolsters jobs and economic development. It is essential that we invest in the communities that we serve.

J.P. Morgan allows its leaders in each market to support local initiatives and organizations that are important for that specific location. J.P. Morgan is committed to the cities where we operate and our people serve on boards and give their time and energy to many organizations in our communities. This is a hallmark of J.P. Morgan and deeply rooted in our culture.

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Women Leaders

Make Your Own McKinsey An Interview with Sara Prince, Partner Lead for Growth Accelerate, McKinsey & Company EDITORS’ NOTE Sara Prince is the central to the dynamics of the firm and partner lead for Growth Accelerate, to our success and it shows up in very McKinsey’s approach to building real ways: in the help we get from our client commercial capabilities. She colleagues, in the teams we create specializes in marketing and sales within the firm, and in the sense of capabilities in the transformation support that we’ve built for our clients context. While serving clients across and for each other. Our purpose is to multiple industries, she spends a sigmake positive, enduring change – and nificant amount of her time helpthat can only happen through the kind ing consumer and travel, transport, of agency, creativity and caring that and logistics clients. Her primary McKinsey values and supports. focus is on addressing multifacWill you provide an overview Sara Prince eted organizational, sales, marketof your role and key areas of focus ing, pricing, and strategy capability at McKinsey? challenges. Prior to joining McKinsey, Prince I lead McKinsey’s Growth Accelerate prowas a trader and analyst at Morgan Stanley. gram, which helps our clients capture and susShe earned a bachelor’s degree in economics tain transformational impact by combining from Duke University and an M.B.A. from the adult-learning principles with the right content University of Virginia Darden Graduate School and tools to build capabilities in marketing and of Business Administration. sales teams at every step of the process. My experience is that, at the end of the day, comFIRM BRIEF McKinsey & Company (mckinsey.com) panies grow because individuals know what to is a global management consulting firm com- focus on and how to do it. Growth Accelerate mitted to helping organizations create change is focused on helping organizations make decithat matters. In more than 130 cities and 65 sions that help their companies succeed, and countries, its teams help clients across the pri- then establishing and strengthening the longvate, public and social sectors shape bold strate- term individual capabilities that make those gies and transform the way they work, embed decisions work. We’re not just pushing a coltechnology where it unlocks value, and build lection of ideas; we’re developing a portfolio of capabilities to sustain the change. Not just any action and, ultimately, results. change, but Change that Matters – for their I also lead our Diversity Matters research organizations, their people, and in turn society series, which shows how diverse company at large. leadership is critical to a company’s profitability and success, and our Black Leadership How do you describe the McKinsey culture Academy, which is focused on helping our cliand how critical is culture to McKinsey’s ents reshape their talent pipeline by accelerating success?

The culture at McKinsey is incredibly important, and it’s anchored in two really critical ideas.

First, it begins with the idea that you can “make your own McKinsey” – that the firm provides the opportunity and the resources to use your skills in the way that you find most meaningful, and offers you the chance to shape your contribution and your experience. Second, McKinsey is built on the concept of a caring meritocracy. It’s not about the credit you get, but the impact you help create. We all show up to help each other and to help our clients, bringing the best version of our expertise and the motivation we need to take on a client’s challenges.

That culture is what made me want to come to McKinsey in the first place, but it’s also what has made me want to stay. It has been

a community of Black Leaders. That’s a program that grew out of the 10 actions McKinsey announced this summer to drive towards racial justice and equity. Of course, growth and diversity and inclusion are linked, because diversity and inclusion is a vital – and often overlooked – lever for growth. It’s how you get the best talent and become better at innovation, customer insights and effective decision making. All these elements fuel growth.

What’s been amazing, though, is the opportunity to take action in critical areas like racial equity. We’re not just talking about it – we’re getting something done. We launched the idea of a Black Leadership Academy in June, and by the time we rolled out our first session three months later, we had about 4,000 Black business leaders enrolled. As we end the year, we have over 15,000 participants signed up to go through highlyrated, award-winning executive leadership development programs that are designed to help address the inequity of access for Black executives.

That’s what the culture of McKinsey is about. We’re not just making economies of scale; we’re doing something meaningful for our clients and for ourselves. When I talk about “Make your own McKinsey,” this is what I’m talking about. This is me making my own McKinsey.

Will you highlight McKinsey’s approach to developing client commercial capabilities?

There are three main pieces to McKinsey’s approach. First, we’re using adult learning principles to understand what makes people shift

“Our purpose is to make positive, enduring change – and that can only happen through the kind of agency, creativity and caring that McKinsey values and supports.”

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“We’re not just making economies of scale; we’re doing something meaningful for our clients and for ourselves. When I talk about “Make your own McKinsey,” this is what I’m talking about.”

behaviors and what makes those behaviors stick. One of the things that often gets overlooked is that people not only need to understand what you expect of them – they also have to be equipped to take the necessary actions to achieve those results. We’re helping clients build those behavioral, management and technical skills to drive sustainable change.

Second, we’re designing the best model for delivering, and right now that includes ensuring that our efforts are digitally enabled so they can scale and so they can be as relevant and effective as possible, not only during the COVID-19 pandemic, but long afterwards.

We’re developing strategies that are tested and built by salespeople, with metrics and analytics to measure success.

Third, we’re taking growth beyond sales and marketing by focusing on the issues that help drive growth across the organization, from customer experience to pricing. Developing client commercial capabilities is really about a series of learning journeys that help our clients build and stick skills, and that’s what we’re focused on creating.

How has McKinsey adapted the way it works to address the challenges created by the pandemic?

There’s no doubt that the pandemic has changed the way we operate. McKinsey is focused on protecting our colleagues and helping our clients stay safe, whether that means having people work from home, or putting restrictions in place on travel and in-person meetings, or reducing the number of people in the room when in-person gatherings are necessary.

While the pandemic has definitely imposed some limitations, it has also pushed us to unlock innovation. We’re being thoughtful about allocating time to get to know people during virtual meetings, leaving space for the kind of catching up that would normally happen in person.

We’re setting up virtual happy hours and team events to help build connections and create good working relationships. We’re finding ways to be more efficient with our clients’ time and with our own resources; for example, the fact that people don’t have to fly around means it’s easier for us to connect the expert on any topic with the people who need that information. We’re finding ways to facilitate access to expertise.

How critical is it for McKinsey to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

It’s critical. Our purpose statement talks about creating lasting positive change in the world, but we can’t do that if we don’t understand what lasting positive change means for the communities that we serve. We need to meet people where they are and take them on a journey, and that means we need to understand where they’re coming from. That’s true not only for our private-sector clients, but for our publicand social-sector clients as well.

We also can’t deliver an unrivaled environment for exceptional people if we don’t have exceptional people from all areas and walks of life. Our firm is fueled by the strength of our team and the depths of our expertise. We

“We need to meet people where they are and take them on a journey, and that means we need to understand where they’re coming from.”

need to be able to show up and deliver on our purpose by having the broadest, most diverse and most capable group of humans around the table, and the data says we won’t grow if we don’t do it.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

There are absolutely opportunities for women to grow and lead, but we also face serious structural and cultural challenges that have been made worse by COVID-19. Right now, one in four women are considering leaving the workforce or downshifting their careers. That could mean more than two million women leaving the workforce which would erase six years of progress in just one year.

Listen, I get it. My own lived experience is that, as hard as this pandemic has been on every human, home and work stretch me personally right now in ways I’ve never been stretched before. It’s difficult to show up as the best version of myself at work and at home when my colleagues and my family need me in dramatically different ways.

Here’s the good news: the intentions in places like McKinsey are incredible, and the industry is in a place it’s never been before both in terms of gender and race. There is a genuine commitment to progress and a potential for real transformational growth. I’m optimistic that the circumstances are right for women to lead, but the industry has to do real work in order to get there.

What advice do you offer to young people beginning their careers during this challenging and uncertain time?

The most important thing is to trust your own voice, and to use it. Whatever environment you might find yourself in, whether it’s consulting or not, even if the environment doesn’t feel like it’s asking for your perspective, your perspective is still necessary. Having a sense of what your voice is and using it is critical, whether that means speaking up at weekly meetings or debating the mission of the organization or putting forward an idea even when you’re not sure where to take it. The power of using your voice and feeling the onus to do so is what helps you to not just sit back and think, “is this environment good for me?” but to shape an environment that is good for you and sets you up for success. Trust what you think and put it out there.

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Women Leaders

Investment Execution An Interview with Stephanie Birrell Luedke, CFA, Head of Private Wealth Management, Neuberger Berman Group LLC EDITORS’ NOTE Stephanie Birrell Will you provide an overview of Luedke is Head of Private your role and key areas of focus at We a l t h M a n a g e m e n t , a d i v i Neuberger Berman? sion of Neuberger Berman, As the Head of Private Wealth r esponsible for pr oviding cusManagement at Neuberger Berman, I tomized wealth management lead the teams responsible for providadvice and investment soluing customized wealth management and tions to high-net worth indiinvestment solutions to high-net worth viduals, families, corporations individuals, families, and their affiliated and charitable or ganizations. organizations such as foundations. I In her current role, she oversees oversee all aspects of the client experiall aspects of the client franence for the firm’s Wealth Management, Stephanie Birrell Luedke chises within the fir m’s Wealth Private Asset Management and Trust Management, Private Asset businesses. Since joining Neuberger M a n a g e m e n t a n d T r u s t C o m p a n y b u s i - Berman in 2019, I have been focused on reposinesses. Prior to joining Neuberger Berman tioning the business for the future with an emphain 2019, she was the Global Head of Citi sis on the client experience and delivering fully Investment Management for Citi Private customized solutions that integrate planning with B a n k , w h e r e s h e o v e r s a w t h e g l o b a l investment strategy. For success, a thoughtful investment teams r esponsible for develop- wealth plan needs proper investment execution. ing compr ehensive investment solutions Neuberger Berman is consistently reca n d m a n a g i n g c l i e n t p o r t f o l i o s a c r o s s ognized for its leadership in the industry. asset classes. Birr ell Luedke r eceived her What makes Neuberger Berman so speB.A. in Economics and Mathematics fr om cial and how do you define the Neuberger S t . L a w r e n c e U n i v e r s i t y . S h e h a s b e e n Berman difference? awarded the Charter ed Financial Analyst There are several things that differentiate designation and is a member of the CFA Neuberger Berman. One key attribute that makes Institute. She curr ently serves as a Trustee the firm so special is that, since our inception for the Cultural Institutions Retir ement in 1939, Neuberger Berman has had a single System, The Confer ence Board, Ridgefield focus of managing investments and delivering Academy and St. Lawr ence University. performance for clients. This has not changed and remains our focus today. It has translated FIRM BRIEF Neuberger Berman (nb.com), into a culture deeply rooted in research, investfounded in 1939, is a private, indepen- ment insight and innovation. Another thing dent, employee-owned investment m a n a g e r. T h e f i r m m a n a g e s a r a n g e o f strategies including equity, fixed income, quantitative and multi-asset class, private equity, r eal estate and hedge funds on behalf of institutions, advisors and individual investors globally. With offices in 24 countries, Neuberger Ber man’s diverse team has 2,300 professionals. For six consecutive years, the company has been named first or second in Pensions & I n v e s t m e n t s B e s t P l a c e s t o Wo r k i n Money Management survey (among those with 1,000 employees or mor e). The fir m was awarded an A+ in every category in the latest 2020 Principles for Responsible Investment (PRI) r eport for its appr oach to ESG integration acr oss asset classes.

The fir m manages $357 billion in client assets as of June 30, 2020.

that sets us apart from other asset and wealth managers is that we are private, independent, and 100 percent employee-owned. What that means is that we are directly aligned with the long-term interests of our clients. We have no external parent or public shareholders to serve. Additionally, we have significant capital invested directly alongside our clients.

Will you provide an overview of Neuberger Berman’s Private Wealth Management business and the strength of this practice for the firm?

As a Private Wealth Management client you gain access to the broad investment capabilities of Neuberger Berman, spanning both public and private markets, and inclusive of complementary third-party strategies as well. Our long-tenured and experienced professionals partner with clients to create high-quality, customized solutions aligned with their life and financial goals. Founded on the premise of helping clients to achieve these goals, we understand that the needs across generations are distinct and becoming increasingly more complex. Through comprehensive trust, estate (tax planning, and trust and estate administration services offered by Neuberger Berman Trust Company) and wealth planning, these complexities are addressed with personalized solutions shaped to fit each client’s unique needs and preferences.

In terms of investments, Neuberger Berman also works with the world’s largest pensions and corporations and we bring our experience with these institutions to private client families.

“We strive to be a true partner to our clients as shown through our deep

relationships forged over decades.”

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“One key attribute that makes the firm so special is that, since our inception in 1939, Neuberger Berman has had a single focus of managing investments and delivering performance for clients. This has not changed and remains our focus today.”

How do you define the target market for Neuberger Berman’s Private Wealth Management business and how broad is your focus?

We work with families across multiple generations. Our relationships often start with one family and progress naturally to the next generation and so on. We strive to be a true partner to our clients as shown through our deep relationships forged over decades. In general, having investable assets of $5 million or more provides access to the full spectrum of wealth management and investment solutions we can offer.

Will you discuss how the demographics in wealth management are shifting and how women are more often decision-makers?

Demographics in the U.S. are changing and wealth management is not immune to these changes. In simple terms, this industry was historically one of male advisors serving male clients. This is changing. A July 2020 McKinsey study title has it right: “Women as the next wave of growth in U.S. wealth management” stated that “By 2030, American women are expected to control much of the $30 trillion in financial assets that baby boomers will possess – a potential wealth transfer of such magnitude that it approaches the annual GDP of the United States.” The industry has been talking about this for years but has not been making progress.

As a leader in this field, I need to recognize this and build the business to reflect these changes. Certainly, the entire industry is focused on this “next gen” in terms of the transfer of wealth – we are too! But the first step of “next” is the surviving spouse, which typically is a female, and is a large portion of what the McKinsey study I mentioned is focused on. That’s the starting point, but there are deeper changes. The face of the client is different than it was. More women are involved in the household financial decisions in what we are seeing be defined as the “CEO of the household.” More women are professional earners and wealth-creators, and not just inheritors. Importantly, women are known to value different aspects of a relationship and relate to and receive information differently. I hate to speak in such generalizations, but this is all well documented in industry research.

The bottom line is that we must bring a variety of perspectives to how we serve our clients, and this requires more diversity – defined in a variety of ways – within our organization.

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How critical is it for Neuberger Berman to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

We believe we perform better for our clients and stakeholders with a diverse employee population, and a true equitable and inclusive environment. Diversity alone is not enough. We strive for an equitable culture. Equity is about fairness. We focus on providing every employee with opportunities to develop as well as feel empowered and supported by being able to bring their “whole self” to work. This requires an intentional and thoughtful process that seeks to understand specific needs and individual backgrounds. As investors for clients, we also understand that companies that embrace equity, diversity and inclusion, and different perspectives, tend to outperform.

Neuberger Ber man is a fir m that is deeply engaged in the communities it serves. Do you feel that this is a responsibility of leading firms and will you discuss Neuberger Berman’s culture of being purpose-driven?

Yes, I absolutely believe being engaged in the community is a responsibility of leading firms. We work from the inside out ensuring community service is central to our culture, supporting the NB Foundation, and encouraging and facilitating community service and outreach. Our programs leverage the firm’s resources, including foundation and corporate grants, in-kind donations, employee expertise, volunteerism and nonprofit board service. Our employees engage with hundreds of nonprofit organizations around the world devoting thousands of hours of service.

Every year during the month of May we collaborate with NB foundation partners for a “Celebration with Service” campaign where more than 130 service projects are executed globally. It is a really significant part of the Neuberger Berman culture.

Notably – and back to women and diversity – this is an area of focus for many of our female clients. Women tend to be more value-based and mission-oriented in pursuing their investment strategies. As an active manager, Neuberger Berman has a long-standing belief that material environmental, social and governance factors are an important driver of long-term investment

returns from both an opportunity and a riskmitigation perspective. We see that private clients care deeply about these things, particularly women and the next generation, and tend to want to work with firms that support these values and deploy their capital in a way that also aligns with these values. It has been incredible to watch the industry and our clients move in this direction. I am a big believer that this is the way of the future of investing and not just a fad.

What advice do you offer young people, especially women, beginning their careers in the profession during this challenging and unprecedented time?

I would urge any young person to not get bogged down in the fact that this is a challenging time, despite being in the midst of a pandemic. There are still ways to network and get in front of potential employers. The people who can figure out a way to do this – virtually – will not be held back. In some ways, employers are more accessible right now. I think it is probably easier today to get on a quick Zoom meet-and-greet than it was historically to find time for in-person meetings.

You have to adapt and find ways to continue to develop in the face of adversity and changing trends.

Specific to women, I see a couple themes in the workplace. One, women in general lack the level of confidence displayed by their male contemporaries. There is absolutely no basis for this. We need to be confident in our abilities. This feeds into self-advocacy, which is connected to confidence and is another area where I have observed women can fall short.

Throughout my career I have managed male and female professionals from countries all around the world representing a wide range of age groups. Unfortunately, based on my experience, and what is well documented in research now, women do not put themselves forward for new and often bigger opportunities as much as male professionals. There is a tendency to wait to be asked to do something rather than to step up and go for it. And finally, I would advise all women to stay true to themselves. Authenticity is key. You have to be yourself and not try to blend in with the status quo. Be yourself and you will have more fun, you will have better relationships with your colleagues, you will serve your clients better and, ultimately, you will be more successful.

•

LEADERS 45

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Women Leaders

Blazing Trails in Banking and the Law An Interview with Maria Vullo, Vice Chair and Chief Legal Officer, New York Private Bank & Trust EDITORS’ NOTE Maria Vullo is and pr o bono activities, Vullo is Vice Chairman and Chief Legal Regulator-in-Residence at the Fintech Officer of New York Private Bank Lab run by the Partnership Fund for & Trust and its operating bank, New York City. She is also an Adjunct Emigrant. She has 30 years of proProfessor at Fordham Law School, and fessional experience in complex recently co-authored an amicus curareas of regulation, law and pubiae brief on behalf of more than 100 lic policy and has been a leader in major businesses in support of the advancing diversity and equalEqual Rights Amendment to the U.S. ity in a range of professional and Constitution. Vullo received a J.D. from civic positions. From 2016 to 2019, NYU School of Law, an MPA from NYU Vullo served as the Superintendent Wagner’s Graduate School of Public Maria Vullo of the New York State Department of Service, and a B.A. and Honorary Financial Services, responsible for Ph.D. from the College of Mount Saint regulating New York State’s financial services Vincent. She is admitted to the Bars of the State industries, including banks and insurance com- of New York, U.S. Supreme Court, multiple U.S. panies. Before becoming a regulator, Vullo was Courts of Appeals and District Courts, and the a partner with the law firm Paul, Weiss, Rifkind, U.S. Tax Court.

Wharton & Garrison LLP, where for more than 25 years she litigated significant civil, COMPANY BRIEF New York Private Bank r egulatory and criminal matters, and advised & Trust (nypbt.com) and its operating bank, clients regarding securities, banking, insur- Emigrant, offer fully-integrated banking, investance, real estate and other matters. Vullo also ment advisory, trust, lending, co-investment, served as Executive Deputy Attorney General for and other financial services to meet the needs Economic Justice in the Office of the New York of individuals, entrepreneurial businesses, and Attorney General, where she led the Economic high-net worth families. Founded in 1850 by Justice Division supervising the Bureaus of members of the Irish Emigrant Society to supAntitrust, Consumer Frauds, Internet, Investor port the financial needs of a growing immigrant Protection, and Real Estate Finance. Prior to community, Emigrant is the largest familyjoining Emigrant, Vullo founded Vullo Advisory owned and operated bank in the United States.

Services, a strategic advisory firm specializing Led by Howard Milstein since 2004, Emigrant in financial services regulation, corporate com- continues to serve both its traditional customer pliance, cybersecurity and data privacy, fintech base as well as new generations seeking a betand insurtech. Among her many philanthropic ter way of life for themselves and their families.

What do you see as the responsibility that banks have to the communities they serve and how critical is community engagement to Emigrant?

I grew up at a time when banks were seen as a pathway to financial independence and the American dream. Banks were a part of the community and were there to serve communities – either individuals or small businesses.

That’s the way it should be. Banking should be a positive force in a family’s life, a path to progress for working Americans through savings, for example, or by owning a home. I recall my first bank account as an accomplishment and saving for a home as a lesson my parents taught me. Unfortunately, the 2007/08 financial crisis led the entire industry to be universally condemned because of the self-dealing and greedy conduct of a number of the nation’s largest banks and some unregulated institutions. All of this resulted in hundreds of billions in fines for these institutions and tens of millions of American families losing their homes or suffering financial distress. The stain of that era unfairly tarred many smaller institutions that had been the backbone of their communities for generations. In other words, the condemnations didn’t distinguish the bad actors from the vast majority of community banks that serve their customers well.

To counter this trend, institutions need to pay rigorous attention to the culture they create, because culture drives the behavior of everyone at the institution. That’s why I’m so comfortable

“Banking should be a positive force in a family’s life, a path to progress for working Americans through savings, for example, or by owning a home.”

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“Banks like Emigrant embraced programs like PPP loans, giving small businesses crucial support to stay afloat. Huge banks were slower to get programs up and running, while we were immediately working around the clock to ensure that these loans were made available to small businesses nationwide.”

at an institution like Emigrant, where the culture of ethical behavior starts at the top with Chairman Howard Milstein who I’ve known for years, both in banking circles and through our civic work.

How have banks, and Emigrant Bank in particular, adapted to address the challenges businesses face due to the pandemic?

This unprecedented pandemic brought about an economic crisis that, distinct from the last financial crisis, was caused by factors outside the financial world’s control. True to form, what is most interesting to me is that smaller banks were the most effective during the crisis, dealing with their customers on a more personal basis and being part of the solution. Banks like Emigrant embraced programs like PPP loans, giving small businesses crucial support to stay afloat. Huge banks were slower to get programs up and running, while we were immediately working around the clock to ensure that these loans were made available to small businesses nationwide. Programs like these really showed how community banking supports progress, lending to smaller businesses that need support. In our case, Emigrant closed PPP loans totaling more than $200 million which preserved approximately 17,000 jobs. At the same time, our mortgage operations worked around the clock to help homeowners and small businesses by providing forbearances beyond what we were legally required to do, and we worked with regulators to ensure we were providing critical relief to homeowners in need. In the first months of the pandemic, Emigrant approved nearly half a billion dollars in forbearances.

How critical is it for leading companies to build diverse and inclusive workforces in order to bring diverse perspectives and experiences to the table when making business decisions?

There’s no question that my position at Emigrant is a rarity in both the banking and legal worlds where diversity lags other industries, especially at the senior level. Even today, for example, with women representing around 50 percent of law school graduates every year, female law firm partners hover around 20 percent. To succeed, businesses (and law firms) must do more to attract and retain a diverse workforce, as failure here means a less effective and less profitable business. Indeed, when you are in a service 48 LEADERS

business – and banking and law are both service businesses – you need to understand the constituencies you are serving. When you are making decisions for diverse populations, the backgrounds and perspectives of the decisionmakers play a big role. Without a conscious effort to reflect those you serve, you become a far less effective organization. I will also say that it is much more intellectually stimulating and rewarding to be in a workplace with diverse perspectives and experiences around the table.

In both private practice and as Superintendent of New York’s Department of Financial Services, you were often the only woman in the room. What can be done to create more opportunities for women in industries such as banking and the law?

It wasn’t an easy path. When I made partner in 1996, I was only the second female partner ever in the firm’s litigation department – and the first female partner had made partner ten years prior and was no longer with the firm. There were only two other women partners at the time firmwide. Years later, when I became the head regulator in New York, I was frequently the only woman at the table in meetings with leaders of banks and insurance companies or other stakeholders, but at least in that role, I was the regulator, and so I sat at the head of the table. However, there still was some of the perpetuation of the “old boys’ network.” Sometimes it was overt, and other times it was just a reflection of habit – where you recruit, who you know, who you are most comfortable with personally. But it does not have to be this way: if you intentionally cast a wider net, you attract highly-talented individuals who make your organization a more accurate reflection of what makes our country great. That should be the goal for all organizations, public and private, to create opportunities for women, people of color, and other underrepresented individuals. The talent is there – you just have to open your eyes and see them and then let them in.

What do you see as the keys to effective leadership and how do you describe your management style?

To me, leadership means having a vision and setting a positive example, making excellent, ethical decisions and not shying away from difficult decisions. Leadership is also sticking with your decisions, owning your decisions,

and embracing your own style. At the same time, being a leader includes the willingness to learn from others. None of us knows everything. Whenever I have had the opportunity to lead anything, including when I was DFS Superintendent where I managed an agency of 1,400 people, I wanted the best people on my leadership team. A true leader hires great people and is not afraid to have smarter people around him or her. None of us can claim a monopoly on intelligence. As a manager, I am also pretty hands-on. I like to know what is going on and I am a perfectionist about written work product.

Yet when I trust a senior manager, I am one hundred percent willing to let that person run his or her division and make the judgments on what needs to be reported back to me. My best managers are people who know me well and know what I need to know (they also know that I like to engage in lively conversation from time to time!).

What advice do you offer to young people beginning their careers during this challenging and uncertain time?

My advice to young people is that where you have a choice, go with your gut in choosing a place to work. The people with whom you work are probably the most important part of your job. In terms of career growth and success, my main advice is to work hard and always do your best, even if you think your current job is not where you want to stay for long.

Never burn bridges, as you never know where or when you might meet people again. Most opportunities come from people you know, or through people you know, and if you work hard and treat everyone with respect, you are likely to do well in your career. People always remember those that are out for themselves or those who pushed someone else aside to get ahead. Finally, I would say that everyone needs to be open-minded about their careers.

Times change and the world changes, so those that adapt best to those changes are the ones that do the best in their careers, remain intellectually stimulated, and happy. Take opportunities that come your way. I went to law school thinking I would be a prosecutor. I started at a law firm to pay off my student loans and stayed at the firm for 27 years. I never thought I would be New York’s banking and insurance regulator. The point is, take opportunities that arise where you will gain new experiences and enjoy yourself along the way.

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Women Leaders

Leading a Culture of Innovation and Fostering Change An Interview with Annette Rippert, Group Chief Executive – Strategy & Consulting, Accenture EDITORS’ NOTE In addition to How do you describe Accenture’s her role as Group Chief Executive – culture and how critical is culture Strategy & Consulting, Annette Rippert to Accenture’s industry leadership? is also a member of Accenture’s Innovation has always been Global Management Committee. at the core of our business. We sit Prior to assuming her current role, at the intersection of industry, she led Accenture’s Technology busitechnology, and human potential, ness in North America. Throughout and at the heart of all of this is her distinguished career, Rippert has our unique culture. That culture led Accentur e’s business across is deeply rooted in a collection of multiple industry sectors, including core values – the most fundamental communications, media and techof which is client value creation.

Annette Rippert nology, as well as health and pubYou’ll see this value come to life in lic service. She is a frequent speaker every one of our people. Our busion strategic issues of technology and its disruptive ness thrives on a powerful global network impact on business and government in forums that allows us to deliver exceptional service such as the Harvard Business Review, MIT to our clients wherever they do business.

Sloan Management Review, Fast Company Best Our people are innovators, creators, Workplaces for Innovators, U.S. State Department and constant learners who strive to solve and U.S. National Intelligence Agency, as well our clients’ most difficult problems. It’s this as key industry and partner conferences. She is drive in our people, cultivated by our culan avid supporter of women in technology and ture, that creates a dynamic energy of colreceived the 2018 Woman of Excellence Award laboration that really sets us apart. It’s a in STEM from the National Association of Female tangible difference that clients can feel and Executives (NAFE) and the 2017 Leadership a critical part of what makes us the transforAward from Women in Technology. Recognition mation partner of choice for so many orgafor her work includes the CIO 100 Award and nizations. It’s also why it’s hard for people Smithsonian Computerworld Award. Rippert to leave Accenture and replicate what we joined Accenture in 1986 and was promoted do elsewhere. to partner in 1998. She earned her B.S. degree in electrical engineering and computer science from Northwestern University and a master’s degree in management and strategy from the Kellogg School of Management at Northwestern University. She is a member of the Northwestern McCormick School of Engineering Advisory Board.

COMPANY BRIEF Accenture (accenture.com) is a global professional services company with leading capabilities in digital, cloud, and security. Combining unmatched experience and specialized skills across more than 40 industries, Accenture offers Strategy & Consulting, Interactive, Technology, and Operations services – all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Accenture’s 506,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. Accenture embraces the power of change to create value and shared success for its clients, people, shareholders, partners, and communities.

50 LEADERS

Will you provide an overview of your role leading Strategy & Consulting and how you focus your efforts?

I lead our Strategy & Consulting business at Accenture. We are a global team of more than 40,000 people – strategists and consultants, industry and function experts, data scientists and human performance professionals – all masters of change and innovation. Our collective mission is to help clients envision, shape and realize their future.

The pandemic has resulted in a once in a lifetime period of transformation. The disruption our clients are facing is without parallel. Every industry has been impacted, some profoundly.

Our clients are looking ahead at the urgent changes they must make to better connect with their customers, improve their resilience and forge a new path to sustainable growth – this is where my team comes in. We know that speed matters. We invested to couple our strategic industry expertise with even more data, AI, insights and assets to deliver digital transformation at breakneck speed.

Operating at this speed and scale requires an ever-increasing level of specialization, coupled with a unique understanding of the disruptive impact of technology. That’s why I am investing to raise the TQ (Technology Quotient) of each of our 40,000 people.

Working remotely has meant embracing new ways of collaborating – from Microsoft Teams to Oculus virtual reality VOLUME 44, NUMBER 1

Annette Rippert delivering a keynote on the value of data in driving innovation and breakthroughs at Oracle Open World 2019

What have been the keys to Strategy & Consulting’s strength and leadership and how do you define the Strategy & Consulting difference?

Our approach in Strategy & Consulting is unique in the market, and there are a few key elements that set us apart. The depth of our industry knowledge is a long-held advantage as is our ability to deliver complex transformations on a global scale. We infuse all our offerings with data and intelligence to unlock insights for our clients. We hold a significant leadership position in terms of how we partner and innovate with the biggest players in the technology ecosystem. Finally, we are masters of change who can leverage innovation, data, and insights to help our clients transform at speed and at scale.

We draw strength by going to market as “One Accenture,” leveraging skills from across our company, including Strategy & Consulting, Technology, Interactive and Operations, to deliver end-to-end value. This is something unique to Accenture. No other competitor can match this breadth of capabilities.

All these elements combine to make us the partner of choice for our clients who need to rapidly reinvent their organizations to better connect with customers and other stakeholders, improve resilience, and grow sustainable value.

What is the target market for Accenture’s Strategy & Consulting business and is it primarily focused on large, global corporations?

Our primary market for Accenture’s Strategy & Consulting business is the Global 2000. Today, we serve 91 of the Global Fortune 100. We work across more than 40 industries in 120 countries.

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As leading thinkers, it’s also important to keep ourselves at the forefront of innovation, and that means working with companies who show promise in emerging stages. Accenture has a strong track record of partnering with companies who were not yet in the Global 2000 but then went on to become the next disruptors.

We also engage with small, innovative organizations when we think we can help propel their growth. For example, we engage with over 5,000 startups through our Accenture Ventures program. It’s these activities that allow us to capture early stage innovation and leverage it for our large-scale clients.

Will you highlight the strength of the Strategy & Consulting workforce and how critical is it to build a diverse workforce to resemble the diversity of Accenture’s clients?

At Accenture we believe in a culture of equality. Our commitment to our people and to accelerating equality for all has never been more relevant than it is today. We are deeply committed to ensuring our workforce reflects the diversity of our clients and the communities in which we serve. For me, diversity is not only a commitment, but a workforce imperative. Innovation sits at the heart of our work.

I believe that diversity of people brings diversity of thought, which expands the richness of innovation and drives better results. That is why diversity is a matter of strategic importance for our success, and that of our clients.

We’ve committed to a goal of a 50/50 gender balance by 2025, and recently announced ambitious goals to increase our African American and Black, and Hispanic American and Latinx communities. Through our Black Founders Development Program, we’re also working to help Black business owners and leaders grow

their technology businesses through more direct access to venture capital, corporate mentorship and by connecting them with Accenture business partners and clients.

Lastly, our position of leadership in diversity is bolstered by our transparency. We were among the first companies to publicly share our diversity targets and we continue to take an active role in leading this conversation.

Do you feel that there are strong opportunities for women to lead in the industry and what advice do you offer young women interested in a career in the industry?

I absolutely believe there are strong opportunities for women to lead in the consulting industry. Look no further than my own company, led by CEO Julie Sweet, who was recently named #1 on Fortune’s “Most Powerful Women” list. The Accenture C-suite also includes five other senior women – including myself and our CFO, CHRO, CMCO and CIO. That said, our industry needs more women at the top. To accomplish this, we have more work to do.

It is vitally important that we continue to foster the next generation of women leaders.

Accenture’s latest research with Girls Who Code reveals that 50 percent of women in tech roles leave those positions by age 35, never going on to be the leaders that they could be. We need more programs, like the one I sponsored with iRelaunch, to help women return to the workforce.

In addition, we know that early role models can change the game for young girls.

Programs such as working with young girls in middle school, internships, and apprenticeship programs do make a difference. It’s why we sponsor initiatives like Hour of Code.

I think it is important to foster connections with other women in our broader industry and ecosystem. For example, I’ve been an active sponsor for diversity initiatives together with my clients, with community organizations, and with ecosystem partners like AWS and Microsoft.

My advice to any woman interested in a career in consulting is to go for it. This is an exciting field. There are a variety of career paths and it is a level playing field for all. There’s no better time than now to be a woman in consulting.

You joined Accenture in 1986. What has made the experience so special for you?

What I love about working at Accenture is the challenge of conquering complexity, helping clients reimagine how they operate, and tackling large-scale, tough problems. I’ve been fortunate to be part of a number of groundbreaking industry shifts. I have created new products and services, reimagined new ways of working, and delivered net new value for my clients. Seeing the impact has been immensely rewarding.

Now I have the privilege of leading Accenture’s Strategy & Consulting business into the next era. This comes at a unique time in history as it’s clear to me that the industry of consulting is itself undergoing disruptive change. I am on a mission to lead that change and fundamentally reinvent the business of consulting.

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Women Leaders

Addressing the World’s Toughest Problems An Interview with María Santos Valentin, General Counsel, The Rockefeller Foundation EDITORS’ NOTE Prior to joinWi l l y o u h i g h l i g h t y o u r r o l e ing The Rockefeller Foundation, and key areas of focus at The Santos Valentin worked at the Soros Rockefeller Foundation?

Economic Development Fund, part As the General Counsel of the Open Society Foundations, a n d Corporate Secretary for The since its inception in 1998, most Rockefeller Foundation, I am in recently serving as Secretary and charge of three functions for the General Counsel. In this capacity, Foundation: First, Legal: Expanding she structured and negotiated the the Foundation’s ability to reach its fund’s more than 40 innovative proobjectives by using existing tools gram-related investments around (program related investments, grants, the world, primarily in Central and contracts, policy and advocacy, data María Santos Valentin Eastern Europe, India, Africa and and technology) more creatively and the Middle East, which totaled innovating with new tools like the over $200 million. The investments focused on public charity we launched a few months ago, increasing financial inclusion around the world recoverable grants and guarantees; Second, and improving the lives of smallholder farmers, Grants Management: In 2019 we processed refugees and migrants – ranging from a project 133 grants. This year as we expanded our that helped provide over 300,000 owned, afford- work to address COVID-19, we are expecting able housing units in South Africa, to establish- to process a total of 223 grants, nearly 70 pering a wholly-owned holding company in India, cent more than last year. It is extremely time Aspada, which was the first of its kind to be cre- consuming and this year we made changes to ated by a private foundation. Prior to her work increase the efficiency and transparency with at the Soros Economic Development Fund, Santos grantees while also being clearer about the Valentin worked for 10 years as an international deliverables that we need to receive to undercorporate securities lawyer, first for Brown & stand the impact of our grantees’ work; Third, Wood, based in the United States, and then for Records: Ensuring that we continue our long Clifford Chance, based in the United Kingdom. tradition of preserving our information and In that capacity, she worked on emerging mar- data assets for archival purposes for future ket capital markets transactions in Central and scholars and generations, especially in this Eastern Europe and Latin America, many of unprecedented time. which were the first such issuances out of the country, including Spain, Romania, Argentina and China. In addition, she worked for two years as a senior commercial associate with the Overseas Private Investment Corporation, where she helped structure a small business lending program.

FOUNDATION BRIEF The Rockefeller Foundation (rockefellerfoundation.org) is a global institution with an unparalleled track record of success carrying out its founding mission to promote the wellbeing of humanity around the world. Over its century long history, The Rockefeller Foundation has embraced scientific frontiers to lift up vulnerable children and families. Today, The Rockefeller Foundation seeks to apply science, technology, and innovation to this task and end preventable child and maternal mortality, transform food systems to reduce the global burden of disease, end energy poverty for millions in Africa and Asia, and enable meaningful economic mobility in the United States and around the world.

52 LEADERS

The Rockefeller Foundation is over 100 years old. By preserving our important records which become available to the public after a certain period, we help promote transparency and scholarship. It also enables current and future leadership of the Foundation to understand the connection of our past work to the current programmatic strategies and how much our passion for science and data have cut across our work in every single decade.

How has the General Counsel role evolved and how critical is it for the role to be engaged in business strategy?

I appreciate this question because it recognizes that today the General Counsel is heavily integrated into the Foundation’s business strategy. In fact, when I interviewed with our President, Raj Shah, he noted that he wanted a creative, innovative lawyer and strategic thought partner because the Foundation was in need of creating new innovative structures and wanted someone who could just run with it.

As a corporate lawyer who has focused on structuring impact investment vehicles throughout my career, this is what I am passionate about. It has required working with my team and the program teams to change the view of the department to that of a strategic thought partner that gets the teams to “yes.” It also has required my team to be more comfortable taking greater but more calculated risks.

“This year as we expanded our work to address COVID-19, we are expecting to process a total of 223 grants, nearly 70 percent more than last year.”

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“Understanding what constitutes “success” for any given activity is very important to us. We spend a lot of time working to identify what are the relevant data points that will show whether we are making progress towards a social goal.”

It has been a good match. I have been with the Foundation just over a year and already created the Foundation’s public charity, RF Catalytic Capital. Since the Foundation’s endowment at about $4 billion is not as large as other foundations, we need to work on our ability to create partnerships, convene experts, and manage projects to attract additional resources to the problems we are trying to solve. RF Catalytic Capital allows us to aggregate grant and impact investment capital from like-minded partners.

Our history and credibility engenders confidence and trust to manage this work. We already have three important projects that the public charity is overseeing, including our U.S. COVID Response and Recovery and our Periodic Table of Food Initiative. Other philanthropists have begun investing in these projects.

Will you discuss The Rockefeller Foundation’s commitment to good governance?

This is key. Any charity is only as good as its reputation and the trust that it garners from the public. As an institution that’s been in existence and trusted for over 100 years, it is extremely important to be stewards of that legacy. Our history shows that we have been committed to transparency and good governance. I am working on a process to ensure that decisions on significant risks are centralized and standardized. We have an engaged board of trustees that we now update weekly given the fast pace of the work and the urgency of the moment. It pays off. In October, we issued an unprecedented $700 million bond offering to provide the additional funds needed to push our two current primary objectives: an equitable response and recovery to the COVID pandemic and ending energy poverty. During the due diligence process, it was very rewarding to be told by the underwriters and outside counsel that our governance mechanisms were viewed as one of the strongest in the sector and we were able to obtain very favorable pricing terms.

Will you provide an overview of The Rockefeller Foundation’s strong development work?

As I mentioned earlier, the thematic focus for the organization currently is on an equitable response to the COVID-19 crisis and ending energy poverty. We are also engaged in expanding the supply and use of protective foods to promote better health of vulnerable people and the planet. and in expanding equitable economic VOLUME 44, NUMBER 1

opportunities for the BIPOC communities. In all cases, we take a very science and data-driven approach. Whether it is rolling out a national testing plan, developing off-grid solar energy to reach rural areas, establishing a periodic table of food to identify the nutrients in protective foods, or explaining how a policy like the earned income tax credit increases the resilience of low-income households, we are always looking at how data and science can help the social sector be more precise about identifying the interventions that will be most impactful. We want concrete, measurable solutions to the world’s toughest problems.

How critical are metrics to track the impact of The Rockefeller Foundation’s initiatives?

Understanding what constitutes “success” for any given activity is very important to us. We spend a lot of time working to identify what are the relevant data points that will show whether we are making progress towards a social goal.

While the data point may be very concrete – i.e., 10,000 rural villages where energy consumption is at least 1,000 kwh per household or 1 million COVID tests administered per day – there are many intermediate steps and targets along the way that need to be hit to advance the goals. All of these need to be measured and analyzed.

Our passion for metrics is a personal choice. A private foundation doesn’t have stakeholders/donors. Our accountability is internally imposed with a built-in rigor that we now see is quite useful as we launch our public charity.

RF Catalytic Capital will have donors that will be looking at how well we track and report on not only our successes, but also our lessons learned.

How has The Rockefeller Foundation adapted its work to address the challenging and unprecedented times the world is facing today?

Addressing COVID-19 both in the U.S. and in the Global South has become the epicenter of our work. We are focused on stopping this pandemic, getting people back on their feet and preventing future pandemics. This includes increasing availability and access to testing and vaccines in an equitable manner and establishing protocols for return to schools. This is a top priority because it affects all the issues we care about: equity, health, livelihoods and nutrition.

Likewise, we are placing a bigger bet on applying the work that we have been doing over the past decade in distributable renewable energy

to end energy poverty. But our endowment is not as large as some of the other foundations.

To have access to the capital we needed for the first time in the history of the Foundation, we raised $700 million in the bond market to increase our resources, and we are also reorganizing our teams to be less siloed and more collaborative in pursuing these goals.

Will you highlight the strength of The Rockefeller Foundation workforce and the focus of the Foundation on building a diverse and inclusive workforce?

Last year, before COVID, the Foundation had been working on developing our culture to be more transparent and inclusive. Our values are TO ACT: Trusted, Optimistic, Accountable, Collaborative, Transparent. An equity component was added when the newly created DEI committee reviewed our values. In the middle of this pandemic and after George Floyd’s murder, we began to focus on systemic racism and have contracted with an outside expert to look at our practices past and present to help us address our own unconscious biases and make necessary changes and improvements.

I am very proud that our senior leadership team and staff are diverse in so many ways.

For example: 45 percent of our current staff are BIPOC, 64 percent are female identifying, 40 percent of the senior leadership team is female identifying and 70 percent of our Managing Directors are female identifying. This represents a positive trend of women in leadership at the Foundation not always seen in our industry.

What advice do you offer to young people interested in working at a foundation?

I would say that if you want to focus on making a social change, there are so many more ways of doing it these days. Of course, programmatic work will always require expertise in the field in question. However, more and more, foundations are needing more creative support services like corporate lawyers that can provide structuring and impact investment expertise and accountants that can report on these. Communications professionals are also important to educate the public on the work of the foundation, tell the stories of our grantees and beneficiaries and advocate for their wellbeing. Likewise, if you are a data scientist, you don’t have to go to Silicon Valley. Philanthropy needs you too to help develop products and prove the impact that is being achieved or the gaps that philanthropy needs to fill.

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Fortis Arduis | Brave in Difficulty Three Centuries in Art Charles Neal - Belvoir - A Beautiful View O N V I E W PA L M B E A C H - F E B R U A R Y 4 T H Findlay Galleries is proud to present the exhibition “Belvoir - A Beautiful View” by Charles Neal, a contemporary British Impressionist. The exhibition includes a collection of works that portray Belvoir Castle, its gardens, ponds, statues, and reflective views of regal interiors. Please visit our website to explore our virtual exhibitions and view our digital catalogues.

Painting left: The overlay of reflected paintings with that of the embroidered motifs on the headboard and coverlet create a unique historical abstraction.

The individual representations of time passed, the associations, allegiances, family-political and social relationships were all bound through fate and become one visual event seen through reflected light. The left and right-hand sections reflect the portraits of the Earl and Countess of Southampton who served Elizabeth I’s court, and the 3rd Earl who took part in the jousting at Elizabeth I’s accession tournament (painted by Cornelius Janssen and acquired by the 4th Duke from a sale at Christie’s for £211-10s on January 24th, 1787).

The center section reflects the portrait of Henry VIII (painted after Hans Holbein).

165 W O RT H AV E N U E PA L M B E A C H , F L O R I D A 33480 • (561) 655 2090 Charles Neal | The Picture Gallery.

The Course of Destiny, The Integration of Fate oil on canvas | 48 1/8 x 72 1/8 in.

32 E A S T 57 T H S T R E E T , 2 N D F L O O R N E W Y O R K , N E W Y O R K 10022 • (212) 421 5390

Women Leaders

An Ownership Mentality An Interview with Aryella Frommer, Partner and Head of Investor Relations, Trian Fund Management, L.P. EDITORS’ NOTE Aryella Frommer management teams and boards to help has served in various investor relacompanies execute operational and strations and business development tegic initiatives designed to drive longroles since joining Trian’s Investor term sustainable earnings growth for the Relations Team in August 2012. In benefit of all stakeholders. her current role, she oversees Trian’s investor relations, client service and Will you pr ovide an overview new business development activities of your role and areas of focus globally. She also serves as a member at Trian Partners? of Trian’s ESG Working Group and At Trian, the investor relations its Risk and Compliance Oversight function combines new business develCommittee. Previously, Frommer opment, existing investor relationship Aryella Frommer served as a Sales and Relationship management and client service. I lead a Management Associate at Goldman great team of individuals; we are on the Sachs Asset Management and was a Sales front line serving as liaison between our investStrategy and Business Development Analyst at ment team and clients. We forge deep relationNeuberger Berman. She began her career as an ships with our clients. Our goal is to help them Analyst with Lehman Brothers Holdings in their meet their investment objectives and provide onInvestment Management Division. Frommer going access, transparency, and market insights. graduated with distinction and received a B.A., Our investment strategy is unique – we bring a summa cum laude and Phi Beta Kappa, from private equity approach to public market investBarnard College of Columbia University. ing. We take meaningful stakes in mid-to-large cap public companies and seek to drive lastFIRM BRIEF Founded in 2005, Trian Fund ing operational and strategic change. We work Management, L.P. (trianpartners.com) is a mul- closely with boards and management teams to tibillion-dollar asset management firm with execute a broad array of operational and strateapproximately 50 employees. Trian is a highly- gic initiatives that are designed to generate longengaged shareowner that combines concentrated term sustainable value for stakeholders. What I public equity ownership with operational expertise. love about our strategy from an investor relations Leveraging the 40+ years’ operating experience of perspective is that we have the opportunity to its Founding Partners, Nelson Peltz, Ed Garden tell great stories. We detail for clients how we and Peter May, Trian seeks to invest in high qual- get involved with iconic companies, what it takes ity but undervalued and underperforming pub- to turn them around and make a real impact. lic companies and to work collaboratively with Wendy’s is a great example. We’ve been involved

with this quick service restaurant chain for about 15 years as its largest shareholder, working with other Board members and management to facilitate a major operational turnaround within the public markets. Together with management, we helped focus the company on reinventing the menus, renovating the stores, moving to a franchisee model, and building out their strong digital presence. There is never a magic bullet but rather a series of changes that need to be implemented carefully and deliberately in order to affect a turnaround.

Will you highlight Trian’s approach to client relationship management?

We work with a broad base of clients including pensions, sovereign wealth funds, endowments, foundations, and family offices.

We approach each client relationship individually; we do not impose a “one size fits all strategy.” For example, some clients use us within their public equity allocations to implement a “barbell approach.” They complement efficient passive exposure with funds like Trian, which provide truly “active,” concentrated equity exposure. Alternatively, we have other clients who put us in their Private Equity bucket as a form of “liquid PE” albeit without control premiums or the need for leverage. And, increasingly we are seeing clients include Trian within their dedicated ESG mandate. Finally, given we often invest in larger cap companies, we regularly work with our clients on individual mandates within their co-investment allocations in an effort to augment Trian’s ownership stakes.

“We work with a broad base of clients including pensions, sovereign wealth funds, endowments, foundations, and family offices. We approach each client relationship individually; we don’t impose a ‘one size fits all strategy.’ ”

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“Our investment strategy is unique – we bring a private equity approach to public market investing. We take meaningful stakes in mid-to-large cap public companies and seek to drive lasting operational and strategic change.”

Will you discuss Trian’s focus on ESG? We believe ESG is a natural fit for what Trian does since our business model is predicated on gaining influence at a company and driving change. Trian’s partners often serve as board members at our portfolio companies and, in that capacity, we seek to evaluate and improve operational efficiency and strategy as well as any ESG opportunities applicable to the investment which are clearly of increasing importance across all of corporate America. We see a strong correlation between best-in-class companies and those with strong ESG profiles and, conversely, we tend to find areas for ESG improvement at companies that are underperforming. This presents us with a powerful opportunity to effect change. Our experience with Bank of New York Mellon is a great example. Our chief investment officer and co-founding partner, Ed Garden, served on that board from December 2014 to June 2019. Ed worked closely with Bank of New York Mellon’s leadership team and board to help the company improve financial performance and unlock shareholder value. Under Ed’s leadership as Chairman of the Human Resource and Compensation Committee, Bank of New York Mellon improved its management compensation plans, upgraded its talent in key leadership positions, and increased diversity across the organization.

Today, Bank of New York Mellon is recognized for its leadership in fostering diversity and inclusion in the workplace.

How do you define the Trian culture?

Trian’s culture is a meritocracy. It has a unique entrepreneurial spirit that I was drawn to during my interview for a position at Trian 8 years ago that feels just as strong today and permeates from the top. Nelson and Peter built their pre-Trian businesses from the ground up, and their drive and tenacity today is still something to be admired.

Organizationally, Trian is flat and nonbureaucratic. Everyone is expected to contribute; we believe good ideas can be sourced from anywhere. We evaluate our investments and approach our engagements with what we call “respectful confrontation.” It can be messy at times, but we believe it promotes the best outcomes and importantly encourages diversity of thought and provides for checks and balances.

Another key aspect of Trian’s culture is the emphasis on work ethic as well as family life which I think is pretty unusual in the financial services industry. The tone is set from the top - when you look at Nelson, a hands on parent of 10 children of his own, he is truly “all in” at work and in his personal life, and still finds time to pursue many philanthropic endeavors. The dual passion for both work and family is true of all of my partners at Trian and is how I have chosen to lead my life. I have had all three of my children during my 8 years at Trian!

Do you feel there are opportunities for women on boards and in the C-suites in the industry?

Progress has definitely been made, but there is still a way to go. I am a strong proponent of Sheryl Sandberg’s advice to women not to self-select out of your career before you even get started. I know many women who, at a young age, chose not to pursue certain professions, such as finance, because they felt that at some point down the line, they might not be able to balance a demanding career with having a family. The fact that they were making those decisions as juniors in college is something that I found to be so unfair. My advice is to forge ahead and alter your course only if and when you need to. I tend to find that those women who didn’t compromise before they needed to are further along in their careers, more fulfilled in their roles and for that reason, they want to keep going even when they have more demands on their time.

I also believe in the concept that seeing is believing. It is incredibly important that young women see prominent female role models in leadership positions, particularly in traditionally male-dominated industries like finance.

As a political science major at Barnard, I was exposed to finance by a handful of Barnard alums in senior roles at Lehman Brothers who at the time were recruiting on campus. Seeing them successfully pursue careers in finance made it mentally possible for me. I feel strongly about giving back and importantly, pulling forward that next generation of female leaders. I have two young daughters at home – so it is personal for me!

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“We see a strong correlation between best-in-class companies and those with strong ESG profiles and, conversely, we tend to find areas for ESG improvement at companies that are underperforming.”

VOLUME 44, NUMBER 1

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Women Leaders

Caring and Compassion An Interview with Maureen White, RN, Executive Vice President, Chief Nurse Executive and Director, Institute for Nursing, Northwell Health INSTITUTION BRIEF Northwell Health (northwell.edu) delivers world-class clinical care throughout the New York metropolitan area, pioneering research at the Feinstein Institutes for Medical Research, and a visionary approach to medical education, highlighted by the Zucker School of Medicine at Hofstra/Northwell and Hofstra Northwell School of Graduate Nursing and Physician Assistant Studies. Northwell Health is the largest integrated healthcare system in New York State with a total workforce of more than 72,000 employees – the state’s largest private employer.

EDITORS’ NOTE Maureen White has pandemic. There was a tremendous served in various roles at Northwell amount of fear from the general public Health including Nursing Care and from healthcare workers because Coordinator, ICU and Open Heart what we originally thought this was at Long Island Jewish Medical Center going to be was much different than (LIJMC); Administrator, Patient Care what it became and there was so Services at LIJMC; Associate Director much uncertainty and unknown. We at LIJMC; and Vice President, Patient prepared for this as a health system Care Services at North Shore University as we began to hear about it in Hospital and LIJMC. She received the late November/early December. We American Orga nization of Nurse always prefer to prepare for the worst Executives Mentorship Award in and hope for the best so we brought Maureen White 2011, was the Queensbor ough in tremendous amounts of supplies Community College Humanitarian which turned out to be so critical as it Partner of the Year recipient in 2008, and served was even worse than we had originally thought. as a faculty member at the Institute of Healthcare I have always been proud to be a nurse, but I Improvement from 2002-2005. White earned her have never been prouder than during this panBSN and B.A. degree from Malloy College and her demic. Our nurses responded in every way. I M.B.A. from Fordham University. believe that the true value of nurses is underestimated. I know that our nurses are touched and Will you highlight your role and key areas moved by the accolades they have received, but of focus at Northwell Health?

I don’t think it is fully understood what it took My role is to oversee the standards of for these courageous, brave individuals to put practice and care for all nursing services and their fears aside and to come in every day under patient care delivery throughout the health sys- immense pressure to do what they were trained tem, inclusive of not just the hospitals, but the to do which saved many lives. ambulatory areas, home care, hospice care – wherever nursing care is delivered. My focus is ensuring that we are living up to the highest standards possible and ensuring that we are creating the appropriate environment for our team members to provide the highest levels of care.

In my role as director of Northwell’s Institute for Nursing, my focus is to create a professional practice environment to advance the art and science of nursing through the melding of nursing education, nursing research and nursing practice. Healthcare is such a dynamic field with new breakthroughs in medical treatment and advances in technology and it is critical to make sure the nursing workforce are kept abreast of these changes and how they will impact their practice. When you talk about the art and science of nursing, it is about research since nurses play a critical role in research which is not always well understood.

Will you discuss the role that nurses have played in battling COVID-19 and how proud are you to see the strength and resilience of Northwell’s nursing team during this difficult time?

What has struck me the most about this It has been amazing as this is something pandemic is that the one thing that never left was that none of us had experienced and while we caring and compassion which is a hallmark of have faced crises before, none compare to this nursing. The amount of caring and compassion

“I have always been

proud to be a nurse,

but I have never been prouder than during this pandemic.”

58 LEADERS

that these nurses exhibited with their patients, especially since their patients could not have visitors by state law, was amazing to witness.

These nurses were not only taking care of the patient, but they were taking care of the entire family, making sure that they stayed informed and connected and could interact with their loved one by video chat or FaceTime. As much as our nurses could not wait to get home to their families when their shifts were finished, they could not wait to get back the next day to take care of their patients.

Do you worry about a nursing shortage as you look at the future needs of the healthcare industry?

I think that there is going to be a healthcare worker shortage in general and I worry about the industry because we are in an interesting time.

In regard to nursing, we are in a time when the largest segment of the population over the past four generations is the baby boomer generation, 77 million baby boomers. The birth rate went down dramatically in generation x and went up a little from there in generation y and generation z, which means that the largest segment of the population has begun to retire. Unlike other generations, they are retiring with more chronic and complex healthcare issues which requires more intensive nursing care. This means that the demand for nurses is escalating dramatically while the supply for nursing is shrinking. It is estimated that roughly one million baby boomer registered nurses will retire over the next seven to ten years which is a dramatic drain when you think that we have about four million registered nurses in total in the United States. This means that about a quarter of the nursing population will be retiring at a time when the need is so great. It is critical for the industry to continue to change and adapt, and advances in technology will play a major role in helping alleviate any shortages that we will see in the nursing world.

One of the things I admire most about Northwell is that we have this philosophy and attitude that comes from our CEO, Michael Dowling, to create the healthcare system of the future. We never want to forget the past, but we are not so locked into the past that we can’t adapt and change in order to be prepared for the future. We use a phrase with our team members that, “the best way to predict the future is to create the future” which is indicative of our focus to not wait for things to happen, but rather to make things happen.

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VOLUME 44, NUMBER 1

Women Leaders

Community and Population Health An Interview with Debbie Salas-Lopez, MD, MPH, Senior Vice President, Community and Population Health, Northwell Health EDITORS’ NOTE Debbie Salas-Lopez locations and have tested over 70,000 joined Northwell Health in 2019 as people. We have confirmed that the senior vice president for transformahardest hit communities were communition, responsible for system valueties of color where we have high popubased initiatives that improve health lation density, high numbers of essential and car e delivery. She assumed workers, high use of mass transit and her leadership role after serving high unmet social needs, among other as the chief transformation officer high-risk factors. at Lehigh Valley Health Network What do you see as the key issues where she led strategy and oversaw for Northwell Health to address in a unique and broad portfolio includthe community? ing community-based and population We are approaching our commuDebbie Salas-Lopez health initiatives, telehealth, connities with a “seek first to understand” nected care, and innovation, strategic philosophy. We have a lot of data and partnerships, and operational redesigning of the information and our approach is to share it with clinical delivery system. Salas-Lopez earned her our communities and our leaders so that we can MD from Rutgers School of Medicine. gain a better understanding of whether these are the issues they are most concerned about Will you provide an overview of your role and and they feel we must prioritize. We have been key areas of focus? conducting “listening tours” with community and I oversee the organization’s community health faith-based leaders and community members strategy across all of our markets. The Department over the last few months. Thus far, we have includes the Departments of Community Health, learned that the top priorities across most comCommunity Relations, and the Center for Equity of munities are mental health and wellness, food Care as well as some key initiatives like the Human security, youth programs, employment, housing Trafficking Program, The Center for Tobacco and safe communities, among others. We are also Control, and our Food as Health Program. COVID- finding that certain geographies and communi19 prompted the organization to bring together all ties have specific local needs and issues they are of these departments so that we could build on facing. We want to take the local perspective into the solid foundation of previous work and be even account as we co-create community strategies for more efficient and effective in the future. the future.

Will you discuss Northwell Health’s How critical is it for Northwell Health to community and public health strategy and build strategic community partnerships and how deeply engrained this effort is as part of will you highlight some of these partnerships?

Northwell Health’s culture?

We are learning that gaining the trust of our Northwell has had a long-standing commit- communities is of utmost importance, particument to our communities, particularly poor and larly during these difficult times. The pandemic underserved communities. Our community of the COVID-19 virus is not the only pandemic benefit totaled over $1.4 billion dollars in 2019 we are working on. We are also working with inclusive of programs that directly serve our most our communities on the pandemic of social vulnerable community members. Our community injustice and racism in our country. Both are difand public health strategy has become even more ficult issues to tackle and we cannot do it alone. important given the disproportionate number of We must work together in partnership with members that were affected by COVID-19 from community and faith-based leaders who have underserved communities. We know that these the trust of their communities so that together communities suffered disproportionately from we can measurably improve the health of those chronic illnesses and unmet social needs even we serve, and we can advocate for social jusprior to the pandemic, but the pandemic exac- tice and equity in our society. We have begun erbated these issues. This is why our resurgence to work closely with 11 communities in our preparedness plans include having strong com- region that were hardest hit by COVID-19 and munity partnerships that we can work with to pro- are predominantly communities of color. We are vide testing, education, and access to care going also working closely with our faith-based comforward. Today, we have done COVID-19 testing munity leaders, particularly around food insein over 100 faith-based and community-based curity, youth programs, and mental health and VOLUME 44, NUMBER 1

wellness. Importantly, we are working hard to establish trusting relationships that are enduring and meaningful. This is work that will be incredibly important for us as we look for ongoing COVID-19 education, vaccine deployment, prevention programs, among other health and wellness programs the community needs from us.

Will you provide an overview of the Center for Equity of Care and how you define its mission?

The Center for Equity of Care is Northwell Health’s platform for Diversity, Inclusion and Health Equity. Northwell’s Center for Equity of Care was established to guide and accelerate the health system’s efforts to address and eliminate health disparities, and deliver culturally sensitive care in partnership with its diverse communities. The strategy is grounded in the belief that empowered people and elimination of health disparities are fundamental to improving the health of the communities served by Northwell.

The Center aligns healthcare teams with local communities to effectively address racial, ethnic, sex and gender disparities. The Center empowers all people to be partners in their health and wellness through health literacy, education and fostering cultural and linguistic competency. The Center’s education focus is on the tenets of diversity, equity and inclusion and is critical to patientcentered care and improved health outcomes. The Center serves the internal Northwell community and external partners by educating the workforce on issues such as racism and social injustice, providing legal counseling referrals to community members through a medical-legal partnership, and educating the entire healthcare team including future physicians and nurses.

Did you always know you had an interest in healthcare and that this was the industry where you wanted to spend your career?

I was born and raised in the Bronx, one of five children of a minister. My father was my hero.

He taught me to care about people, and my love for science taught me how to care for people. That combination was the driving force for me to always want to do something in healthcare, something with purpose. It’s a long story – one that I wrote a book about called The Girl from the Bronx, a true story of struggle, resiliency and courage – but I finally went to medical school. I developed a great passion for working with underserved, poor communities of color and, as a result, I took that passion and drive to try to make a difference throughout my career.

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LEADERS 59

Women Leaders

A Culture of Care An Interview with Annabella Salvador-Kelly, MD, Senior Vice President, Medical Affairs and Associate Chief Medical Officer, Northwell Health EDITORS’ NOTE In addition to her current role, Annabella SalvadorKelly has served Northwell Health as Associate Medical Dir ector, Long Island Jewish Medical Center; Associate Chair of Long Island Jewish’s Department of Emergency Medicine; and Director of Per for mance Impr ovement.

Salvador-Kelly earned a B.S. degree in biology from New York University and an MD from SUNY Downstate Medical Center.

Northwell was heavily impacted by the COVID-19 pandemic and managed to use the benefits of being a large system to face many challenges. I am so proud of Northwell and all of our heroes who responded to the pandemic. During the pandemic, we came together as one large system to take care of our patients and provide the best care possible. Our team members were the key to making our success happen. They never gave up and they continue to respond to the panAnnabella Salvador-Kelly demic at Northwell and beyond. Many of our team members responded to the How critical is culture to the strength and needs of other healthcare systems by volunteering industry leadership of Northwell Health? their time to assist them by going to work clinically Northwell has a special culture. Our culture at other sites and also by providing their clinical is dedicated to providing world-class service and expertise and knowledge to educate on the lespatient-centered care which is our number one sons that we learned here at Northwell. The work is priority. The organization strives to promote that clearly not over and our team members continue to culture and a commitment to excellence, compas- focus on our recovery plans, our resurgence plan, sion and the communities we serve. We focus on and our vaccination implementation plan. It starts something that we call a culture of care and care at the top and Michael Dowling was there every is an acronym which stands for connectedness, day with us, visiting each of the hospitals, which awareness, respect and empathy. Our chief execu- was instrumental. tive, Michael Dowling, always says that our goal Northwell Health has placed a major is simple – be better tomorrow than we are today focus on addressing and supporting the and our people are at the center of it all. Michael mental and emotional strain that its team is clear that people are our greatest asset and that members have endured during this crisis. Will every patient that chooses Northwell deserves an you discuss this focus in order to meet the exceptional patient experience and the highest needs of Northwell’s people? quality of care. Defining our culture starts at the top It was huge for us to make sure that all of and trickles down throughout the organization to our heroes felt safe and knew that they were taken our front-line staff and to all of our team members. care of. We were one of the first organizations to Will you highlight your role and key mandate masking and then to mandate N95 masks areas of focus? because we wanted to show our team members I am responsible for leading medical affairs that their safety was paramount to us. We also throughout Northwell Health which includes cre- developed wellness programs for our people as dentialing and privileging of providers, standard- well as a crisis hotline that anybody could call ization of policies and procedures, as well as at any time of the day in case they needed help. standardization of hospital regulations and bylaws, Unfortunately, I had a colleague that committed and recruiting and mentoring talented physicians suicide during this pandemic. She was an emerand team members. I am often involved when we gency medicine physician as I was previously, and conduct searches for leaders to the organization there is always this fear of people speaking up and which is a passion of mine. When you are a part of asking for help and we wanted to do everything Northwell Health, you have the opportunity to take we could to make sure our team members knew on additional responsibility and I currently co-chair that we were there for them. We are still looking the COVID-19 clinical advisory group and am also continuously at mental health issues to make sure involved with the Zucker School of Medicine. that team members have the help they need and Northwell Health has treated more COVID- that we are supporting them in every way possible.

19 patients than any other health system. How How critical is it for Northwell Health’s proud are you to see the way the Northwell workforce to be diverse and inclusive in team displayed such resilience and strength order to mirror the diversity of the patients during this challenging and difficult time? and communities it serves?

60 LEADERS

Northwell has been on a journey over the past ten years to most effectively address the issues of diversity, inclusion and health equity. Northwell is committed to creating opportunities for diverse candidates and to developing a pipeline for the future and to supporting growth and development for all of our team members. One of our goals is to attract and retain diverse faculty for our medical school since we know how critical this is for the continued success of the school. We are proud that Northwell Health was recognized as one of Fortune 100 Best Places for Diversity which shows the dedication and commitment of Northwell to all of its employees.

You mentioned the Zucker School of Medicine. How critical is it for Northwell to have a medical school and will you highlight the impact of the school?

The Zucker School of Medicine has made an important impact for Northwell. Our faculty has the opportunity to coach, educate and guide the next generation of physicians which is a great privilege and to do it in the way that the school currently delivers that education is so valuable. When I went to medical school, the first two years were spent sitting in an auditorium listening to lectures.

The Zucker School of Medicine gets its students involved in the clinical realm right away which is the reason many of us went into medicine since we wanted to be involved with patients. Our students immediately work with the paramedics and EMTs to get certified and the classes are group based with participation which is a different way of teaching and this is one of the benefits of the school. Our school serves as a pipeline for future residents and attending physicians which provides great value for Northwell.

You have spent more than 20 years at Northwell Health. What has made the experience so special for you?

The minute I stepped foot in 1999 to work in the emergency room at North Shore University Hospital, I fell in love with the program. I knew early on that this was the right place for me and it comes down to the culture and the people. The people are like family to me. It is also exciting to be part of an organization that continues to grow as we have done through hospital mergers and this has allowed our team members growth opportunities as well. One other reason why I feel that Northwell is special is our fearless leader, Michael Dowling.

He is a special person who leads by example and truly cares about his team members, and this was on full display during the COVID-19 pandemic.

•

VOLUME 44, NUMBER 1

Women Leaders

Critical Care An Interview with Mangala Narasimhan, DO, Senior Vice President, Critical Care Services, Northwell Health EDITORS’ NOTE During her focused on improving quality and 12-year tenure at Northwell Health, patient safety. Northwell has a culture Mangala Narasimhan, D.O., has of continuous improvement, and our served as a Professor of Medicine focus now is to see where the needs at the Donald and Barbara Zucker are and then to develop plans to School of Medicine at Hofstra/ address them.

Northwell after having served as Northwell Health has been a Medical Director of Northwell’s leader in telehealth and provides Acute Lung Injury Center/VV this service in many of its ICUs. ECMO program. She has also been What do you see as the impact that an attending physician, Division of telehealth will have on the future Pulmonary, Critical Care and Sleep of medicine?

Mangala Narasimhan Medicine and was the Northwell We have had telehealth for about Health Teacher of the Year in 2017 five years, and in the beginning there and a 2020 Regional President’s Award final- was skepticism since it was a challenge to the ist for Physician of the Year. Narasimhan holds way things had traditionally been done in an a B.A. from Barnard College, an M.S. in molec- ICU, but we have seen how it has impacted the ular biology from CUNY, and an M.D. from the way we care for patients and the value that it University of Health Sciences – Kansas City. She offers. During COVID, we really saw the value completed her residency at Mt. Sinai Beth Israel. of telehealth in terms of outpatient medicine and connecting to patients in a different way. I Will you provide an overview of Northwell think telehealth will be a big part of the future Health’s Critical Care Services offering and of medicine and it is our job to figure out the how you focus your efforts leading this ser- best use in each setting so that we avoid redunvice line for the health system? dant levels of care.

Critical Care Services was recently made into one service line and now includes all critical care – medical critical care, surgical critical care, neuro critical care and cardiothoracic critical care. Much of this was due to COVID-19 which made it clear that there was a need for education and standardization of care. I lead this service line throughout the health system.

Is it challenging to standardize care and provide seamless, consistent service with the size and scale of Northwell Health?

It is very challenging since there are many different types of hospitals within our large, integrated system. Some of these hospitals have joined via mergers and many had been isolated for a long time. It is my task to create systemwide standards and to develop systems to establish consistency. This is critical for some areas of our work and in other areas it is important for Northwell Health has treated more these hospitals to maintain their uniqueness and patients with COVID-19 than any other what they do best. I am focused on distinguish- health system. Will you discuss this experiing where we need this standardization and to ence and highlight the strength and resilfortify their specific strengths. ience that Northwell’s team members have Will you discuss Northwell Health’s displayed during this challenging time? focus on quality and patient safety and I am so proud of what Northwell did as how important are metrics to measure the we faced the biggest challenge of our careers. impact of these efforts?

We took care of hundreds of ventilated patients Metrics are very important as they detail and it was a traumatic effort. There is a lot of our baselines and progress. We are constantly wellness and relief that is needed for our team

“It is a testament to

Northwell to see the way we adapted the

organization to take care of the pressing

needs of our patients.”

VOLUME 44, NUMBER 1

members who went through this in order to take care of their mental and emotional wellbeing. It is a testament to Northwell to see the way we adapted the organization to take care of the pressing needs of our patients. We had team members who had never been involved in critical care who needed to get involved. Our critical care doctors were there for them and mentored them. All of us at Northwell can look back on this time and say that we did everything possible to save as many lives as we could.

You also serve as medical director of Northwell’s Acute Lung Injury/VV ECMO program. Will you provide an overview of this effort?

This is something that I am very proud of. A few years ago, we had a patient at an outlying hospital that we wanted to move to our tertiary care center, but we couldn’t do it because we didn’t have the ability to put her into ECMO and bring her here. As a result, we said that this would never be the case again and we developed the Acute Lung Injury/VV ECMO program. Through this program, we can now pick up patients from hospitals that are hundreds of miles away and bring them to our tertiary care hospitals. We have taken care of over 200 patients since we started and we have been able to standardize care for these patients and improve outcomes. We held a survivor’s day last January, where we brought back all of our ECMO survivors. It was one of the most emotional and beautiful events to see all of these people get together, many that would not have survived if we had not been able to transport them and put them on life-sustaining measures. It was so special to see them have the opportunity to talk about their experiences. This program has changed the lives of many people.

This is an example of Northwell Health’s culture of taking on challenges and being at the forefront of creating change.

Will you discuss Northwell’s commitment to addressing tough issues?

It is amazing to me to see how this organization is on the forefront of tough issues. We recently started a program on human trafficking and have a program focused on gun violence prevention. This is also true of COVID, as we were planning and preparing for the virus months before it actually hit us. When problems arise, we don’t run the other way. We face them head on and work to make things better for our people and for the communities we serve.

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LEADERS 61

Women Leaders

Creating Connections An Interview with Charlene Lake, Senior Vice President, Corporate Social Responsibility and Chief Sustainability Officer, AT&T EDITORS’ NOTE Charlene Lake is Cartoon Network, Adult Swim and Turner responsible for leading AT&T’s social Classic Movies. AT&T Communications innovation, environmental, philprovides more than 100 million U.S. conanthropic and civic engagement sumers with entertainment and commuendeavors, driving stakeholder impact nications experiences across TV, mobile measures on behalf of the corporation, and broadband. Plus, it serves high-speed, and coordinating signature initiatives highly-secure connectivity and smart soluthat connect social needs with busitions to nearly 3 million business customness objectives. She began began her ers. AT&T Latin America provides pay-TV professional life as a journalist, workservices across 10 countries and territories ing on daily newspapers in Kansas. in Latin America and the Caribbean and She started her career at Southwestern wireless services to consumers and busiCharlene Lake Bell Telephone in Topeka, and served nesses in Mexico, where it is the fastestin management roles in Financial growing wireless provider. Xandr provides Communications, Media Relations and Employee marketers with innovative and relevant advertising Communications in Kansas, Missouri and Texas. solutions for consumers around premium video conShe went on to lead SBC’s Corporate Advertising tent and digital advertising through its platform. and Sports Marketing departments, managing them through multiple mergers, and thereafter created a How critical is it for leading compaPublic Affairs discipline for the company. In 2007, nies to be purpose-driven and will you she designed and launched AT&T’s centralized discuss how purpose is engrained into Corporate Responsibility function which she still leads AT&T’s culture? today. Lake serves as chair of the National Points of Company purpose has never been more Life Institute Corporate Service Council, and chair of important. Over the last several years, we have the United Way of Metropolitan Dallas board of seen stakeholders putting a higher value on cordirectors. She also serves on the board of directors porate purpose, but it’s escalated rapidly with the at the Baylor, Scott and White Health Care System, global pandemic and recent events highlighting and is past chair of the Public Affairs Council and racial inequality. Employees, customers, policypast vice chair and board member of the National makers and investors are all watching the fraying Urban League. Lake was honored as a recipient of of our social fabric and expecting corporations to NUL’s Women of Power Award and by the Texas do their part to contribute to solutions.

Diversity and Leadership Conference as one of the At AT&T, we have long believed a wellmost powerful and influential women leaders in functioning society is fundamental to our the state. She received the Distinguished Woman business. The environment, equitable access Award and honorary Doctor of Laws degree from to opportunity and education, and operational Northwood University, was recognized as Advertising integrity are all common values we share Person of the Year by the Ad Club of New York and with our stakeholders. We have an imporreceived the Iron Jawed Angel Award from the Luger tant role to play in the health of our sociExcellence in Public Service Series in Washington, ety, and that’s why we signed the Business D.C. A mass communication graduate of Kansas Roundtable’s Statement on the Purpose of a State University, Lake serves on the Advisory Council at KSU’s A.Q. Miller School of Journalism and Mass Communications, and is on the board of directors of the Kansas State University Foundation.

COMPANY BRIEF AT&T (att.com) is a diversified, global leader in telecommunications, media and entertainment, and technology. It executes in the market under four operating units. WarnerMedia is a leading media and entertainment company that creates and distributes premium and popular content to global audiences through its consumer brands, including: HBO, HBO Max, Warner Bros., TNT, TBS, truTV, CNN, DC Entertainment, New Line, 62 LEADERS

Corporation to underscore our mission and values of inspiring human progress and connection through our business operations and corporate responsibility initiatives.

Purpose is infused in the very fiber of our operations. When some think of corporate social responsibility (CSR), especially those who aren’t that familiar with our work, they think of it only as philanthropy. In years past, they would have been right. Companies used to show they were good corporate citizens only through their checkbook. Now, we know we can make far more impact if we listen to our stakeholders and tailor our operations, technology expertise, talent and other resources to help solve some of the world’s most pressing challenges.

Will you provide an overview of your role and key areas of focus at AT&T? As chief sustainability officer and senior vice president of corporate social responsibility, I am responsible for driving positive stakeholder impact through environmental, philanthropic and civic initiatives that connect critical social needs with our business objectives. My role at AT&T has evolved incredibly over the years. Today, our CSR team is connected strategically and operationally to the whole of our company. Ensuring our involvement is relevant to the business is how we create value for AT&T and have an opportunity to transform ecosystems.

As a company, AT&T works to create connections through technology and entertainment.

In my role, this translates into putting our best resources to work by making a difference in three core areas: economic empowerment through connected learning, the environment, and digital health and safety, which includes helping people of all ages use technology safely, responsibly and productively.

“Our approach is based on the belief that our longterm business success is inextricably linked to the strength of our communities and our world.”

VOLUME 44, NUMBER 1

“At AT&T, we have long believed a well-functioning society is fundamental to our business. The environment, equitable access to opportunity and education, and operational integrity are all common values we share with our stakeholders.”

How does AT&T approach its corporate social responsibility work and how does the company decide where to focus its efforts?

Our approach is based on the belief that our long-term business success is inextricably linked to the strength of our communities and our world.

We need healthy customers, employees and partners in a strong economy and clean environment in order to be successful. We look to the leading global issues we’re seeing and experiencing as a company, our stakeholder engagement learnings, and our environmental social governance (ESG) performance metrics to determine our focus. We know we can have the biggest impact where our company expertise intersects with a societal issue, so understanding them both, along with tracking our ability to drive improvement, is how we determine our priorities. These priorities then come to life through elements such as volunteerism, philanthropy, social innovation and programmatic commitments.

How critical are metrics to track the impact and measure the results of AT&T’s CSR programs?

Metrics are essential to our CSR work. We view ESG reporting, and our performance on global ratings, rankings and indexes as valuable measures of the effectiveness of our CSR programs and the company’s work across the broad range of ESG topics. We use these insights to benchmark our progress inside and outside our industry and to help ensure we’re proactively providing the type of information important to investors and all our stakeholders. These insights also help us prioritize programmatic investments and help us determine where to accelerate investment or adjust programming.

How does AT&T engage its employees in its CSR efforts and how important is it to communicate these efforts internally?

Our employees’ spirit of community service is at the heart of our company. Our data shows that employees who are engaged with CSR programs are willing to recommend the company at a significantly higher rate. They also are less likely to voluntarily leave the company, and they are happier with their work. That’s why it’s so important for us and other companies to provide community engagement opportunities for our employees. Not only does it have impact in our communities, it’s good for the employees and good for the company. We also know employees are increasingly vocal about working VOLUME 44, NUMBER 1

with companies that share their values. We have to communicate with them, engage them in our CSR work, and learn from them as we progress in this space.

Our AT&T Believes program is one way our employees engage in AT&T’s CSR efforts.

AT&T Believes is a company-supported effort led by employees in cities across the country to expand economic opportunities and help their communities tackle important issues. Through this program, our employees in 2019 volunteered more than 1.4 million hours and gave nearly $30 million to over 30,000 nonprofit organizations because they believe in their communities.

We’re proud of our employees and their passion for this work. That’s why we recognize them in many ways, such as through programs like the President’s Volunteer Service Award and our Community Impact Awards.

More than 3,500 employees were recognized with the President’s Volunteer Service Award for volunteering at least 200 hours in 2019.

Our Community Impact Award was launched in 2019 and recognizes employees across the enterprise who truly live our Make a Difference value. In our first year, we had more than 450 nominations and 41,000 votes from employees worldwide to recognize people from each of our operating companies.

Will you highlight the engagement and commitment from AT&T’s management team and board for its CSR programs?

AT&T leadership is deeply engaged and committed to our CSR programs. Our leaders know that issues such as the environment, social concerns and ethical practices impact business performance and our company’s overall reputation. Since 2009, our former chairman and CEO Randall Stephenson has worked with chief executives from across the country as part of the Business Roundtable (BRT) to promote a thriving U.S. economy for all Americans, and our current CEO, John Stankey, has stepped in as a leader in this space as well. Most recently, AT&T has used its involvement in the BRT to call on Congress to pass bipartisan policing reform and leadership from across the business have been working in our states to advocate for social justice reform.

AT&T management recognizes that our communities and environment are critical to the success of AT&T today and tomorrow.

That’s why leaders from across the business are engaged in this work, helping to design programs, grow awareness and encourage their

teams to get involved. The commitment is strong through our CEO, our Chairman and our Board, which has governance oversight of the corporate responsibility function. Our commitment is both personal and corporate, and is a reflection of our recognition of our stakeholders’ growing social and environmental concerns and values.

Are you able to take moments to reflect and celebrate the impact that AT&T has made with its CSR work?

When I take a moment to reflect on the impact AT&T has made with CSR, I realize what an absolute pleasure it has been to lead the company’s corporate responsibility for 13 years.

Every day is challenging, from thinking about how we can reduce our environmental impact to creating educational equity. Every day is different, whether it be shareholder questions about batteries or finding new technologies that make students successful as they learn online.

Every single day is rewarding.

Especially now, at this moment in history, Black and underserved communities face longstanding social inequities and higher unemployment, which have been exacerbated by the COVID-19 pandemic. Corporations can play a significant role in achieving a more equitable society, both internally and externally. Recently, we committed $10 million to create economic opportunities and foster upward mobility through national work readiness programs and local organizations in markets across the U.S. We’ve long been focused on connecting students to economic opportunity and we celebrate how students in our programs on average will realize nearly $10,400 of social, economic and personal benefits over their lifetimes.

On the environment side, we recently set a goal to be carbon neutral across our global operations by 2035. That goal builds on our sustainability progress as one of the largest corporate purchasers of renewable energy in the U.S. and our strides in realizing $39.8 million savings in annual energy costs from 26,700 energy projects in 2019.

Importantly, connections are at the heart of everything we do as a company - whether it’s connecting people to the wonders of technology so they can live and work more efficiently and more enjoyably, or connecting our employees to the needs of the community and our environment. Those connections have impact and have never been more important. This is a momentous time for AT&T, and I am very proud to be a part of it every day.

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LEADERS 63

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Women Leaders

Striving for Excellence An Interview with Kelley Cornish, Partner, Paul, Weiss, Rifkind, Wharton & Garrison EDITORS’ NOTE Kelley Cornish business challenges. Paul, Weiss repreis a partner in the Restructuring sents the world’s largest publicly and Department. She is consistently privately-held corporations and inveslisted among her peers by Chambers tors as well as clients in need of pro USA, Lawdragon, The Legal 500, bono assistance.

The Best Lawyers in America, IFLR1000 and Who’s Who Legal as How do you describe the Paul, Weiss a leading bankruptcy and restrucculture and how critical is culture to turing lawyer and has been recogthe success of the firm? nized as a “Client Service All-Star” The hallmarks of our culture at

by BTI Consulting Gr oup. Her Paul, Weiss are collaboration, coopJustice, a nonpr ofit or ganizaeration and mutual respect; it is a true Kelley Cornish tion that provides free legal help partnership. We are extraordinarily to women living in poverty in New supportive of each other, and we York City, named Cornish as its 2018 Woman strive for excellence in everything we do. These of the Year in Restructuring. She was named qualities enable us to quickly and seamlessly the 2017 Woman of the Year in Restructuring draw on each other’s experience and expertise by the International Women’s Insolvency and across the firm to solve our clients’ most pressRestructuring Confederation, the premier inter- ing, complicated problems. The result is the national networking and professional growth best possible work product and outcome for organization for women in the restructuring our clients. and insolvency industry. Cornish is a fellow of A critical aspect of our culture is our histhe American College of Bankruptcy and speaks toric focus on public service, pro bono and frequently at industry events. She earned a B.A. social justice advocacy. This is a competitive degree summa cum laude from Pennsylvania advantage in our search for talent. It attracted State University and a J.D. magna cum laude, me when I came to Paul, Weiss as a lateral partorder of the coif, from Northwestern University ner 17 years ago as an “out” gay woman, and Law School. it continues to bring many of the best, brightest and diverse lawyers to our door. When my FIRM BRIEF Paul, Weiss, Rifkind, Wharton wife and I got married eight years ago and were & Garrison (paulweiss.com) is a firm of more walking down the aisle with our then-young than 1,000 lawyers with diverse backgrounds, sons, it flashed through my mind how fortupersonalities, ideas and interests who collab- nate and proud I was to be a Paul, Weiss partoratively provide innovative solutions to their ner. This firm has blazed the trail for LGBT and clients’ most critical and complex legal and other civil rights, not just in its attitude, but in its

investment in time and resources into transformational pro bono efforts, including our seminal win in the Supreme Court case that created the path to marriage equality in U.S. v. Windsor.

Will you provide an overview of Paul, Weiss’ Restructuring Department and the leadership of the practice in the industry?

Our industry-leading Restructuring Department includes 12 partners and 36 other lawyers, mostly based in New York City. While most of our peers have much larger practices, we are routinely selected to handle many of the country’s largest and most complex restructurings. A hallmark of our practice is its breadth and diversity: we are well-known for leading major company-side engagements, representing linchpin creditor groups, and assisting purchasers of assets of high-profile distressed companies.

Recently, for example, we represented the restructuring sub-committee of the Board in the Sears bankruptcy; a key bondholder group in Puerto Rico’s restructuring of $18 billion in public debt; and key parties in the restructuring of many struggling oil-and-gas and coal companies and brick-and-mortar retail chains.

We are recognized not just as extremely knowledgeable, creative and technically proficient, but as practical and commercial lawyers.

In a practice often burdened by expensive, protracted litigation, we are known as consensus builders and dealmakers. Obviously, we can effectively litigate when it’s called for, but we are adept at finding creative solutions and commercial, consensual resolutions for our clients.

“We are recognized not just as extremely knowledgeable, creative and technically proficient, but as practical and commercial lawyers. In a practice often burdened by expensive, protracted litigation, we are known as consensus builders and dealmakers.”

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“The hallmarks of our culture at Paul, Weiss are collaboration, cooperation and mutual respect; it is a true partnership. We are extraordinarily supportive of each other, and we strive for excellence in everything we do.”

Will you highlight the strength and expertise of the restructuring team at Paul, Weiss and do you feel that talent is a key differentiator for the practice?

What differentiates our restructuring team – and what has delivered year-in, year-out top rankings in legal industry directories, including Chambers USA’s “Bankruptcy Law Firm of the Year” in 2019 – is that, while our headcount isn’t large, we have a senior-level bench of lawyers second to none in the nation. Each of our partners are recognized in the industry as uber-smart and knowledgeable, and also as supremely talented at finding practical, commercial and efficient solutions to extraordinarily complex problems.

How critical is it for Paul, Weiss to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

Building a diverse, inclusive firm is among our most important strategic priorities. We are better advisors and come up with better solutions when we bring diverse perspectives to the table. Clients likewise recognize this reality and expect us to field diverse teams. Fortunately, we have a strong pipeline of women and diverse lawyers, but we know the numbers could and should be better and we’re always striving to do better.

Do you feel that there are strong opportunities for women to grow and lead in the legal profession?

Over my 30-year career, I have seen tremendous expansion of opportunities for

women lawyers. From the early days, I have been encouraged to take on leadership roles – formal and informal, internal and external – and have seized on those opportunities. Today, I am viewed as a leader in my industry and at Paul, Weiss. Nonetheless, there is still a long way to go. Just look at the statistics: women have made up around half of our top law graduates for decades, but even today the percentage of women law firm partners and leaders at major firms, as well as CLOs and general counsel, is much smaller.

I and other leaders at Paul, Weiss have devoted a great deal of time – including as part of our firm’s recently constituted Inclusion Task Force – to exploring ways to create maximum opportunities for women and diverse lawyers to become partners and leaders here. We continue to introduce changes that refine our training, professional development, mentoring and promotion processes to that end. While progress continues to be made, I still see women colleagues facing challenges and impediments, including with business generation, in particular, which is a key pathway to success in a large law firm. Particularly in the transactional practices, where a vast majority of clients are still white men, it is that much harder for a woman lawyer to achieve “rainmaker” status.

Paul, Weiss is a firm that is deeply committed to pr o bono work and to supporting the communities it serves.

Will you discuss this commitment and do you see this as a responsibility for leading firms and businesses?

It is more critical than ever for leading firms and businesses to use their powerful platforms to help the most vulnerable and advocate for social justice and the rule of law. At Paul, Weiss, we have always taken our pro bono responsibilities very seriously, and delivered on that promise year after year. In 2020, we responded in record fashion to the urgent need created by the pandemic, calls for racial justice and threats to voting rights, and our number of pro bono hours is up by more than half. We are thrilled that many of our clients are now working side by side with our lawyers and nonprofit groups with which we partner on many of these efforts.

What advice do you offer to young people starting their careers in the legal profession during this challenging and unprecedented time?

First, find an area of the law that truly interests you, along with colleagues that you respect and enjoy practicing with. Like anything in life, if you’re happy and energized, you’re going to perform at your best and feel more fulfilled. Second, be proactive in finding mentors. There’s no question that a key to my own development and success were two senior lawyers who sponsored me and guided me. They remain dear friends of mine to this day. Finally, it’s never too soon to focus on building your network of relationships; you never know where you might encounter that person down the hallway, across the table or on that call many years in the future, and how they might enrich your personal or professional life.

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“I and other leaders at Paul, Weiss have devoted a great deal of time – including as part of our firm’s recently constituted Inclusion Task Force – to exploring ways to create maximum opportunities for women and diverse lawyers to become partners and leaders here.”

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VOLUME 44, NUMBER 1

Striving for Excellence

Paul, Weiss celebrates our partner, Kelley Cornish, and all women leaders who inspire us every day.

PAUL, WEISS, RIFKIND, WHARTON & GARRISON LLP

paulweiss.com/women

Women Leaders

A Driver of Responsible Growth An Interview with Cynthia H. Bowman, Chief Diversity and Inclusion, and Talent Acquisition Officer, Bank of America EDITORS’ NOTE Cynthia H. Bowman convenience in the U.S., serving approxserves as the chief strategist for imately 66 million consumer and small diversity and inclusion and talbusiness clients with approximately ent acquisition globally, focused 4,300 retail financial centers, including on leading programs, initiatives roughly 2,900 lending centers, 2,500 and policies that actively support financial centers with a Consumer the bank’s diverse and inclusive Investment Financial Solutions Advisor workplace and recruitment strateand ar ound 2,300 business cengies. In this role, she helps steer the ters; more than 17,000 ATMs; and bank’s Global Diversity & Inclusion award-winning digital banking with Council – which is chaired hy Bank approximately 39 million active users, of America’s CEO – comprised of including over 31 million mobile users.

Cynthia H. Bowman senior leaders from across the comBank of America is a global leader in pany, and leads the company’s wealth management, corporate and Global Diversity and Inclusion Organization investment banking and trading across a broad (GDIO), which supports enterprise-wide diver- range of asset classes, serving corporations, govsity initiatives, diversity conferences, strategic ernments, institutions and individuals around partner management and sponsorships, diver- the world. The company offers industry-leadsity awards and recognition, diversity metrics ing support to roughly 3 million small business and data reporting, and oversight of the com- owners through a suite of innovative, easy-to-use pany’s 11 Employee networks that have more online products and services. The company serves than 180,000 memberships and allies across clients through operations across the U.S., its territhe globe. Bowman also leads a team of talent tories and approximately 35 countries. acquisition professionals responsible for filling tens of thousands of positions annually with the highest quality candidates to meet business needs. She joined Bank of America in 2007 and has served in various leadership roles throughout Global Human Resources. She has been recognized on the 2016 EBONY POWER 100 list, named one of Black Enterprise’s Top Executives in Corporate Diversity, 2017, 2018 and 2019, acknowledged as a Top 100 HR Influencers by Engagedly (2019), and this year, Bowman was recognized as one of North America’s Most Influential D&I Leaders by Hive Learning. She is a member of the Board of Trustees for the Boys & Girls Clubs of America (Midwestern Region) and sits on the Board of Directors for The Sphinx Organization. Bowman graduated from the J.L. Kellogg Graduate School of Management with an M.B.A. in organization behavior and operations. She also has a bachelor of industrial engineering degree from Georgia Institute of Technology and a B.S. from Spelman College.

Will you provide an overview of your role leading diversity and inclusion for Bank of America and how you focus your efforts?

Our priorities are clear. We are focused on the representation of our people – put simply, our goal is to mirror the clients and communities we serve. At Bank of America today, 50 percent of our management team is diverse, 32 percent of our management team are women, 50 percent of our global workforce are women, over 45 percent of our U.S. workforce are people of color, six of our board members are women, two of our board members are African American and one board member is Hispanic.

We continue to look inward and to be transparent about our efforts focusing on leadership accountability to further drive results.

We know that just because you have diversity in representation does not mean that you have inclusion. That is why we have created a culture where our teammates feel comfortable bringing their whole selves to work each day and is why we offer equal access to opportunity

“When I think about what has happened this year with dual crises occurring at the same

time, a health crisis and a humanitarian crisis,

companies are realizing how important it is to

have cultures of inclusion where no matter what differences people may have, they feel that they

C O M PA N Y B R I E F B a n k o f A m e r i c a (bankofamerica.com) is one of the world’s leading financial institutions, serving individual consumers, small and middle-market businesses, and large corporations with a full range of banking, investing, asset management and other financial and risk management products and services. The company provides unmatched 68 LEADERS

are part of the fabric of their organization.”

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“Our diversity makes us stronger, and the value we deliver as a company is strengthened when we bring broad perspectives together to meet the needs of our diverse stakeholders.”

at all levels of the company. We measure inclusion through our D&I Index which I’m proud to say reached record levels in 2020. We also work closely with our clients and communities, and we leverage diversity and inclusion as drivers of responsible growth.

Is it well-understood across leading companies that diversity and inclusion are not only the right things to do, but are also critical in driving business performance?

I think this is becoming more widely and deeply understood, and this is very clear at Bank of America. When I think about what has happened this year with dual crises occurring at the same time, a health crisis and a humanitarian crisis, companies are realizing how important it is to have cultures of inclusion where no matter what differences people may have, they feel that they are part of the fabric of their organization. There is also a strong business case for being a diverse and inclusive company, with many reports citing improved business performance as a result of companies’ robust D&I efforts. There is no question that achieving strong operating results – the right way – starts with our teammates. Our diversity makes us stronger, and the value we deliver as a company is strengthened when we bring broad perspectives together to meet the needs of our diverse stakeholders.

When it comes to gender, do you feel that opportunities are growing for women at senior levels in business and on corporate boards?

I think there is more and more dialogue around the need for continuous progress and we have seen significant progress at Bank of America with women on our board and our management team. More broadly, while I do think there has been significant progress across business, there is still a lot of work to be done.

I think being transparent as we are in sharing data and acknowledging progress, for example, in our annual Human Capital Management Report, is critical.

What’s also important is to have a supportive culture of inclusion for women. At the bank, we encourage peer-to-peer support through our diversity leadership councils, which convene regularly to hear from our management VOLUME 44, NUMBER 1

team and external thought leaders, provide oversight of our diversity commitment, and discuss strategies to improve advocacy, sponsorship and retention. Our leadership councils also work closely with our 11 Employee Networks, some of which are specifically aimed at women.

We have a number of development programs targeted at women acknowledging the need to double down and continue to do more. This includes our Women’s Next Level Leadership Program that provides assessments, strategies and tactics to help multicultural women to progress their careers through an eight-month virtual development experience, and our Women’s Executive Development Program that leverages the faculty of Columbia Business School to engage, develop, retain and support the career advancement of high potential talent. We’ve seen the tangible impacts of these programs over the past year, with a 24 percent increase in women across our top three management levels.

How valuable is it for you in this role to have a leader like Brian (Moynihan, CEO) and a management team so engaged and committed to its diversity and inclusion efforts?

It is necessary to have leaders at the top who not only talk the talk, but walk the walk, and who show their commitment to these efforts.

This is clear with both our CEO and our management team who have made sure that this effort is embedded into the fabric of the company and into our business strategy. It is thanks to this commitment that we continue to build on our efforts to ensure a diverse and inclusive workplace, and why we see increases in diverse representation in nearly every area year-over-year.

What has made Bank of America so special for you as you look back on your 14 years with the company?

It is easy to see the commitment we make for our clients and our communities. We make commitments and we get involved in important issues such as racial injustice, closing the wealth gap, reskilling and job training, and our support of communities during the coronavirus pandemic. There are so many areas where Bank of America has stepped up and I am very proud to be a part of change and a part of a company that is committed to doing more, both internally as well as externally, for the clients and communities we serve here in the U.S. and around the world. We often hear from people about the impact our efforts are having on them, their families, and their communities, and I feel blessed to be a part of a company that is making that kind of difference to peoples’ lives.

What advice do you offer young people beginning their careers during this challenging and unprecedented time?

During this particular time with the environment we are living in, I think it is critical for people to prioritize their mental health. The younger generation is experiencing so many things for the first time and this is compounded by the stress of starting a career. I believe that all people are experiencing the pandemic on different levels psychologically and emotionally and we need to make sure that they do not neglect their self-care. We are very focused on this at Bank of America and are committed to supporting the needs of our people during these challenging and uncertain times.

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“We make commitments and we get involved in important issues such as racial injustice, closing the wealth gap, reskilling and job training, and our support of communities during the coronavirus pandemic.”

LEADERS 69

Women Leaders

Storytelling With a Purpose An Interview with Stacie M. de Armas, Senior Vice President, Diverse Consumer Insights & Initiatives, DE&I Practice, Nielsen EDITORS’ NOTE Stacie de Armas not only understand the richness assumed her current position in and benefit that diversity adds to our July 2020 after having served in industry and communities, but also a variety of senior roles at Nieilsen to use our platform to speak out for since joining the company in 1998. equality. We seek to truly and thorShe began her career as a Media oughly treat everyone with dignity Buyer for McCann Erickson. She and respect. Our corporate culture is was named one of Latina Style what makes our work meaningful, our Magazine’s Top Latina Executives, people happy and our future bright. and one of Imagen Foundation’s Will you provide an overview Most Power ful and Influential of your role and key areas of focus?

Latinos in Entertainment. She studI am the Senior Vice President Stacie M. de Armas ied at Cal Poly Pomona, completed of Diverse Consumer Insights & her B.S. in Marketing and earned Initiatives. The area of the business I her M.B.A. from Texas A&M University.” look after sits in the Diversity, Equity and Inclusion practice. The work I do involves data COMPANY BRIEF Nielsen (nielsen.com) i s a harvesting, narrative development and socializag l o b a l m e a s u r e m e n t a n d d a t a a n a l y t - tion of inclusive insights that cascade across mulics company that provides the most complete tiple diverse identity groups – storytelling with and trusted view available of consumers and a purpose. I sit in a unique space that crosses markets worldwide. Nielsen is divided into two between our commercial work and our combusiness units. Nielsen Global Media provides munity outreach. This special space allows me media and advertising industries with unbiased the opportunity to use all of Nielsen’s resources and reliable metrics that create a shared under- to uncover diverse community insights that standing of the industry required for markets empower and educate. My background is as a to function. Nielsen Global Connect provides consumer researcher, behaviorist and thought consumer packaged goods manufacturers and leader on diverse communities. retailers with accurate, actionable information and insights and a complete picture of the complex and changing marketplace that companies need to innovate and grow. Its approach marries proprietary Nielsen data with other data sources to help clients around the world understand what’s happening now, what’s happening next, and how to best act on this knowledge.

An S&P 500 company, Nielsen has operations in over 90 countries, covering more than 90 percent of the world’s population.

Will you discuss Nielsen’s commitment to building a diverse and inclusive workforce?

Diversity and inclusion are essential to everything we do at Nielsen. When we operate in a culture that is diverse and inclusive, innovation flourishes, our clients win and employees are engaged and collaborate to bring the best that Nielsen can offer to the communities we measure. Specifically, we focus on systematically integrating inclusion and accountability into the full employee experience through three areas – talent, culture and accountability. We believe that diversity in people and ideas allows us and our clients to be successful. We’re focusing on driving impact by increasing diverse representation among associates and leadership, enacting diverse slates, hiring from diverse talent pools and expanding our inclusive hiring practices. At Nielsen, everyone is accountable for building our inclusive culture. We challenge ourselves with a daily commitment to seek diversity in any way that we can, and we use data to make sure that we’re staying true to our promises. We offer our associates myriad ways to engage, including 9 business resource groups where more than 7,500 members engage, build, grow and learn.

“We seek to truly and thoroughly treat everyone

How do you define the Nielsen culture and how critical is culture to the success of the company?

We’re building a globally inclusive and impactful culture where everyone reaches their full potential. Our objective is to begin open, honest conversations that break down barriers and encourage diversity and equality. As the world has evolved, there is a central truth at Nielsen that is steadfast. We are an inclusive culture where respect, equity, and recognition of differences are all celebrated. We believe this truth is critical to the success of our business and all business. Because we measure everything and everyone, we have an obligation to 70 LEADERS

with dignity and respect. Our corporate culture is what makes our work meaningful, our people happy and our future bright.”

VOLUME 44, NUMBER 1

“Data for Good is a project that is close to my heart because it ties community work to our business and allows us to use one of the most important resources, our data, to support partners. Data for Good is a program that uses Nielsen data to create new solutions to social and environmental challenges.”

Externally, we have made our commitment to diversity known. We have outlined our Commitment to Fight Racism with Action, which includes engaging policymakers and the government to build out comprehensive reforms. We developed initiatives that support Black-owned small businesses. We signed and submitted a friend of the court brief to the U.S. Supreme Court to help preserve DACA (Deferred Action for Childhood Arrivals). We publicly called for the exclusion of a citizenship question on the 2020 census, which would have discouraged minority participation (New York Times, Reuters, Data Science Principles, Project True Count). In addition, we have a global non-discrimination policy that ensures equal opportunity for LGBTQ+ associates in all Nielsen markets.

What do you see as the impact of having a diverse and inclusive workforce on driving business results?

We know that fostering diversity and inclusion isn’t just a good thing to do – it’s crucial to the success of our business and all business.

The business case for diversity is well known.

At Nielsen, we focus our people managers on the benefits of having diverse teams and inclusive environments – better outcomes, better perspectives, better culture and happier people.

From our early commitments to diverse community representation in our surveys to our Black small business pro bono support website to our newest product, Inclusion Analytics, which illuminates on-screen representation of different identity groups, we have a long history of understanding that inclusion drives business results for Nielsen, but most importantly, for our clients.

Nielsen is a purpose-driven company.

Will you highlight Nielsen’s commitment to corporate social responsibility and its engagement in the communities it serves?

Nielsen has a strong history of being involved in our communities, both locally and globally. We know that people want to do business with like-minded companies that are responsible. People want to feel good about where they VOLUME 44, NUMBER 1

work. To that end, we have several initiatives that touch our people directly, including Data for Good, Nielsen Cares, and Nielsen Green.

Additionally, we have several that improve transparency in the marketplace, such as Responsible Practices & Reporting and Sustainability Insights for Clients. Data for Good is a project that is close to my heart because it ties community work to our business and allows us to use one of the most important resources, our data, to support partners. Data for Good is a program that uses Nielsen data to create new solutions to social and environmental challenges.

We aim to drive continuous improvement and positive change across the environmental, social and governance issues that matter most to help build a better Nielsen and a better community for all.

Do you feel that there are strong opportunities for women to lead in the industry?

In our industry, I feel that the sun is setting on the time when women weren’t given opportunities to lead. With that said, there is still much work to do. Female executives are often passed over for promotions and face discrimination at work. During the pandemic, as many are working from home, the lack of visibility for women in the workplace and the additional pressures many have faced with child or elder care responsibility have altered the trajectory for women for many years to come. Additionally, women’s equal payday is a stark reminder that it takes women longer to earn the same income that it takes a man to make in a single year. With the decks still stacked against women, I encourage women to find their circles of trust, personal networks of support either through social or professional organizations that focus on helping women create and maximize career advancement opportunities. Our work is never done; we need the support of other women and of men too.

What advice do you offer to young people beginning their careers during this challenging and uncertain time?

One of the most important things you can do is focus on building your personal brand externally on social platforms like LinkedIn, Instagram, and Twitter. Having a strong professional social presence is no longer optional, and a well-constructed personal brand is one of the most important tools you can have in a digital world. Your personal brand is your reputation, and it is what people say and see about you when you are not there. As a result of the pandemic, we are less often in face-to-face circumstances. Your online brand is an indispensable way to completely own and control your narrative, your story and your outcomes across multiple platforms. If you are just starting in your career, whether you are looking for a mentor, a sponsor, a promotion or a new opportunity, your online presence and reputation will be a factor in your success.

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“We aim to drive continuous improvement and positive change across the environmental, social and governance issues that matter most to help build a better Nielsen and a better community for all.”

LEADERS 71

Women Leaders

Energy Transition and Green Development An Interview with Cheng Mengrong, President, State Grid U.S. Representative Office EDITORS’ NOTE Cheng Mengrong countries and regions, including Brazil, started her car eer in 1991 in the Philippines, Portugal, Australia, the Department of International Italy, Greece, Oman, Chile and Hong Cooperation of China Electricity Kong. The total overseas investments is Council. Since then, she has been $23.2 billion, and overseas total assets is intensively involved in international approximately $65 billion. The company cooperation in major projects and has also been actively investing in overevents between the Chinese power secseas greenfield power transmission projtor and international community. ects such as Matiari-Lahore ±660 kV DC She worked in the Ministry of Power Power Transmission and Transformation Industry beginning in 1993, and Project in Pakistan. later held major positions in charge State Grid keeps a vision of sustainCheng Mengrong of international affairs in China State able development and performs seamPower Corporation (1996-2003) and less cooperation with local teams. It is the State Grid Corporation of China (2003 to pres- mission of State Grid to encourage local employent). She is also a director of the Board of REN, ment for the local economy and communities. a national energy network company of Portugal.

As the Paris Agreement’s goals become She received a master of business management increasingly urgent, State Grid has stepped in and degree from Tsinghua University. taken the initiative in the Chinese energy industry. State Grid has incorporated the concept of COMPANY BRIEF State Grid Corporation of energy transition and green development into its China (sgcc.com.cn) is a state-owned enter- company development strategy. State Grid owns prise established on December 29, 2002 under the world’s largest EV smart Internet, with over the Company Law of the People’s Republic of 920,000 charging piles and more than 4.9 million China. As a super large-scale SOE crucial to registered users. The recently operational QinghaiChina’s energy security and economic lifeline, Henan UHV DC project transmits 400TWh of clean State Grid takes the investment, construction and power annually from West China to the load cenoperation of power grids as its core business, with ter in the East, and reduces carbon dioxide emisa registered capital of RMB 829.5 billion. sion by 28,800,000 tons. State Grid will continue to reinforce its policy support and promote technical Will you provide an overview of State Grid exchange and cooperation to accelerate energy Corporation of China and highlight the global transition and green development. strength and leadership of the company?

State Grid Corporation of China (State Grid) transmits and distributes electricity to over 1.1 billion people in 26 provinces, autonomous regions and municipalities in China. The service area covers 88 percent of the Chinese geographic region.

The investment in construction and operation of power grids is its core business with total assets of more than $600 billion. For eight consecutive years, State Grid has achieved China’s sovereign level credit rating, assessed by three international rating agencies (Standard & Poor’s, Moody’s, and Fitch). In 2020, the company ranks third on the Fortune Global 500.

State Grid has advanced in UHV technology, smart grid and connecting bulk renewable energy. Thanks to the full coverage experiences, State Grid has operated and maintained a reliable mega-power system with an outstanding record of no major blackout in the past years.

By June 2020, State Grid had successfully invested and operated projects in nine

“State Grid keeps a

vision of sustainable development and

performs seamless cooperation with local teams.”

72 LEADERS

Will you highlight State Grid’s presence in the U.S. market?

State Grid maintains close relationships with U.S. enterprises, institutes, professional associations and organizations. There are many possibilities to work together and State Grid looks forward to more cooperation and partnership with U.S. counterparts.

How do you focus your ef forts as Chief Representative of the State Grid U.S. Representative Office?

Our office focuses primarily on policy research and analysis in the local market. We also actively maintain communication with local power companies, industry associations, and financial institutions.

You also serve as Vice Chairman of the China General Chamber of Commerce – USA (CGCC). What makes CGCC so effective and how do you define its purpose and mission?

The China General Chamber of Commerce – USA is one of the largest and most influential nonprofit organizations representing Chinese enterprises in the U.S. It has more than 1,500 Chinese and U.S. company members. CGCC’s mission is to create value, generate economic growth, and enhance cooperation between American and Chinese business communities. CGCC provides an excellent platform for members to communicate with local governments and industry leaders. In this special year, CGCC has also played a unique role in providing crucial support to members and local governments in combating COVID-19.

There is much concern about the state of U.S./China relations. How important is it that this relationship is positive and strong for the future success and benefit of both countries?

The Sino-American relationship is among the most important bilateral relationships in the world. The relationship between the two countries has developed significantly over the past three decades. A secure and stable Sino-American relationship will bring profound benefits for both countries’ development. We believe the two countries will reach constructive agreements through pragmatic and sincere negotiations.

Tackling climate change and reducing greenhouse gas emissions are the responsibility of all the countries in the world. China’s carbon emissions will peak by 2030 and China will try to be carbon neutral by 2060. We look forward to strengthening cooperation with U.S. counterparts to jointly promote energy transition and renewable energy adaptation, and carry out more decarbonization cooperation.

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Women Leaders

Character Revealed An Interview with Ana Lopez-Blazquez, Executive Vice President, Chief Strategy and Transformation Officer, Baptist Health South Florida and Chief Executive Officer, Baptist Health Enterprises EDITORS’ NOTE Ana Lopez-Blazquez and/or manages a diverse portfolio of is Executive Vice President, Chief about 2.8 million square feet of space Strategy and Transformation Officer including a variety of clinical, physician for Baptist Health South Florida, the and office tenants. BHE Real Estate and largest not-for-profit multi-hospital Development Corp. provides full-service healthcare system in the region, headproperty management, leasing, leasquartered in Coral Gables, Florida, ing administration/accounting, tenant and Chief Executive Officer of Baptist relations, building engineering and conHealth Enterprises, the for-profit substruction oversight and security and censidiary for Baptist Health. She joined tralized surveillance services.

Baptist Hospital of Miami in 1987 as Director of Planning and has Will you provide an overview of Ana Lopez-Blazquez led the strategic planning and busiBaptist Health and discuss how the ness/market development functions institution has evolved? for Baptist Health since that time. Prior to joinBaptist Health South Florida was formed ing Baptist Hospital, Lopez-Blazquez worked at around 1993 which is when we became a healthOrlando Regional Medical Center, a multi-hospi- care system. At that time, it consisted of one hostal healthcare system in central Florida in pital and a very large outpatient division. Subsequent various planning and program development posi- to that, we started to grow by acquisition with tions, where she also completed her administrative our flagship hospital, Baptist Hospital, which had residency as part of her graduate studies. She also originally opened in 1960, and another one worked at Blue Cross Blue Shield of Florida in the of the hospitals that is now in the system which Provider Audit and Reimbursement Department as opened in 1940. Since we have primarily grown a Medicare compliance auditor and audit supervi- by acquisition, we have only built one hospital sor for five years. Lopez-Blazquez received a B.B.A. from scratch that opened about 10 years ago. with an emphasis in accounting from Florida We are now the largest not-for-profit healthcare International University and an M.B.A. and M.H.S. from the University of Florida.

ORGANIZATION BRIEF Baptist Health South Florida (baptisthealth.net) is the largest healthcare organization in the region, with 11 hospitals, more than 23,000 employees, 4,000 physicians and 100 outpatient centers, urgent care facilities and physician practices spanning across Florida’s Miami-Dade, Monroe, Broward and Palm Beach counties. Baptist Health has internationally renowned centers of excellence in cancer, cardiovascular care, orthopedics and sports medicine, and neurosciences. In addition, it includes Baptist Health Medical Group; Baptist Health Quality Network; and Baptist Healthcare On Demand, a virtual health platform. A not-for-profit organization supported by philanthropy and committed to its faith-based charitable mission of medical excellence, Baptist Health has been recognized by Fortune as one of the 100 Best Companies to Work For in America and by Ethisphere as one of the World’s Most Ethical Companies.

Baptist Health Enterprises (BHE) is the forprofit subsidiary of Baptist Health South Florida which includes all Baptist Health’s real estate holdings. BHE Real Estate and Development Corp., the real estate division within BHE, currently owns 74 LEADERS

organization in South Florida with eleven hospitals, more than 100 outpatient sites, and serving more than one million patients a year.

Baptist Health has a very distinctive logo. It is a pineapple which is the historic symbol of hospitality and this is something that we live and breathe every day. The organization is not only known for its high quality of care and exceptional team of clinicians, but it is also known for its hospitality and service excellence.

With Baptist Health’s growth through acquisition, how critical has it been to build a consistent culture throughout the organization?

It is imperative and culture fit is the very first thing we look for when we approach an acquisition. It starts with the senior leaders and the boards.

We have never acquired a for-profit hospital. We look at shared values and a commitment to the community to make sure there is alignment. Our decisions are made with a long-term view and the excess revenue that we make over expenses is used to reinvest back into the community and to provide access to care.

You mentioned the pineapple logo for Baptist Health. Will you discuss the focus on hospitality and service throughout the system?

Baptist Health’s wellness and medical complex in Plantation, Florida VOLUME 44, NUMBER 1

The Baptist Health facility in Miami Beach, Florida

This starts with hiring the right people. You can teach people a skill, but you can’t teach fundamental compassion and kindness which is nonnegotiable for us. The president of Baptist Health, Brian Keeley, has a “no jerk” policy and he does not tolerate poor leadership. It comes down to the basics, blocking and tackling, and not losing sight of who you are.

Will you highlight how Baptist Health has addressed the pandemic and the way the Baptist Health team has performed during this difficult time?

There are no words to capture the commitment, selflessness and teamwork that we have seen. We have an internal campaign that talks about character revealed, since during crisis character is not shaped, it is revealed. We have nurses who very early on in the pandemic, before we really understood how the virus was transmitted, actually refused to leave the patient’s side because of their commitment to care for the patient and the emotional bond that they formed. Patients did not have access to their families and were dying alone and it was devastating. The way that our people have responded has been amazing. We have brought in nurses from other places to supplement our front line workers and were able to move staff to address the surges in different locations. We immediately pivoted to telehealth to be able to provide through technology the ability to not delay care. We put in place the highest protocols for safety and have on staff a number of experts on infectious disease.

Our staff that are responsible for the environment of care went above and beyond to make changes to physical facilities. It is a special feeling to be a part of this organization that revealed its character during this crisis.

How critical is it for Baptist Health to be engaged in the community?

We are a community. As a faith-based, notfor-profit institution, there is no question about what we are here to do – we are here to serve the community. Our earnings are put back into the community and we provide a significant amount VOLUME 44, NUMBER 1

of free care for those that are not able to pay that adds up to at least $300 million a year for people in need. We are focused on wellness since it is not only about being a place that you come to when you are sick, but also about keeping people healthy. We have a number of community-facing programs about nutrition, exercise and other health factors in order to engage the community and to let them know that we are not only here for them when they are sick, but also when they are well. Baptist Health is an asset to the communities it serves.

Will you highlight Baptist Health’s commitment to diversity and inclusion?

We do not have to look very far since South Florida is very diverse and we hire based on skill

and fit. We have over 23,000 employees and have been recognized for the diversity of our workforce.

We recognize that it is not just about hiring diverse talent, but that you need to have internal forums for conversation and education in order to make sure that the organization is also inclusive. This is a part of our values.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

Healthcare is very traditional. When I started in healthcare roughly 40 years ago, it was very clear that the women were nurses and the men were doctors, and the leadership roles were filled mostly by men. That has changed over time and I am an example of this. We also have female CEOs leading a number of our hospitals as well as our outpatient division. There is opportunity for women to continue to make a mark in healthcare and to pursue non-traditional roles in the industry. More than half of the physicians now coming out of training are women and they are pursuing all specialties.

What has made healthcare so special for you and an industry where you have wanted to spend your career?

My undergraduate degree is in accounting and I worked in a hospital while going to school, in the Dietary department, processing food orders and typing menus. When I finished school, I went to work as a compliance auditor for an insurance company that audited hospitals, so I was already working in the healthcare industry. I really enjoyed it and while I never wanted to be an operator running a hospital, I wanted to be in strategy to help shape a vision which is what I have had the privilege of doing at Baptist Health.

I have been here for 33 years and what has kept me at Baptist Health are the people who I respect and admire, and when I see what we have done in the community, it is a source of pride for me to say that I am a part of this organization.

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Doctors Hospital in Miami is also home to Miami Orthopedics & Sports Medicine Institute, a Center of Excellence at Baptist Health LEADERS 75

Women Leaders

An Entrepreneurial Culture An Interview with Ilene Anders, Chief Financial Officer, Alliant Insurance Services, Inc. EDITORS’ NOTE In her role as maintain controls on spending, raise Chief Financial Of ficer, Ilene capital, and help lead. TechnologyAnders oversees the company’s wise, they generally approved tech finance, accounting, corporate purchases needed to support the busireal estate, M&A integrations, business, and that’s about as engaged as ness intelligence, and IT operations. they were. Now, technology is woven She brings a multidisciplinary into everything we do, and data is at approach to the position which is the center of everything. Whether it’s well-suited for an industry where internal reporting, external client finance and technology continue to tools, or information for investors, a merge. Anders previously served as CFO has to be able to envision the use Alliant’s Chief Information Officer, of current technologies to accomplish Ilene Anders where she created the vision for clithese tasks. ent-facing technologies, directed Will you discuss your multibusiness intelligence, and oversaw the integra- disciplinary approach to the position and tion of systems and infrastructure. Earlier, she how this approach is well-suited for an was Alliant’s Vice President and Director of industry where the worlds of finance and Financial Planning and Analysis. She also has technology continue to coalesce? experience in investment banking and corporate Insurtech is a term that’s gained more attendevelopment with Prudential Volpe Technology tion recently. Basically, it’s attached to the conGroup, GMAC-RFC, and has served as a strate- cept of disintermediating brokers or others gic consultant to start-up organizations. Anders in the insurance value chain. So while this isn’t holds a master’s degree in business from San just finance-specific, it’s something I pay close Diego State University and a bachelor’s degree in attention to. There are certainly opportunities for finance from Boston University. technology to disrupt the traditional brokerage

model, although I haven’t seen a lot of actual disruption yet. That said, it would be crazy to ignore the reality that technology will continue to transform our industry. I suspect that within the next 10 years, all brokers will be able to claim some version of Insurtech. What I’m getting at here is that I don’t see any discipline as separate.

In order to remain relevant as an organization, and in my CFO role, it requires an approach that incorporates many different disciplines.

You have held a number of senior leadership roles at Alliant prior to becoming CFO. How has this past experience helped you in your current role?

Although my career has been more heavily focused in finance and corporate development, I also spent five years as CIO at Alliant. I’ve always been interested in technology and data and how it can be used more strategically. As I mentioned earlier, data is core to our business, so I incorporate this view into all of my roles. Whether it’s numbers, front office sales information, or a client’s industry, it all matters and impacts what we can develop in terms of innovating for clients.

COMPANY BRIEF With a history dating back to 1925, Alliant Insurance Services (alliant.com) is one of the nation’s leading distributors of diversified insurance products and services.

Operating through a national network of offices, Alliant offers a comprehensive portfolio of services to clients.

What have been the keys to Alliant Insurance Services’ success and how do you define the Alliant difference?

It’s the people. Alliant has extremely talented people, and we have great leadership that has created an entrepreneurial environment that is different than anybody else out there – and that’s what has led to our success. We incentivize our employees to think and act like business owners and do their best for their clients. We’ve been a specialty broker for a really long time. When you combine expertise and the drive to create the best solutions for clients with an entrepreneurial culture, I believe you get better results.

How has the role of the CFO evolved and how do you define the role today?

I think technology is the main thing that has influenced a change in the CFO role. Twenty years ago, CFOs had a pretty straightforward job: 76 LEADERS

“We’ve been a specialty broker for a really long time. When you combine expertise and the drive to create the best solutions for clients with an entrepreneurial culture, I believe you get better results.”

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“That said, a huge part of being a good leader is inspiring people to get things done. If you don’t know how to do that in an organization because you don’t know the people, or because you don’t understand the culture, you will face roadblocks all along the way.”

That said, a huge part of being a good leader is inspiring people to get things done. If you don’t know how to do that in an organization because you don’t know the people, or because you don’t understand the culture, you will face roadblocks all along the way. Fortunately, I’ve had the chance to build relationships through my time developing and directing the Financial Planning and Analysis (FP&A) team and helping to drive our mergers and acquisitions strategy early on at Alliant. So understanding personalities, points of friction, our culture, and how to motivate people has been invaluable in my current role as CFO. How critical is it for Alliant to build a diverse and inclusive workforce in order to bring different perspectives and experiences to the table when making business decisions?

This topic is huge and clearly a delicate one, especially today. Alliant’s strength and success are because of the people who work here.

Diversity broadens ideas and experiences that are brought into the organization, all of which contribute to our success. A few years back, Alliant committed to creating a more diverse and inclusive workforce – doing things like changing our recruiting practices and training our team on topics like diversity and unconscious bias. With the heightened movement of Black Lives Matter this year, we did what I hope all organizations have done: we reflected on how Alliant could be doing more. We’ve engaged experts to help us do just that, and have taken very specific steps to strengthen not just Alliant from a diversity and inclusion perspective, but to influence change within the broader industry.

Will you discuss Alliant’s commitment to the communities it serves and its focus on being a purpose-driven company?

Alliant has always had a commitment to the communities we serve, both in terms of our clients and our local offices. We sponsor many events VOLUME 44, NUMBER 1

and fundraising activities, both company-wide and locally, to support initiatives that are critical to our communities. A few examples include our World Food Derby, which raises hundreds of thousands of dollars to combat world hunger, and a company-wide cancer initiative that supports nationwide charities and hospitals. Additionally, we have expanded our scope of giving to pay for and donate essential items like toiletries, clothing, and personal protective equipment during the pandemic, as well as proactive fundraising for communities that have been affected by wildfires.

As a community-minded organization, we encourage our employees to support any group that is meaningful to them by providing paid time off to volunteer and serve in their own backyard.

In this growing time of need, we are proud to continue to support so many worthy causes.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

Absolutely. It’s no secret the insurance industry has long been led by men and has also lagged behind most other industries in terms of changing and diversifying. That said, it’s been inspiring to see more and more women emerging as leaders across the industry. I mentor several women in the business, and I see more women leaders doing the same. With the continued focus on a diverse workforce, women-focused leadership groups, and training opportunities, I see an acceleration of female leaders in our industry.

What do you tell young people about the career opportunities that the insurance industry offers?

I tell them that helping people and companies is important and fulfilling work, and that’s what the insurance industry does. Sure, our industry may not have a reputation as “exciting,” but I can assure all young people that if they want to work in an intellectually challenging environment with a career path that incorporates consulting, finance, sales, technology, and even legal aspects, this industry is a great one.

Insurance has been around for a long time, so it’s an industry ripe for innovation. What’s more, since insurance tends to be a requirement, not a luxury, the industry has proven more resilient than others during economic downturns. That means jobs are less affected and, given the current economic impacts of the pandemic, I think everyone can appreciate that.

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“I mentor several women in the business, and I see more women leaders doing the same. With the continued focus on a diverse workforce, women-focused leadership groups, and training opportunities, I see an acceleration of female leaders in our industry.”

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Women Leaders

Mission-Driven Transformation An Interview with Yvonne O. Hodge, Senior Vice President, Enterprise Business Transformation, Lockheed Martin EDITORS’ NOTE Yvonne Hodge is leads through change to support our responsible for developing stratecustomers, and now is no different. gies and implementing integrated, We’re taking bold, decisive steps to cr oss-functional solutions that transform our business for the future. transform operations through techMy organization includes our nology, culture, and processes to internal information technology deliver business-based outcomes. group, data analytics team, digital She leads the corporation’s Digital transformation program office and Transformation and Enterprise business transformation and systems Information Technology teams, modernization team. In addition, I and the office of the Chief Data and chair a cross-company, cross-funcAnalytics Officer – comprising more tional group of leaders who are Yvonne O. Hodge than 5,200 professionals worldwide. ensuring our transformation efforts During her 18 years with Lockheed are fully integrated.

Martin, Hodge has held several positions, includWhat is the mission of Enterprise ing Vice President of Business Innovation, Business Transfor mation at Lockheed Transformation, and Enterprise Excellence for Martin and will you discuss these efforts?

Space; Vice President of Information Technology Across our business, we’re transforming to for Space; Vice President of Technical Operations deliver the speed, agility and insights our milifor Enterprise Business Services; CIO & Vice tary customers need to stay ahead of rapidlyPresident for Electronic Systems; and Vice evolving threats around the world. Through President of Mission Success & Information new innovations and partnerships with comTechnology for Maritime Systems and Sensors. mercial industry, we’re accelerating 21st Century Prior to joining Lockheed Martin, Hodge served Warfighting capabilities to support national many years at AT&T in various managerial and security missions. The same holds true for space executive positions, including vice president of exploration and scientific discovery missions, operations for business customers. Hodge holds a B.S. degree in mathematics, cum laude from Montclair State University. She has received a number of awards, including the 2012 Black Engineer of the Year Award, which is a special recognition for career achievement. She is a champion for science, technology, engineering and math (STEM) education.

where we’re creating technologies that power new and exciting breakthroughs in orbit and beyond. We’re embracing disruptive innovation in our processes, technology and tools to drive faster deliveries, agile responsiveness, and datadriven insights for our customers.

We’re focused in five areas: digital and model-based engineering; next-generation DevSecOps software; digital enablement through AI, 5G and cyber; data as a strategic asset; and advanced production and manufacturing.

What are the keys to driving transformation at a company as large and complex as Lockheed Martin?

We always start with the customer.

Transformation has to focus on a clear value proposition for our customers and their missions. Our strategy is built to maximize mission impact for defense, security and exploration goals.

Another key is people. We need to help our workforce transform with digital re-skilling and development, with systems that empower them to innovate and move fast, and with a workplace environment that provides flexibility, collaboration and agility, particularly during

COMPANY BRIEF Headquartered in Bethesda, Maryland, Lockheed Martin (lockheedmartin.com) is a global security and aerospace company that employs approximately 110,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration and sustainment of advanced technology systems, products and services.

Will you provide an overview of your role and key areas of focus at Lockheed Martin?

I have the privilege of leading Lockheed Martin’s mission-focused transformation strategy, which spans process, technology, workforce and culture efforts. Lockheed Martin serves military and space customers worldwide, and their missions and challenges are changing dramatically as global security grows more complex. We’ve always been a company that 78 LEADERS

Lockheed Martin technicians use augmented reality to train on an assembly for NASA’s Orion spacecraft.

AR can reduce the timeframe for complex assemblies by as much as 80-90 percent.

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“Transformation has to focus on a clear value proposition for our customers and their missions. Our strategy is built to maximize mission impact for defense, security and exploration goals.”

COVID-19. One thing the pandemic has further emphasized is the importance of taking care of people, keeping them safe and building strong relationships across virtual teams.

Process is also critical. If we want to move dramatically faster, we need to do more than streamline processes – we need to reinvent the way we work. We’re looking across the board at transforming our approaches to work with a focus on empowerment and agility, and building technology solutions that create an integrated digital foundation for those new processes.

The last key I would identify is culture.

People and process will ignite change, but culture is what turns transformation into a continuous and renewable resource. Our culture of innovation is very strong at Lockheed Martin, and that culture is evolving to embrace and advance transformation and continuous learning.

How do you define the Lockheed Martin culture and how critical is culture to the strength and leadership of the company?

Lockheed Martin’s culture is built on a commitment to ethics and integrity. That’s really important to me and to all of our employees. We live and breathe those values every day. We’re also very mission- and customer-focused, which I love about this company. When you join Lockheed Martin, you do so because you care about the customers we serve and you believe in the purpose we pursue – from global security to scientific discovery. That mission focus drives exceptional performance, innovation and technical excellence.

We want to build on those strengths. Our customers’ needs are changing, and we need to change with them. Performance remains paramount, but speed and agility are increasingly critical. Militaries are counting on us to help VOLUME 44, NUMBER 1

A Lockheed Martin engineer demonstrates advanced design tools enabled by digital engineering. New design and visualization tools help engineers optimize complex components and systems so they are simple and cost-effective to manufacture in the factory and maintain in the field.

connect the dots between systems, networks and platforms to enable multi-domain operations that span land, air, sea, space and cyberspace. We are focused on working together across Lockheed Martin to help lead that revolution, and encouraging that kind of collaboration at all levels of the company.

Will you discuss Lockheed Martin’s investment in technology and the role that technology is playing in transforming the business?

As you can imagine, technology investment is central to supporting customer missions and our own transformation. I’ll give you two examples that are yielding results.

One is in software. We’re revolutionizing the way we develop and deliver code, adopting all new tools and new processes in an approach called DevSecOps, which combines development, security and operations teams into a continuous thread. We implemented a company-wide, cloud-enabled Software Factory to accelerate and improve software development.

It’s already accelerated processes that used to take weeks or months to days or even hours.

Another is digital engineering, and in particular digital twin technology. Digital twins create detailed, data-driven models of physical systems, which enable powerful modeling, simulation and analytics. We applied digital twin visualization technology on NASA’s OSIRIS-REx mission, which just recently captured America’s first-ever asteroid sample in deep space. To prepare for a never-before-attempted mission like that, engineers used digital twin to visualize and analyze the sample capture event, so they could plan it out with pinpoint precision.

You have spent nearly twenty years with Lockheed Martin. What has made the company so special for you?

The culture here is really special. We have strong ethical standards and a commitment to integrity. The workforce is really dedicated to our customers and their missions. It’s a privilege to work with some phenomenal people who bring incredible expertise and creativity to the table. Our leadership team also brings the kind of vision, commitment and focus we need to be successful. Our president and CEO, Jim Taiclet, is continuing a strong tradition of innovative and visionary senior leadership. It’s inspiring to work in that kind of an environment every day.

What advice do you offer to young people interested in a career in the aerospace and defense industry?

On the technology side, I’d recommend young people focus on the areas that are shaping the future. Data, artificial intelligence, software, 5G networking, and cloud are all growing in importance, so make sure your skills are aligned to where the industry is headed. The same holds true on the leadership side. Diversity, inclusion, teamwork and communication are all vital to the future. It’s also important to embrace agility and know how to move fast without sacrificing quality. Speed is a mindset, and a vital one in this industry. Leadership skills are just like technical skills – they need to be honed, practiced and refreshed throughout your career.

Finally, and perhaps most importantly, have a passion for what you’re doing. You’ll have good days and bad, and passion is the key ingredient that makes the bad days manageable and the good days even better. Passion is also contagious. If you’re passionate about the mission and your purpose, people around you will be, too. That’s one of the great things about aerospace – it’s easy to be passionate about the work we’re doing.

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“Since losing my mother to pancreatic cancer, my goal has been to ensure that everyone facing a pancreatic cancer diagnosis knows about the option of clinical trials and the progress being made.�

-Keesha Sharp

Photo By Brett Erickson

Stand Up To Cancer and Lustgarten Foundation are working together to make every person diagnosed with pancreatic cancer a long-term survivor.

To learn more about the latest research, including clinical trials that may be right for you or a loved one, visit PancreaticCancerCollective.org.

Stand Up To Cancer is a division of the Entertainment Industry Foundation (EIF), a 501(c)(3) charitable organization.

Women Leaders

We Are Unum An Interview with Liz Ahmed, Executive Vice President, People and Communications, Unum EDITORS’ NOTE Liz Ahmed benefits that protect millions of workjoined Unum in October 2018 as ing people and their families. Unum Executive Vice President of People also provides leave and absence manand Communications, responsible agement services that streamline the for human resources, diversity and leave experience for employers and inclusion, corporate social responemployees and stop-loss coverage to sibility and corporate communicahelp self-insured employers protect tions. Previously, she served as against medical costs. Unum reported Chief Human Resources Officer at revenues of $12 billion in 2019 and AmTrust Financial Services, a mulprovided $7.5 billion in benefits. tinational insurance holding company. Prior to that role, she served as Will you highlight the principles Liz Ahmed Vice President of Human Resources of “We are Unum” and how these at Equity Trust Company after havprinciples are embedded in the ing served as Senior Vice President of Human company culture?

Resources at PNC Bank. Ahmed also spent 10 We’re proud of the Unum culture and have years at Marsh USA in human resources lead- worked hard over the years to deliver on our ership positions. She has served on the execu- promise to help our customers thrive throughtive board of the Cleveland Rape Crisis Center out life’s moments. Our culture is defined by the and is a past board member of Dress for Success We Are Unum values: a caring spirit, an unwavin Cleveland, Ohio. Ahmed holds a bachelor’s ering customer focus, a passion for delivering degree from the University of Sussex in England, results, an appetite for taking smart risks and and a master’s in organizational design and an appreciation for differences. We Are Unum analysis fr om the Weatherhead School of is a touchstone for employees to understand Management at Case Western Reserve University. where we are, where we’re going and how we’ll get there. It’s a guide for the journey we’re on COMPANY BRIEF Unum Group (unum.com) together and supports our long-term company provides a broad portfolio of financial protec- strategy. We continue to develop policies, strattion benefits and services through the workplace egies and programs targeting inclusive social and is a leading provider of disability income and economic development, environmental protection worldwide. Through its Unum U.S., sustainability, and security.

Unum U.K., Unum Poland, and Colonial Life Our performance management system, businesses, the company provides disability, including our approach to setting goals and the life, accident, critical illness, dental and vision curriculum for Unum’s leadership programs, are

aligned to the We Are Unum values. Our new onboarding program for new hires, Welcome Aboard, helps our employees build strong networks, develop business acumen, and get involved in community/charitable events.

Will you provide an overview of your role and key areas of focus at Unum?

As Executive Vice President, I manage the people and communications function with 270 employees in the U.S., U.K., and Ireland.

Groups include People (Human Resources), Talent Management, Inclusion and Diversity, Corporate Communications, Brand and Reputation, and Social Responsibility. As a member of Unum’s C-Suite Operations Committee, I’m a strategic advisor to senior leaders providing guidance on their people strategy and supporting the organization with its business goals. A top priority my team is exploring is the future of work. We’re examining the research, preparing our workforce of tomorrow, and creating the vision for the Unum employee experience.

For much of 2020, my daily focus has been keeping our employees safe during the global pandemic, while ensuring we can still deliver for our customers. We continue to adapt to the changing environment. Earlier this year, we quickly shifted to remote working and redeploying staff to key business areas of need.

Late in the summer we safely returned about 20 percent of our employees to the office. With adaptability, we continue to support a multigenerational workforce navigating a time of extreme uncertainty.

“Our performance management system, including our approach to setting goals and the curriculum for Unum’s leadership programs, are aligned to the We Are Unum values.”

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“Our culture is defined by the We Are Unum values: a caring spirit, an unwavering customer focus, a passion for delivering results, an appetite for taking smart risks and an appreciation for differences.”

How critical is it for the people and communications function to be a part of business strategy in order to be effective in the role?

At Unum, our people are our biggest asset.

We create and implement career development programs, provide a modern portfolio of benefits, and cultivate a culture of inclusion and caring with a focus on sustainable growth and well-being for all. Unum is in the business of employee benefits, which makes my team a key strategic partner to the business on a few different levels. We collaborate with our business partners on what is important to large and small employers.

Will you discuss Unum’s commitment to diversity and inclusion and how critical it is to bring diverse perspectives and experiences to the table when making business decisions?

Inclusion and diversity among employees with varying perspectives and talents enriches our organization and strengthens our ability to serve the needs of today’s dynamic workforce. It promotes innovation and flexibility in our products and services and helps ensure we remain authentic and relevant. Even how we approach our dress code, which was recently updated to include racebased hairstyles, is about helping more employees feel empowered and accepted at work, and they in turn help us better serve customers.

One of our key strategic priorities includes increasing diverse representation among our leadership. We track and adjust strategies to enhance

diversity across the enterprise. It also drives our work to attract, retain, and develop the best talent which includes promoting employee resource groups, multicultural leadership development opportunities and safe-space conversations.

This year, Unum also launched a new Social Justice Fund and will provide $500,000 to organizations fighting racial injustice and working to end discrimination and bias.

Together, these efforts, coupled with an unwavering commitment to inclusion and diversity, drive our business and deliver on Unum’s purpose to help the working world thrive throughout life’s moments.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

There is tremendous opportunity for women to grow and lead in this industry. Insurance companies typically have a higher percentage of women in the general workforce, but they continue to be underrepresented in leadership positions. Studies show gender-diverse teams have higher sales and profits than male-dominated teams. More female talent in an organization creates greater job satisfaction, stronger organizational dedication, less burnout, and higher engagement. Unum has pledged to implement the Paradigm for Parity 5-Point Action Plan, designed to help companies increase the number of women of all races, cultures and backgrounds in leadership positions.

We’ve seen success when our senior male leaders partner with our Women’s Professional Network Employee Resource Gr oup on

educational programming related to gender. This group helps remove barriers and creates a safe space where our employees can ask questions and get honest feedback. The network helps high-potential women gain the confidence to take the next step in their careers. Through a year-long sponsorship program, those women can accelerate relationships with executives that might not have occurred organically.

This year Unum also launched a Multicultural Leadership Development Program to prepare racially diverse employees for the next level of their career.

Research indicates women are also overwhelmingly the primary decision makers for their family’s healthcare. We create an environment with flexible work schedules and locations, benefits to support new and working moms, and provide access to medical and behavioral health resources.

What advice do you offer to young people beginning their careers during this challenging and uncertain time?

Be flexible, agile, and ready for any challenge. Find ways to stand out and set yourself apart. Don’t be afraid to use your unique life experiences, especially now, to showcase your problem-solving skills and resiliency.

Keep learning and taking smart risks. Take advantage of internal programs and offerings at your company and embrace online learning.

Raise your hand to lead a high visibility project. Remember that professional growth isn’t always vertical or fast.

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“This year, Unum also launched a new Social Justice Fund and will provide $500,000 to organizations fighting racial injustice and working to end discrimination and bias.”

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TO THE HEALTH CARE WORKERS FIGHTING FOR OUR LIVES, THANK YOU. It is in extraordinary moments like these that the world recognizes how much you matter. You are now a vital part of something that will be remembered forever.

Every moment you put your patients and colleagues above all else, you are helping us all win the battle for our future.

And while you are on the front line, the entire world will be behind you, forever in gratitude.

mountsinai.org/thankyou

Women Leaders

Creating the Future An Interview with Sharon Doherty, Chief People and Places Officer, Finastra EDITORS’ NOTE Sharon Doherty encourages industry collaboration to is Finastra’s Chief People and Places spark innovation and help redefine Officer, as well as an author and the future of finance. champion of equality and inclusion.

As an HR leader, I’m also interShe is a driving force in equality in the ested in how that translates into our workplace, and a huge supporter culture. Our mission is to be the most of the LGBTQ community. She is the loved and inclusive employer in finproud owner of an Outstanding tech. Finastra is on a journey here and 2018 Ally Executives award. Before it was an initial meeting with our CEO joining Finastra in 2019, Doherty during the recruitment process that was instrumental in the awardconfirmed to me the company’s comwinning diversity and digital work mitment to diversity and inclusion.

Sharon Doherty at Vodafone that transformed the His passion made it very clear that we culture and company. Prior to this, aren’t just paying lip service. This is roles included CHRO at Laing O’Rourke and engrained in our DNA, who we are and what HRD during the build of Heathrow’s Terminal we do.

5. She is a Non-Executive Director at Laing How do you define the Finastra culture O’Rourke, a Trustee at Regents University, and and how critical is culture to the success of a member of the CEB Talent Board and the the company?

Vodafone Foundation Board. Doherty holds Culture is incredibly important to company a degree in social sciences and politics from success. Peter Drucker famously said, “culture Manchester Metropolitan University. eats strategy for breakfast,” and it makes sense that the best strategy in the world simply won’t COMPANY BRIEF Formed in 2017 by the combi- work if an organization doesn’t embrace it fully nation of Misys and D+H, Finastra (finastra.com) is and bring it into its culture. I always think about building an open platform that accelerates collaboration and innovation in financial services, creating better experiences for people, businesses and communities. Supported by the broadest and deepest portfolio of financial services software, Finastra delivers this vitally important technology to financial institutions of all sizes across the globe, including 90 of the world’s top 100 banks. Its open architecture approach brings together a number of partners and innovators. With a global footprint and the broadest set of financial software solutions available on the market, Finastra has 9,000+ employees and approximately 8,600 customers.

culture being what your people do when you’re not looking. Positive culture has the power to unite everyone and make or break a business.

This is particularly important in the software industry as it is our people that bring the innovation and make the difference in what we do. At Finastra we very much have a “commitment culture” – a team-based effort that drives our organization forward around our shared vision and mission. Our leaders bring their teams on our company journey, giving them context, inspiring them to be part of what we’re trying to achieve, enabling people to do their best work, and supporting our customers and partners to make us all successful.

Will you provide an overview of your role as Chief People and Places Officer and how critical is it for the role to be engaged in business strategy?

I take responsibility for everything to do with people at Finastra including hiring, retention and development. I also look after our workplaces proposition which focuses on the experiences our people have, including physical office locations and virtual tools that enable

“As one of the world’s largest fintechs

(financial technology firms), we power

What excited you about the opportunity to join Finastra and what made you feel that it was the right fit?

There are two things that initially drew me to Finastra as an organization. I knew I wanted to work in the software market and be part of a company that is creating the future, rather than trying to keep up with it. This is what Finastra is all about. As one of the world’s largest fintechs (financial technology firms), we power banking systems around the world and we build solutions that have a big impact on the communities we serve. I was drawn to Finastra’s open vision and open development platform that 84 LEADERS

banking systems around the world and

we build solutions that have a big impact on the communities we serve.”

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“At Finastra we very much have a “commitment culture” – a team-based effort that drives our organization forward around our shared vision and mission.”

us to collaborate, especially in today’s situation in which the majority of our employees are working at home.

I also oversee our purpose-led work with our global corporate social responsibility (CSR) program. This has a significant impact inside and outside the company, supporting our employees (especially during the pandemic where we’re running wellbeing activities and a kids’ club to support employees and parents who may have children and/or home-schooling to handle) and making a real difference externally too. This includes our work to invest in youth, teaching children to code for example, social innovation around supporting financial inclusion and our environment mission.

As part of the executive team at Finastra, I am directly involved with our business strategy and can help ensure that we have the right people in place to drive growth and support our customers. I think it is very important to have someone championing an organization’s people at this level and we’re lucky at Finastra to have an executive team that truly does give focus to our employees’ well-being.

Will you discuss Finastra’s commitment to diversity and inclusion and the importance of bringing diverse perspectives and experiences to the table when making business decisions?

It is crazy to think that in 2020 there are still people out there questioning why diversity and inclusion is important. It should go without saying that everyone should have opportunities regardless of race, gender, sexuality and special abilities. Businesses that don’t make diversity and inclusion a top priority miss out, limiting their talent pool and access to innovation. At Finastra we believe the future of finance is open, and that must mean open in all regards.

Businesses that ignore this call for diversity and inclusion in the workplace not only miss out now, but they prevent the building of a sustainable and fair system for the future. The wrong balance now means that the next generation of the workforce don’t see role models and so the cycle continues. The journey to optimal is too long. The world needs a kick start and given where we are, the moment is now – difference accelerates recovery.

At Finastra we: 1. Dream big – we have a clear vision and mission around the future of finance being open. This is our rallying cry. We know most VOLUME 44, NUMBER 1

innovation doesn’t come from within, so we encourage collaboration across the industry.

Diversity and inclusion is a natural and important facet.

2. Light fires – we get stuff done that makes a real difference and breaks down barriers quickly (for example, in just a year we’ve ensured that 29 percent of our leaders are female, up 7 percent).

• Focus on the tone from the top – our leaders are committed to making it happen.

• Create the right culture – making this a place that people want to work at by including everyone, instilling respectful behavior and ensuring team health.

• Create opportunity – our people and places team are looking at how we hire and how we can continue moving the dial around diversity (not just women). Our entrance exam, for example, shows us how smart people are whoever they are and whatever background they’re from. This also involves making sure we look at ourselves internally, making sure everyone has equal opportunities and building a culture that is the right environment to foster inclusivity.

• Make it a business topic – placing diversity and inclusion at the center of our organization and showing how it resonates with our core business.

3. Create a movement – we are bringing our people, our customers and the communities we serve on our journey.

• Internally this means making everyone feel included and giving everyone a voice – support for BLM, men supporting women, no exclusion in our ESG meetings, for example – everyone can come to the party and be educated and support each other at our company.

• Externally we look at how what our company does can be a force for good. For example, our Hack to the Future hackathon this year is focused on tackling systemic inequalities, overcoming COVID-19 challenges and embracing technology-enabled change – uniting people for common good. Another example would be our Paycheck Protection Program (PPP) solution that we built in just a few days during the early days of the pandemic to ensure small businesses in the US could access much needed Government loans under the CARE Act. We processed over 100,000 loans and donated fees – equal to $2.2 million – to food banks across America.

Do you feel that there are strong opportunities for women to lead in the industry and what more can be done to provide these opportunities?

I read something very interesting recently which looked at how the last financial crisis may have been averted if there had been more diversity in the executives around the table during that time. The opinion being given was that diversity brings different points of view and ways of working that could have changed the monoculture of the time which saw everyone move in the same direction at the same time which might sometimes work fine, but in this case it was the wrong direction.

Difference is so important. Amid today’s pressures – global pandemic, economic interdependence, the rise of nationalism - the world is much more connected and yet less predictable.

The pace of change is rapid and as companies navigate this, they want and need the best people there with them. The best teams are balanced and diverse.

We see examples now that show female talent is breaking through in the financial services industry – Starling Bank founder and CEO Anne Boden for example. But the real question should be, why is it taking so long? Women in tech is just one example. Businesses need to want to make diversity and inclusion happen and the people team has a role to play in redefining processes to make it happen.

What advice do you offer young people beginning their careers during this challenging and uncertain time?

This is an unprecedented time but there are still areas to focus on which can help to kick start careers: • Be inquisitive about technology – be someone that understands technology and coding.

• Don’t forget how to learn – this generation has seen seismic changes to the job market, and you have to be adaptable and willing to keep learning new things.

• Train hard – find a company where you are proud to work that commits to training you well and provides resources for that.

• Follow your dreams – figure out what you’re most passionate about and don’t let anyone tell you that where you come from or who you are limits your capabilities. Believe in your ability to achieve whatever success looks like for you.

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Women Leaders

A Network of Trusted Advisors An Interview with Julie Faupel, Founder and Chief Executive Officer, REALM EDITORS’ NOTE Prior to the Will you discuss your vision for launch of REALM, Julie Faupel cocreating REALM and how the busifounded Jackson Hole Real Estate ness has evolved?

Associates which is a market leader REALM was developed with the and the 2011 and 2014 recipient of idea that real estate needed to change the coveted Christie’s International in response to the evolving dynamic Real Estate Global Affiliate of the of the luxury marketplace, the genYear award. Earlier, she had 12 erational shift and outside influencers years of management and consultcoming into the space as “disrupting experience for luxury hotels and ers.” As the initial concept for REALM small businesses. Faupel has served began incubating almost three years on the Jackson Hole Community ago, there have been so many changes Julie Faupel Foundation Board for the past eight to the marketplace and the overall real years. She is the former Jackson Hole estate industry, I don’t think anyone Chamber of Commerce Board Chair, has served who was part of our initial brain trust of real on the Christie’s International Real Estate Global estate brokerage owners and top producers Advisory Board and is a member of the Young could have ever predicted things would evolve Presidents Organization, Global One Chapter. as they have, especially in light of this year.

Faupel and her husband are avid supporters of entrepreneurship as trustees of the Silicon Couloir and independent investors in a number of start-up ventures. They are dedicated community contributors through numerous organizations including Co-Challengers of Old Bill’s Fun Run, Rungius Members of the National Museum of Wildlife Art, and Sponsors for the Jackson Hole Center for the Arts.

“With the changing psychology of the

luxury consumer,

COMPANY BRIEF REALM (realm-global.com) is a patented proprietary platform designed to revolutionize luxury real estate by connecting real estate professionals and their discerning clientele to properties that fit their clients’ interests and lifestyle, removing much of the guesswork to create a custom, bespoke experience. REALM membership is by invitation only and the services offered feature a proprietary technology platform that enriches client data and improves the overall real estate experience for agents and their clients. Using the platform’s database, agents develop profiles for buyers, sellers, and properties. REALM then connects agents with other agents in REALM whose properties pair with the passions of their clients based on an extensive range of metrics. Brokers can use the information sourced by REALM to provide those clients with the highest levels of tailor ed, white-glove service. REALM fosters valuable relationships between real estate professionals and str engthens existing r elationships between agents and their clients through collaborative, lifestyle-inspired experiences and the power of data.

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we’ve spent a lot of time discussing what the “new” definition of luxury is post-2020.”

The timing for REALM has never been more relevant than it has been in 2020. To adapt to the pandemic, we’ve evolved into a virtual community of elite real estate professionals. In a time when there has been so much uncertainty relating to health, safety, and social and political unrest, REALM has become a welcome place for idea sharing, brainstorming and support for our membership. As much as REALM is a technical tool that enables real estate professionals to do their jobs better, it’s the network of trusted advisors and how REALM facilitates those interactions that really has become its value proposition. In a business as competitive as real estate,

I’m proud of the “soul” and camaraderie that exists among our members.

How has REALM adapted the way it works to address the challenges brought on by the pandemic?

When COVID hit, we were admittedly a little unnerved. The idea that, globally, every aspect of daily life would experience some level of disruption was certainly a reason for pause.

However, as our team at REALM looked at the situation, we collectively decided that the best course of action was to lean-in and find new ways to adapt and ultimately thrive despite the adversity caused by the global pandemic. As a result, we developed programming that has become paramount to our overall REALM culture and how we conduct our business. With our membership just off the ground, in the second week of quarantine, we convened a “Community Forum” call and we had 150 top producing agents show up for the hour-long session. It was a soaring success. Since midMarch, we have had a weekly call with consistently great attendance. Over eight months, we’ve missed only one week due to a holiday.

Now called Leading Minds, our weekly virtual meetings on Zoom are absolutely integral to the culture evolving within REALM. Also, while REALM has always intended to be global, our international expansion plans were part of our model for 2021. However, with sellers and developers needing to showcase their properties to clients who could not necessarily travel, we began on-boarding international agents this year. To date, REALM is in ten countries and, based on demand, we’ll continue with our accelerated expansion plans through 2021.

Finally, being a membership comprised of elite real estate professionals, we are hyperfocused on luxury. With the changing psychology of the luxury consumer, we’ve spent a lot of time discussing what the “new” definition of luxury is post-2020. The idea that we are moving into a “peace of mind” economy has been a focus of our conversations and marketing, inspiring some very non-traditional strategic partnerships. From new alliances with augmented reality vendors to wellness professionals and air purification resources, we are finding new ways to ensure that we deliver to our members the elite resources that will help them provide that kind of service to their sphere of influence.

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“As much as REALM is a technical tool that enables real estate professionals to do their jobs better, it’s the network of trusted advisors and how REALM facilitates those interactions that really has become its value proposition.”

REALM is innovation-driven. How critical is innovation for REALM’s business and where is innovation taking place within the organization?

When you consider real estate, there has never been a time when where we live has shifted so dramatically than it did this year.

“Home” became the source of education, commerce, recreation, communication and community overnight and, as a result, innovation is rampant within the real estate space. Whether it’s virtual meetings via Zoom or otherwise, the necessary bandwidth to homeschool children, the type of air filtration systems being used in multi-family spaces, or the ability to conduct commerce virtually through DocuSign and virtual notaries, innovation has become a way of life for everyone through the course of 2020.

Our REALM members are no exception and, as real estate professionals, they must remain at the forefront of innovation to accommodate the changing needs and dynamics of their clients. While REALM technology is helpful in understanding client preferences and elevating the service standards of the real estate professional, it’s imperative that the personal service they provide honors the necessary innovation seamlessly while still providing the industry foundation of human touch.

Our internal team at REALM is constantly innovating to meet the demands of our membership. Whether it’s the type of services that we build or the strategic partnerships we develop, REALM must deliver value in order to be relevant. One example is the amazing relationship that REALM has with Luxe Magazine and Sandow Media. Through our partnership, we have developed a video series that will air on DesignTV that encapsulates “The Great Lifestyle Migration.” This innovation is being sponsored by one of our members, Alan Canas, from the San Francisco Bay Area, and it’s sure to be the first of its kind to air. This is the type of thought leadership that we are proud to support and foster within REALM. REALM has invested heavily in technology. How critical is it to find a balance between the use of technology and the importance of the human touch?

REALM truly lives at the intersection of technical innovation and humanity. Ever since the dawn of technology, there has been a fear that somehow computers, artificial intelligence and data will replace human relationships and interactions. In my opinion, real estate is so deeply VOLUME 44, NUMBER 1

personal that no technology will ever replace the role that a trusted real estate advisor plays with their sphere of influence, their community or the families that they serve. One of the things that I have always loved about my career in real estate is that I am a part of something monumental for my clients. Whether it’s a first home, a vacation home, a trophy home or even an investment, real estate represents the culmination of something that is key in the lives of my clients; a wedding, a birth, a business event, a family retreat. The fact that I get to share in that excitement and rejoice in that piece of family history is so deeply personal. No computer can ever replicate that shared experience and the personalization that I am able to provide.

Through REALM, we deliver a more deeply personal experience using the data and the insights provided to us as trusted advisors. As we help our clients navigate new communities, new markets, trends and other real estate nuances, we can better cater to their individual preferences because we have the data provided

by REALM. The art is finding the symbiosis when you have relationships that are enhanced by great technology, and that equilibrium is what our membership is all about.

Will you provide an overview of REALM’s global network?

We are currently about 300 members from 32 different brands in 27 states and 10 countries.

We have about $5 billion in listings represented in REALM and our membership represents in excess of $250 billion in cumulative career sales. We can very proudly say that REALM is the most elite group of real estate professionals ever assembled. We have plans to grow further overseas in 2021 as well as to continue to expand our U.S. membership.

REALM has assembled a group of founding partners with deep industry expertise and experience. How valuable has it been to assemble such a strong team of industry leaders to build the business?

I count my blessings daily to be surrounded by the incredible support network and industry expertise that comprise the founding partners of REALM. They put their names and their “trustmark” behind REALM until it could stand on its own merit. That kind of incredible personal fortitude and generosity of spirit is part of the REALM ethos and it’s our mission to continue to honor that level of integrity and commitment as we continue to build this resource.

I look at the personal sacrifice and the risk that many of our constituents, founding partners and beyond, have taken in order to be a part of REALM and it’s humbling to think that so many believe so deeply in the success of this concept. I think that spirit of personal investment and sacrifice is part of what makes our team at REALM so amazing. We care so deeply about the members and their experience because we genuinely want to foster the success of these incredible professionals. That collaboration, work ethic and ethos combine to be the legacy that we are leaving as we continue to shape the future of REALM. What advice do you offer to young people interested in building a career in the real estate industry during this challenging and uncertain time?

Young people should pursue what they love and take every experience as an opportunity to learn. A career isn’t defined by an industry, but more by how you approach it, and the journey that you take to get there can provide valuable insights leading to incredible innovation. Real estate is a fabulous career for me because it has fostered a lot of growth for me both personally and professionally. It allowed me to marry my love of hospitality and service with my entrepreneurial spirit.

That said, it was the experience that I had working in luxury hotels and guest recognition software that helped me to craft what has ultimately become REALM. Because of real estate, I have the luxury of working with some of the most interesting and diverse clients from unbelievable backgrounds.

Through those interactions with clients and learning from their journeys in various industries, I have been able to identify new ways to innovate and to challenge the status quo in my own way. My career has been largely non-linear and I didn’t set out to chart a course in real estate. Instead, I’ve always gravitated towards doing what I love and feeling genuinely inspired by an incredible product or the people around me.

The biggest piece of career advice that I could offer anyone, especially in light of the disruption we are enduring currently, is that as you progress through life, in each bit of adversity you encounter there is tremendous opportunity for transformative growth and success. When it’s tough and you lean into those moments, there is genius in what will result.

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Women Leaders

Leadership Standards An Interview with Carole L. Brown, Chief Executive, Asset Management, The PNC Financial Services Group EDITORS’ NOTE Carole Brown Headquartered in Pittsburgh, it has is responsible for leading PNC’s businesses engaged in retail bankwealth management and private ing, including residential mortgage, banking services for high-net worth corporate and institutional bankand ultra-high-net worth individuing and asset management, and proals and families, as well as custom vides many of its products and services investment and advisory solutions nationally. Its primary geographic for institutional clients. Prior to markets are located in 19 states in the being named to her current role, Mid-Atlantic, Midwest and Southeast, Brown was Chief Change and Risk and it also provides certain products Officer for the Asset Management and services internationally.

Group (AMG) and Corporate & Carole L. Brown Institutional Banking (C&IB) busiHow do you define the PNC culture nesses. Prior to joining PNC in and how critical is culture to the August 2019, Brown served as Chief Financial success of the company?

Officer for the City of Chicago under Mayor PNC’s culture is deliberately collaborative, Rahm Emanuel from May 2015 to May 2019. grounded in an expectation of and demand Brown assumed the role of the CFO when the for excellence, and steeped in our Leadership City of Chicago was entering into the great- Standards. PNC’s five Leadership Standards repest fiscal crisis of its 149-year history. Prior to resent the evolution of our approach to what it her work for the City of Chicago, Brown had a specifically means to be a leader at PNC. The more than 25-year career as one of the leading standards are the critical link between our valmunicipal finance investment bankers in the ues and achieving the right business outcomes. country. For six and half years, Brown served They enable us to define and measure the as Chairman of the Chicago Transit Authority impact every manager has in driving results at Board. She was a member of the Transition PNC. The standards set clear expectations and Team for Chicago Mayor Rahm Emanuel, served hold leaders accountable for behaviors that give as Chairman of his TIF Reform Panel, and was us a competitive advantage in an ever-changone of his appointees to the board of the Regional ing business environment. I actually think that Transportation Authority. From 2017 to 2019, PNC’s culture is the reason for its success.

Brown served as a member of the Securities and What have been the keys to the Exchange Commission Fixed Income Market strength and leadership of PNC’s Asset Structure advisory committee. She serves as Management Group? a board member for Steppenwolf Theatr e AMG’s leadership team is comprised of Company, Metropolitan Planning Council, extremely smart, talented, seasoned professionIllinois Council Against Handgun Violence, and als. The high quality of our leadership team, The Alto Experience. She is also a member of The coupled with the competitive advantage that we Economic Club of Chicago, The Executives’ Club inure as a result of PNC’s culture, are fundaof Chicago, and The Chicago Network. She is a mental to the strength and success of the AMG 2002 Fellow of Leadership Greater Chicago and business. in 2007 was named a Distinguished Fellow.

How has PNC’s Asset Management Group Brown graduated from Harvard College with adapted the way it works to address the a bachelor’s degree in government and from challenges brought on by the pandemic?

Northwestern University’s Kellogg Graduate Like most of corporate America, adapting School of Management with a master’s degree to a 100 percent virtual work environment was in management. a necessity for AMG, rather than a choice. Our first priority was making sure that our 3,300 COMPANY BRIEF The PNC Financial Services employees were safe and had the resources and Group (pnc.com) is one of the largest diversi- support they needed to work from home. Our fied financial services companies in the United second priority has been making sure that our States, with $410 billion in assets and $288 bil- employees have the tools and the training they lion in deposits as of December 31, 2019. For need to continue to service and support our 168 years, PNC has been a strong compet- clients at superior levels. Toward that end, we itor, innovator and engaged corporate citizen. worked with PNC’s learning and development 88 LEADERS

team to create training and materials around virtual selling and customer support. Finally, we are staying incredibly close to the emotional toll this has had on our people. Our human resources team is continually rolling out tools and resources to help our folks manage through these extraordinary times.

How critical is it for PNC to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

As an African American female leading AMG, it is hard for me to articulate the importance of diversity and inclusion to PNC beyond the simple statement that it is the right thing to do. If you choose to ignore for a moment that I am female and African American, I would say that diversity and inclusion is important to me as a business leader because in order to build and sustain a profitable, successful business today, we must reflect the communities we serve. By retaining and embracing a diverse workforce, AMG is better able to serve diverse customers and communities. If PNC can consistently listen and celebrate what is both common and different in our people, we will become a wiser, more inclusive, and better organization.

What advice do you offer to young people beginning their careers in financial services during this challenging and uncertain time?

I generally have five pieces of advice to young people beginning their careers in financial services, and they really haven’t changed as a result of the current environment: 1. Relax. Decisions made from a place of fear or anxiety rarely are good ones. If you can relax, you can better focus on what’s important and what’s not; 2. Stay informed. Read as much as you can about the financial services industry and the businesses within the industry. Stay current on general news and trends as well as industry specific news and trends; 3. Network. Keep seeking to make connections and to turn some of those connections into relationships. Nurture all of your relationships – old and new, personal and professional; 4. Work hard. Once you are given an opportunity there is no substitute for working hard, paying attention to every detail and giving 110 percent every day; and, once again, 5. Relax. I know it is a cliché but it really is a marathon rather than a sprint.

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Women Leaders

Emerging Customers An Interview with Garance Wattez-Richard, Chief Executive Officer, AXA Emerging Customers, AXA Group EDITORS’ NOTE In 2016, Garance French, they are an integral part of Wattez-Richard launched AXA their environment and community, Emerging Customers, a business and the cultural mix is quite special. It whose objective is to protect the low makes AXA a very dynamic place to income to mass market segments work and have an open mind about and close the insurance gap across the world. emerging markets. Before developWill you provide an overview of ing this business, she spearheaded AXA Emerging Customers and highSheforShield, the first global study light how the business was born? to put under the spotlight the potenWe realized that we were focusing tial represented by Women – as on very low-income individuals as a asset owners, as decision-makpart of AXA’s Corporate Responsibility ers, as household-protection entry Garance Wattez-Richard efforts, and rightfully so. At the other points – for the insurance indusend of the spectrum, our business try. She started her career at the European strategy was very much focused on the highCommission in Brussels, went on to work within net worth, mass affluent segments. You do the Office of the Chief Economist of the European not need to be a rocket scientist to see that as Bank for Reconstruction and Development one of the largest insurers in the world, it was (EBRD) in London and spent several years work- important that we extend our focus beyond the ing as a strategy consultant. She began her top 5-10 saturated percent of the income pyraAXA journey in 2005, when she joined AXA mid to drive both scale and impact at the same Investment Managers as Executive Assistant to speed. So what about the middle – those that the CEO. Wattez-Richard is a graduate of the are too poor to be rich and too rich to be poor?

Institut d’Etudes Politiques de Paris (Sciences Our leaders decided that we should look at this Po.), an M.Sc. graduate of the London School of large segment of the population and explore Economics, and holds an M.B.A. from INSEAD. opportunities to build a business targeted for them, “starting where insurance stopped,” as COMPANY BRIEF AXA (axa.com) protects peo- they said. ple and businesses worldwide and creates value analyzing, pooling and managing a wide range of risks. The group started as a local French company and became a global insurance leader in just 30 years. Recently, AXA has transformed its risk profile, from financial to insurance risks, by completing the disposal of its US Life & Savings and Asset Management entity and acquiring the XL Group. AXA is accelerating on Property & Casualty, Health and Protection, which are less sensitive to financial markets. AXA is a responsible leader and launched in 2019 a new phase in its climate strategy to accelerate its contribution to the transition towards a low-carbon and resilient economy. The group has a proven track record in delivering sustained earnings and dividend growth to its shareholders.

How do you define the AXA culture?

I see AXA as a company that is both very French and very global in the sense that it is not an international company, but rather it has two legs, a French leg and a global one, which makes for a very enriching dichotomy.

When you visit any of our offices around the world, even though several leaders may be VOLUME 44, NUMBER 1

“It was important that we extend our focus beyond the top 5-10 saturated percent of the income pyramid to drive both scale and impact at the same speed.”

We gradually developed the strong conviction that the opportunity was even greater than we thought, but that it was going to be a long journey, quite inward-turned in terms of

bottlenecks as it was a new business, a new client segment we had to become intimate with, new products to design and file, IT systems that needed to be complemented as most of the existing ones were not adapted to these levels of volumes or duration or premiums, and operations that needed to be adapted. It was a change of mindset. This takes time and it comes down to a mix of humility, ability to listen and drive to actually bring something to the local table. Meeting with clients and distribution partners in these emerging markets is one thing, and comes with quite an adrenaline rush, but you are also meeting with people who are colleagues and who we do not really know. Initially you’re perceived as a person from the head ivory tower coming into their territory to tell them how things should be done. So the objective was to get back on the plane having left the exact opposite impression.

When you look at the insurance industry, do you feel that there are strong opportunities for women to grow and lead in the industry?

If I had to summarize my feeling about this in one sentence, I would say that the insurance glass is no longer a glass half empty but a glass half full. This is a good thing and we are moving in the right direction, but the glass still needs to be filled to the rim.

For example, one of the questions that quite a few people working in big corporates ask themselves, and the insurance industry is no exception, is whether women continue to be recruited on their experience and men on their potential and why are there still many more men at the top than women?

There is an empowerment movement taking place, an upward one. We haven’t yet exited the “she got the job because she’s a woman” phase, but we’re getting there. It’s probably an increasingly shared responsibility. From the outside of any company, its easy to say, “the leadership should do this or that” or “why isn’t the CEO imposing that or this?” It’s not that simple.

For example, when I look at our CEO, Thomas Buberl, he is way ahead in terms of his own convictions on the subject, not only in terms of his peers but maybe even ahead of the company with regards to gender diversity. But it takes time, conviction, energy, relentlessness and resilience to bring an entire, global organization forward with you. He’s taking it step by step, sustainably, making sure it’s at every level, trickling down – and up.

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Women Leaders

Transforming Healthcare An Interview with Joan Cusack-McGuirk, President and Chief Executive Officer, Montefiore St. Luke’s Cornwall (MSLC) EDITORS’ NOTE Joan Cusackand profound belief in our social McGuirk is an executive and healthresponsibility to be role models in c a r e l e a d e r w i t h 4 0 years’ the communities we are privileged to experience. Earlier in her role as serve. Not only do we hold ourselves Vice President and Chief Nursing accountable for leadership within the Officer, she was responsible for the hospital, but believe we must be seen successful integration of two diveras a good citizen of our communities. gent patient care cultures into a sinRemaining an economic engine that gular care model. She was promoted employs more than 1,200 team memto Senior Vice President and Chief bers is one way we demonstrate our Nursing Officer and for the last sevstrength and leadership in healthcare. eral years led transformational Additionally, because quality is never Joan Cusack-McGuirk changes related across the themes a negotiable and with our obligation to of rapid change which require necour community, we believe we must essary prioritization and impact on major roles achieve milestones consistent with best practices to keep pace with the changing healthcare deliv- and challenge ourselves to exceed both industry ery system. Cusack-McGuirk graduated from and non-industry measures of success. These St. Vincent’s Hospital School of Nursing and include, but are not limited to: Named Top Medical Center in New York City, received her 5 percent in the nation for Clinical Excellence B.S. in nursing from SUNY New Paltz, earned by Healthgrades, recognized and certified as a master’s degree from NYU, and is a gradu- a “Great Place to Work” by the Great Place to ate of the Johnson & Johnson Wharton Fellows Work® Institute for the fourth consecutive year, Program. She is a past President of NYONE and listed in Fortune’s “Top 40 Workplaces in (New York Organization of Nurse Executives) Healthcare and Biopharma,” the only hospital and is active in community and professional of our size to do so. Given our staff satisfaction, organizations, as well as public policy at the it is not a surprise that MSLC has received such regional and state level. terrific recognition. MSLC’s most recent achievement was that of our designation as a Magnet INSTITUTION BRIEF Montefiore St. Luke’s Hospital by the American Nurses Credentialing Cornwall (montefioreslc.org) is a not-for- Center’s Magnet Recognition Program®. At the profit community hospital with campuses in end of the day, our strength and leadership in Newburgh and Cornwall, New York. The hospi- healthcare is the passion, commitment and dedital is dedicated to serving the healthcare needs cation of our employees and medical staff. They of the Hudson Valley and has achieved excel- are unequivocally responsible for our success. lence in the delivery of compassionate and comHow has Montefiore St. Luke’s Cornwall prehensive healthcare services. In January 2018, adapted the way it works to address the MSLC officially became part of the Montefiore global pandemic and how proud are you to Health System to strengthen the delivery of see the way your team has led and showed healthcare locally and enhance access to excep- resilience during this difficult time? tional specialty care for Hudson Valley residents.

I have never been prouder of the Montefiore In March 2019, the hospital changed its name St. Luke’s Cornwall team than during these last from St. Luke’s Cornwall Hospital to Montefiore eight months of the COVID-19 pandemic. The St. Luke’s Cornwall. phrase “stepping up” does not even begin to describe how each and every member of the Will you provide an overview of Montefiore MSLC team courageously took charge during St. Luke’s Cornwall and what have been the these unprecedented times. Mere words could keys to the hospital’s strength and leader- never give justice to the bravery that was demship in the industry? onstrated every single day and night throughout Montefiore St. Luke’s Cornwall (MSLC) is this pandemic. It wasn’t bravery without fear, a 242-bed Acute Care Hospital and a proud but that said, the team came together to support member of the Montefiore Health System. MSLC each other, our patients, and their loved ones. provides more than 250,000 patient encounters In turn, the community supported us with an annually on two campuses. MSLC’s strengths overwhelming amount of donations which came have evolved from our deeply-rooted presence in many forms….monetary, personal protective 90 LEADERS

equipment, meals and gift cards for our staff, and perhaps the most heartwarming were the handwritten cards and banners with words of encouragement and messages of gratitude, admiration and positivity. While many hospitals across the country were experiencing record high call-outs and staffing challenges, our teams worked extra shifts to support their fellow colleagues and our community of patients. The acts of heroism were displayed by every member of the team from our doctors, nurses, patient care assistants, environmental services, phlebotomists, respiratory therapists, food services, marketing, quality, human resources, security officers, registration, information technology, administration, coders, physical therapists, radiology, engineers – literally every department across the entire organization. The “bell rang” and everyone answered the call. Not only did our staff show up, but they came with heart, compassion, and dedication. Our expert medical teams worked tirelessly to fight something bigger than anything any of us ever thought we would see in the 21st century in a first world country. It is an honor to walk the same halls as these incredible individuals that I am privileged to call my colleagues.

How critical is it for Montefiore St. Luke’s Cornwall to build a diverse and inclusive workforce that mirrors the diversity of the patients and communities it serves?

Diversity and inclusion is mission critical at Montefiore St. Luke’s Cornwall (MSLC) and should be for any community hospital as we are seen as a hub to the communities we serve. As a community hospital, we have the unique benefit of a great deal of the MSLC workforce being community members themselves. More than 25 percent of MSLC employees reside in the city of Newburgh or town of Cornwall which is home to our two campuses. We care for our friends, neighbors and loved ones during some of life’s most critical moments. This deep-rooted connection and an understanding of the diverse backgrounds in the communities we serve allow us to create an environment that is inclusive of all. Our Diversity and Inclusion Committee is, by nature, a diverse group of employees, all of whom help to create the message of diversity and inclusion that draws so many to MSLC. The year 2020 has been a year of significance for diversity and inclusion, with a global COVID19 pandemic in full swing, we saw blatant racism and social injustices that simply could not VOLUME 44, NUMBER 1

go on without a nation needing to respond. At Montefiore St. Luke’s Cornwall, it remains clear that we actively oppose racism and social injustice of any form. A commitment document was issued outlining the concrete steps we are taking to improve access to care and eliminate racial biases that contribute to poor health outcomes. Every voice matters as we work together to drive lasting change to create an inclusive environment for all. We collectively share in the future success of MSLC, all of which is built on trust and transparency.

What was your vision for creating the hospital’s Care Transition Program and have you been happy with its impact?

The Care Transition Program at Montefiore St. Luke’s Cornwall (MSLC) has been a transformational shift in the manner in which we provide care to our community. Through Care Transitions, the focus moves from being reactive toward illness to proactive toward wellne ss, someth i ng required when using a population health model of care. The role of the hospital has evolved over the years to change from treating those when they’re sick, to managing patients through the continuum of care and creating relationships within our communities to teach people how to lead a healthy lifestyle. MSLC has seen tremendous success in this regard, and even among the COVID-19 pandemic, our clinicians are working with patients long after they’ve left the four walls of our organization. Since inception in 2011, we’ve seen over a 15 percent decrease in hospital readmissions within 30 days for patients who are over 64 years of age through our Care Transition program. Throughout the pandemic, the importance of this program cannot be unscored enough. The need to care for patients and truly stay with them long after their acute care needs have been met is more evident now than ever before. As we continue to battle the long-term effects of this virus, the hospital’s efforts in this regard will be crucial in taking care of our community. The evolution of healthcare delivery is ever-changing and the more willing we are to adapt to such change determines not only our success as a vital access provider, but also the success of the health of our communities.

Will you highlight Montefiore St. Luke’s Cornwall’s efforts to provide the highest quality patient care in a cost-effective manner?

In 2018, St. Luke’s Cornwall Hospital became an official member of Montefiore Health System, allowing our community hospital to join forces with a leader in the nation for high-quality, innovative healthcare services and population health. Montefiore St. Luke’s Cornwall’s vision as an accountable and integrated healthcare delivery system with the hospital as a hub for the community has developed several high-quality, cost effective programs in an effort to achieve the Quadruple Aim (improving the health of the population, increasing patient satisfaction, lowering cost of care, and healthcare workforce satisfaction).

MSLC has implemented innovative models to achieve its vision, including utilization of VOLUME 44, NUMBER 1

the Medicaid Accelerated Exchange (MAX) Series, co-location of Care Managers within the Emergency Department (ED) and utilization of a county-wide Mobile Mental Health Service, each without cost to the hospital. The models achieved all four elements of the Quadruple Aim as these partnerships created a communitybased accountable delivery system that connects individuals to community-based resources and is focused on providing the right level of care at the right time for the right cost. For example, the MAX Series (super utilizer) program, which targets patients with six or more ED visits and at least three hospitalizations, in and of itself, addressed every aspect of the Quadruple Aim. This was done by achieving a 33 percent reduction in avoidable hospitalizations and ED visits in its population which ultimately lowered the cost of care, increased patient satisfaction because of the new community engagements and local connection to services, and increased

“The Care Transition Program at Montefiore St. Luke’s Cornwall has been a transformational shift in the manner in which we provide care to our community.”

ED staff satisfaction related to being able to help a population they used to feel defeated by. All this was accomplished despite these innovative models not yet supported by traditional fee for service (FFS) payment models. As previously mentioned, quality is never a negotiable, and when caring for a disparate population, we must have an eye towards cost of care. By becoming part of something larger than ourselves, MSLC has been able to provide the right level of care to all patients at a location that is easily accessible to them, connecting them to appropriate, available communitybased resources, while moving our contracts to Value Based Payment models. This has assisted us in achieving our goals of providing high-quality care at the lowest possible cost.

It’s been said before: “no margin, no mission.”

We have a responsibility to our patients to provide the most cost effective, expert care to ensure we can be here to care for our community long into the future.

You have spent your career in the healthcare industry. What has made the experience so special for you?

My career in healthcare has been special for me for many reasons. The first one that comes to mind (and heart) is that in many ways I followed in my father’s footsteps. When I was a young girl my father was employed by the Health & Hospital Corporation in New York City. Every Saturday he would round, and I would accompany him, on one of the 11 hospitals for which he provided oversight. I watched him with such admiration and it left a lifelong impression on me.

I have had the privilege of being a nurse for greater than 40 years. I’ve worn many hats over the years, from bedside nurse, to chief nurse, to my current role as CEO. I’ve witnessed the joy of seeing and caring for new life being brought into this world as well as the privilege of being present in the passing of a life, and everywhere in between.

In my role as President and CEO, some of those special experiences include solidifying the partnership with Montefiore Heath System and being part of leading a transformational change that is occurring both at the local level and in the larger realm of healthcare delivery.

Other special experiences are the opportunity to participate in state-wide professional organizations, serve on community boards as well as having the privilege to have heartfelt connections with the people of our community.

In addition, leading an organization and being part of creating a culture of team participation where all are empowered to promote and create change has been a crucial element of my career. I have the unique privilege of being part of such a transformational shift. This could not be accomplished without the active engagement and participation of a supporting Board of Trustees, medical staff, all the employees that I am proud to call my colleagues and an Executive Team that is second to none. Last, and far from least, experiencing this COVID-19 pandemic - if we ever wondered as healthcare providers if we make a difference, our question was answered.

What advice do you of fer young people interested in building a career in the healthcare industry?

First and foremost, you need to have a caring attitude and a willingness to serve.

Serving not only the patient, but the community and our profession needs to be at the forefront. The industry is ever-changing and the desire to participate in that transformation is essential. A commitment to lifelong learning and the importance of technology as we move from a reactive state of “sickness” to a proactive stance on prevention and wellness will be key in this generation of upcoming professionals. The COVID-19 pandemic has showed all of us that healthcare delivery is truly a calling. It is an incredible career, one that is done successfully not only with a level of education and training, but also with heart and compassion. At the end of the day, it doesn’t get any better than being part of something bigger than yourself.

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Women Leaders

Investing in Talent An Interview with Lynne-Courtney Hodges, Vice President, Human Resources, SL Green Realty Corp.

EDITORS’ NOTE Lynne-Courtney Hodges has spent more than seven years with SL Green, first as HR Manager before assuming her current role in 2016. Previously, she served in senior HR positions at The Enterprise Center, Thornton Tomeasetti and Havas Worldwide.

Hodges earned a B.A. degree from University of Pennsylvania and has also studied at Cornell ILR.

our company and future success is dependent upon the team’s ability to execute. For HR, that means providing staff with all the necessary tools, training, resources and care that will allow them to thrive. We want to keep employees happy and motivated, and we’re seeing real results. Employee satisfaction is at an all-time high and our long-tenured staff continues to grow. This means that over 40 percent of all employees have been with SL Lynne-Courtney Hodges COMPANY BRIEF SL Green Realty Green for a decade or longer which is Corp (slgreen.com)., an S&P 500 a testament to the culture and opporcompany and Manhattan’s largest office land- tunities the firm provides. lord, is a fully integrated real estate investment trust, or REIT, that is focused primarily on acquiring, managing and maximizing value of Manhattan commercial properties. As of September 30, 2020, SL Green held interests in 93 buildings totaling 40.6 million square feet.

This included ownership interests in 29.2 million squar e feet of Manhattan buildings and 10.3 million square feet securing debt and preferred equity investments.

“As Manhattan’s

largest office landlord with the core of our

How do you define the SL Green culture and how critical is culture to the success of the company?

At SL Green, we keenly understand that hiring, training and empowering our employees is crucial for a company to run successfully. As Vice President of Human Resources, it is my job to ensure that each of these pillars is provided for, and to set the tone for a work culture that attracts and retains top talent. Since I joined the firm in 2013, the HR team has worked on implementing annual employee engagement surveys, a comprehensive performance management and goal-setting process, extensive employee training, a robust community engagement platform for employees, a market leading health and benefits package, initiatives focused on wellness and mental health, and a platform committed to creating a diverse and talented workforce.

How has the HR function evolved and how important is it for the role to be a part of business strategy?

Human resources is one of the core pillars that all successful companies require, where it impacts decision making at all levels, from the Chief Executive Officer down to the entry level employee. At SL Green, the strength of 92 LEADERS

assets in Midtown, we really try to infuse philanthropy and giving into what we do.”

Will you discuss SL Green’s focus on building a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

A diverse and inclusive workforce is vitally important to growing a well-rounded business.

As a member of REBNY’s Human Resources Diversity Working Group, I understand the importance of diversifying the workplace to generate a productive outcome for the company. At SL Green, 50 percent of all employees are represented by racial minorities, a number I hope to continue growing further.

How critical is it for SL Green to be a purpose-driven company and engaged in the communities it serves?

Volunteerism and philanthropy are at the heart of SL Green’s core values, and I personally make sure to go above and beyond in implementing programs where SL Green can g i v e b a c k . A s M a n h a t t a n ’ s l a r g e s t office landlord with the core of our assets in Midtown, we really try to infuse philanthropy and giving into what we do. Whether it’s partnering with Chef Daniel Boulud on our Food1st program or donating money to the Madison Square Park Conservancy, we make sure from the top down everybody is doing their part.

I lead our Community Outreach Ambassadors, an internal group of employees who are dedicated to making a strong impact in the New York City community. Our COAs coordinate monthly volunteer events so employees can use their paid volunteer days. In 2019 alone, SL Green employees logged over 1,000 hours of paid volunteer hours. I also spearhead our involvement with external organizations including the Partnership for New York City, the Governor’s Committee on Scholastic Achievement, Ladders for Leaders, and NYC Service.

Do you feel that there are strong opportunities for women to lead in the industry?

I firmly believe there are strong opportunities for women to lead in any industry.

The real estate sector is no different. From my personal experience, it’s all about the work environment that will allow you to thrive or not, so as an HR representative, I take it upon myself to ensure everybody, regardless of gender or race, has a fair shot. At SL Green, you know that everybody who comes through our doors will be given the support, encouragement and skills to help them reach their full potential.

What advice do you offer to young people beginning their careers during this challenging and uncertain time?

One of the things I always tell younger recruits is to stay positive. Take the time to reach out to your networks, arrange virtual coffee meetings, and most importantly do your homework about the person you want to engage with. Having that little bit of extra knowledge and history will go a long way to showing your dedication and drive.

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Top Left: The Statue of Liberty Museum by FXCollaborative with ESI Design Photography by: Copyright Iwan Baan; Copyright David Sundberg/Esto Bottom Right: On Loop by Universal Design Studio Photography by: Andres Sebastian for A/D/O by MINI

NYCxDESIGN Revives New York State of Mind In a year when many businesses have shuttered in New York, NYCxDESIGN views design as the ultimate solution to rebuild and, once again, position the city as a destination for creatives around the globe. With this goal top of mind, NYCxDESIGN is now operating as an independent not-for-profit corporation with expanded year-round programming to showcase the city’s leadership in design thinking.

As a not-for-profit, NYCxDESIGN aims to ignite new conversations around the city’s rich and diverse design scene. “Core to the not-for-profit’s values are diversity, purpose, cultural placemaking, economic opportunity, and creativity and inspiration,” says Valerie Hoffman, Program Director. “These pillars will serve as the foundation for all NYCxDESIGN programming and content.”

A packed schedule of activations, awards, and podcasts, as well as an inaugural NYCxDESIGN grant, which will be presented to an entrepreneurial designer or design business pushing the industry forward, are part of NYCxDESIGN’s plan to reenergize the culture of New York City.

Up next, NYCxDESIGN will host a series of Design Days May 13-18, 2021, featuring virtual events as well as outdoor experiences, select tours, and small gatherings, ensuring New York City remains firmly planted on the map as the mecca of design.

Learn more at nycxdesign.com

Women Leaders

Improving the Health of Communities An Interview with Susan DeVore, Chief Executive Officer, Premier, Inc. EDITORS’ NOTE Susan DeVore is the Will you highlight the history and CEO of Premier Inc. DeVore’s tenure heritage of Premier and discuss with Premier has centered on driving how the business has evolved? innovation in healthcare and leading Premier is a healthcare improvethe industry through profound change ment company that unites an alliance by engaging stakeholders to co-develop of more than 4,100 hospitals and health solutions that support high-quality, systems and approximately 200,000 efficient and sustainable care delivother providers and organizations (e.g., ery models. She is an industry-leading nursing homes, imaging centers, clinthinker who has been named multiple ics and the like) to transform healthtimes to Modern Healthcare’s 100 Most care. Premier enables better care and Influential People (listed 6th in 2020) outcomes at lower costs by leveraging Susan DeVore and Top 25 Women in Healthcare integrated data and analytics, supply lists. She received the Charlotte Business chain solutions, consulting services and Journal’s 2018 Women in Business Lifetime improvement collaboratives.

Achievement Award, was named to Becker’s Hospital Premier was privately-held for much of Review’s 2017 100 Great Healthcare Leaders to its history and our customers – we call them Know and was recognized as a 2016 UNC Charlotte members – owned the majority of the equity Distinguished Alumnus. DeVore is a member of the in the company. We had our initial public Board of Directors and the Audit Committee and offering in October 2013, which brought Risk and Finance Committee of Unum Group, a great value to both our members and our NYSE-listed company. She is a non-voting member company. At the same time, our mission to of the audit and finance committees of the Board of improve the health of communities has not Directors of AdventHealth. DeVore is also a member changed. We pride ourselves on the fact of the Board of Directors or member of nonprofit and that nearly 90 percent of our members think state-based organizations, including the Healthcare of us as a strategic partner or extension of Leadership Council, the Coalition to Protect America’s their organization, and that our net promoter Healthcare, the Institute of Medicine Roundtable on score is more than 70 percent.

Value and Science Driven Healthcare, and the UNC Our business has evolved over the years Charlotte Board of Trustees. Under DeVore’s leader- in the sense that we have found ourselves in ship, Premier has been named as one of the World’s possession of a tremendous amount of intelMost Ethical Companies for the past 11 years, received ligence that can help inform how various the Malcolm Baldrige National Quality Award and issues are approached across the healthcare earned the Best in KLAS title for Overall Healthcare spectrum. The COVID-19 pandemic has furManagement Consulting. DeVore obtained a bache- ther illustrated our approach of bringing varilor’s degree from the University of North Carolina at ous data points to bear when we are tasked Charlotte and a master of management degree from McGill University.

COMPANY BRIEF Premier Inc. (premierinc.com) is a leading healthcare improvement company, uniting an alliance of more than 4,100 U.S. hospitals and health systems and approximately 200,000 other providers and organizations to transform healthcare. With integrated data and analytics, collaboratives, supply chain solutions, and consulting and other services, Premier enables better care and outcomes at a lower cost. Premier plays a critical role in the rapidly evolving healthcare industry, collaborating with members to codevelop long-term innovations that reinvent and improve the way care is delivered to patients nationwide. Headquartered in Charlotte, Premier is passionate about transforming American healthcare.

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with helping healthcare organizations – be they biotechnology organizations to large integrated delivery networks – solve the challenges they face.

How do you describe the Premier culture and how critical is culture to the success of the company?

Premier is a mission-driven organization and our mission is quite simple: to improve the health of communities. Outside of my office is a big sign that says, “care is a verb.” To work at Premier you have to care about affecting the company’s mission because, by virtue of our footprint, we live in the communities we serve.

We have four core values that guide our decision-making across the board: 1. Integrity: integrity of the individual, the enterprise and the alliance.

2. Passion for performance: a passion for performance and a bias for action, creating real value for all stakeholders and leading the pace.

3. Innovation: seeking breakthrough opportunities, taking risks and initiating meaningful change.

4. Focus on people: demonstrating respect for all, and mutual commitment to the success of the alliance, our employees, our business partners and the communities we serve.

We are successful because all of our colleagues are willing to go above and beyond for our members – the hospitals, nursing homes and urgent care centers that they and their families use – every day. Without that willingness to serve, our ability to deliver value would be vastly diminished.

“Premier is a mission-driven organization and our mission is quite simple: to improve the health of communities. Outside of my office is a big sign that says, ‘care is a verb.’”

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“Our business has evolved over the years in the sense that we have found ourselves in possession of a tremendous amount of intelligence that can help inform how various issues are approached across the healthcare spectrum.”

How has Premier adapted its business to address the pandemic and how proud are you to see the way Premier’s workforce has showed strength and resilience during this unprecedented time?

Proud would be an understatement.

Premier activated its Disaster Response Team on January 23, 2020, three weeks before the first COVID-19 patient was identified in the United States. Early activation provided Premier and our membership an edge in anticipating the explosion of global demand for critical personal protective equipment (e.g., N95 masks, isolation gowns, gloves, etc.). Our Disaster Preparedness and Response Community continues to serve as an “always-on” touchpoint, keeping members updated on the latest developments and serving as a peer resource group to share best practices.

Throughout the pandemic, we’ve set aside competitive boundaries and leveraged our relationships at every level of the supply chain to address challenges as they occur to enable access to supplies, intelligence and technology. One of the ways this manifested itself was through the role we took leading the COVID19 Private Sector Supply Chain Coalition that engaged regularly with the Federal Emergency Management Association (FEMA) and the White House Supply Chain Task Force. Our teams have innovated solutions, enhanced technology and created partnerships that have helped the caregivers working tirelessly in places like hospitals, nursing homes, assisted living facilities and doctors’ offices. I am proud to say that our efforts are helping to stabilize the supply chain, provide an early warning of COVID-19 hotspots, bridge the public and private sectors, shape the public’s understanding and promote industry-wide problem-solving.

Furthermore, while our teams have historically been spread across the country, working from home was a new experience for many of our colleagues. I was so proud of how all of our colleagues were able to adapt when their worlds were turned upside down as offices and schools closed and routines changed. Our VOLUME 44, NUMBER 1

members experienced minimal disruptions and we all approached our work with added purpose, meaning, empathy and understanding.

It’s also important not to forget that so many members of our team work inside of hospitals and health systems. Where appropriate, those teammates continue to show up – in person – every day.

Will you discuss Premier’s focus on building a diverse and inclusive workforce?

Over the summer, we reaffirmed our commitment to creating a corporate culture, albeit remote, that is inclusive and safe for everyone. This manifested in the decision to recognize Juneteenth as a corporate holiday for all employees in 2020 and going forward.

Our Diversity, Inclusion and Belonging strategy is based on foundational pillars designed to accelerate how we provide health and wellness solutions to an increasingly diverse world. We have hired a new Vice President of Diversity and Inclusion to oversee this strategy. Our employee-based Council on Diversity, Inclusion and Belonging acts as our governing committee to define, drive and support our strategic objectives.

We are committed to a workforce representing different generations, ethnicities, genders, races, orientations, cultures and life experiences. Our values – specifically integrity and focus on people – speak to our commitment to treat others fairly, equitably and consistently while affirming that respect for our differences creates our strength. Building a diverse and inclusive culture where our workforce can thrive, where all voices matter and everyone has a chance to succeed is an extension of these values.

Will you highlight Premier’s commitment to corporate responsibility?

We take pride in being known as a company that is governed responsibly and behaves in an ethical manner. To that end, we are extremely proud of being named one of the World’s Most Ethical Companies for 13 consecutive years (and counting) by the Ethisphere Institute for ethical leadership.

Diverse suppliers help our hospitals create jobs and improve life in the communities they serve – this is something that we all recognize.

As much as we are proud of our past record of success due in large part to our members’ commitment to inclusiveness, we are equally focused on ensuring that our future continues that heritage. To that end, we have enhanced our current supplier diversity program with Sourcing Education and Enrichment for Diverse and Small Suppliers (SEEDS), a program aimed at increasing the number of small, diverse and regional enterprises doing business with members of the Premier healthcare alliance. The SEEDS program lends support to diverse and small business enterprises, enabling them to grow at a pace that is commensurate with their existing business infrastructure, be it local, regional or national.

Moreover, the program provides contracted suppliers with experienced resources and educational tools. These tools are intended to assist our suppliers in gaining contract sales with our members and building long-term relationships across the Premier healthcare alliance.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

Women are the Chief Medical Officers of their families, making most decisions about health plans, providers and treatment, however, they are underrepresented in healthcare leadership. But that’s changing. In so many ways, women leaders are just like men. We are driven, we build high-performing teams, we execute strategy, we deliver results.

Historically, women may have struggled with work/life balance, but that’s the benefit of a career in healthcare. Many of us have experienced the healthcare system in this country through the lives of our children, our grandchildren and our aging parents. That motivates us to bring our A-Game to work – because making a better healthcare system is being a good mom.

It is being a good spouse, a good daughter.

As leaders, there are always walls, but if you drive toward a career that rewards you personally, speaks to your core values and allows you to make a better world for those you love, you don’t have to be hemmed in by those walls.

What advice do you offer to young people beginning their careers during this challenging and unprecendented time?

There is a quote that I love from W.E.B. Du Bois: “The most important thing to remember is this: to be ready at any moment to give up what you are for what you might become.” What that means to me is to think about everything as an opportunity because there will always be barriers.

Second, it’s easy to be pigeon-holed or typecast in your career. If you’re a successful operator, it’s hard for people to think of you as a successful strategist. People will put you in boxes of what they think you’re capable of, and you have to defy those expectations if you want to move ahead.

Last, I had three young kids and opportunities in my career, and the balance wasn’t always easy to strike. But you have to remember – you only get one life, so make the most of it.

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Women Leaders

Holistic Sustainable Solutions An Interview with Ann Young Lee, Co-Founder and Chief Executive Officer, CORE Humanitarian Summit, InterAction, and Chain X Change, one of the largest blockchain conferences in the world. Lee holds a master’s in urban planning from New York University, and a master’s in economics and conflict management from Johns Hopkins University School of Advanced International Studies (SAIS). She received the Society for International Development’s prestigious Truman Award in May 2009.

ORGANIZATION BRIEF CORE (Community Organized Relief Effort) is a nonprofit organization co-founded by Sean Penn and Ann Lee that is dedicated to saving lives and strengthening communities affected by or vulnerable to crisis. Within hours of the 2010 earthquake in Haiti, Penn mobilized a powerful network to take immediate action. More than 10 years later, CORE (coreresponse.org) continues to lead sustainable programs focused on four pillars: emergency relief, disaster preparedness, environmental resiliency and community building.

The organization has expanded beyond Haiti to support communities in the Bahamas, Puerto Rico and the United States. CORE has taken a leadership position in the COVID-19 response and is committed to an integrated approach, inclusive of expanded testing, community-based contact tracing and quarantine support services. The organization has administered more than 3.5 million tests across dozens of test sites throughout the nation, with a focus on serving low-income groups, communities of color, first responders and essential workers.

CORE Co-Founder and CEO Ann Lee with staff at a COVID-19 testing site in Los Angeles

EDITORS’ NOTE Ann Young Lee has 20 years of experience managing large scale humanitarian response and sustainable development programming across a variety of sectors including emer gency r elief, community upgrading and infrastructure, livelihoods and economic growth, and local governance. Prior to joining CORE, she served as the lead on urban humanitarian response and as the private sector liaison for the Secretary General’s World Humanitarian Summit. Previously, she served as Country Director for CHF, where she was responsible for a $150-million portfolio of projects including emergency shelter, neighborhood planning, construction, debris removal and livelihoods. She has 96 LEADERS

extensive field-based experience and has lived in Haiti, both before and after the 2010 earthquake; the Philippines, responding to Typhoon Haiyan; Kosovo, working to address the post-war refugee crisis; and the Congo, participating in humanitarian response efforts. Lee is the author of Livelihoods in Emergencies: A Double-Edged Sword. She developed a gender-sensitive emergency assessment tool, called the CLARA, while with the Women’s Refugee Commission, which is now being used by international organizations around the world. She has presented on crisis response and recovery at leading conferences and high-level meetings, such as the Concordia Summit, the Clinton Global Initiative, the Harvard

Will you discuss your vision for founding CORE and how you define CORE’s mission?

When I met Sean in Haiti after the 2010 earthquake, I was working for one of the biggest U.S. NGOs. Initially I was a skeptic and was cynical of an actor coming in to help, but Sean’s vision and outsider perspective proved different. He pushed my understanding of what’s possible to achieve in a relief effort and what first responders should be doing.

Soon, he and I were conspiring against the traditional ways of doing things in one of the biggest disasters of our time, in the most complex and broken country in this hemisphere. He was shoe-stringing innovation and responding to this disaster while building lasting change in the hardest hit, poorest neighborhoods. It was inspiring.

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“What sets CORE apart from other nonprofits is that we do not just focus on one problem. We don’t just focus on hunger, shelter or education disparities or environmental issues. We focus on what makes a strong, healthy, and vibrant community and quality of life, even if it means building something better than what was there before.”

When I came on board to the organization, then known as J/P HRO, the Haiti earthquake acted as our touchstone. The biggest impact we made in Haiti was centering all humanitarian action through and in support of communities and their social, cultural and physical infrastructure, which in turn strengthens them against the next crisis – be it a natural disaster, economic downturn or otherwise. We listened, we learned, and acted quickly. We engaged the local community to be their own best agents for rebuilding their community. That ethos is the foundation to CORE, or Community Organized Relief Effort. When disaster strikes, we mobilize quickly – calling upon our network of dedicated staff, supporters, partners and the community to activate response efforts. We hire locally to build the team that is already responding and further resourcing them allows us to act quickly and strategically to address the immediate damage on the ground, doing whatever it takes to save lives and stabilize the local community.

Our mission encompasses not only the breadth of our work, but lends itself to our nimble and strategic approach in each response – to save lives and strengthen communities affected by or vulnerable to crisis.

Will you highlight CORE’s holistic approach to its work?

What sets CORE apart from other nonprofits is that we do not just focus on one problem. We don’t just focus on hunger, shelter or education disparities or environmental issues. We focus on what makes a strong, healthy, and vibrant community and quality of life, even if it means building something better than what was there before.

Communities in crisis have many factors that lead to their vulnerability and disproportionate risk of being affected by disaster, all too often being social, economic, exclusion, and social injustice.

While addressing immediate needs in a disaster, we also recognize that to do more than Band-Aid a disaster, we need to address the root causes of vulnerability. Focusing on holistic sustainable solutions, we build systems that better prepare communities for crisis and prevent the effects of devastation on the most vulnerable populations.

Humanity will always face disasters, particularly as climate change increases the frequency of catastrophic hurricanes and wildfires. As the wealth gap continues to widen globally, the population vulnerable to disaster is as high as it’s ever been, and we see too often that low-income communities of color are the hardest hit.

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Our holistic approach has a strong foundation in how we work with the community. We are not saviors, coming to help for the glory and leaving once the initial job appears to be done. We are trusted partners to the community, and that requires close collaboration with community leaders and members to ensure we are addressing their needs. Our staff is sourced within each community we serve. This is a critical piece of the work we do across the board.

For any relief effort to effect long-term change, the community must believe in it and be part of it. We have been working in Haiti for more than 10 years and have employed hundreds of Haitians who implement our programs focused on education, reforestation and community development. Throughout the past year during our COVID-19 relief effort, we have applied the same process by hiring local teams for our operations in each city and community.

Will you provide an overview of CORE’s programs and key areas of focus?

Our key areas of focus are emergency relief, disaster preparedness, environmental resilience and community mobilization, which are all interconnected. Whether in Haiti after the earthquake or in the immediate aftermath of the many devastating hurricanes in the Caribbean, or today as we provide critical testing and services across the U.S. in response to the COVID-19 pandemic, our first steps are providing lifesaving support (from food, shelter, to medical support) and assessing the damage, and then we can begin the process to build sustainable solutions targeted to each response effort.

For example, in the Bahamas, our immediate work on the ground following Hurricane Dorian was focused on addressing the urgent medical needs within the hardest hit communities with support from our partners in San Juan, Puerto Rico and Mayor Carmen Yulin Cruz. We moved into debris removal and clearing out flooded homes, and then to our current focus, which is to rebuild and strengthen the damaged homes and infrastructure, and provide grants to small businesses to quickly get back up and running.

Following the initial emergency relief efforts, we try to mitigate the effects of future crises by understanding the vulnerabilities that exist before emergency efforts are needed as part of our disaster preparedness focus. We build systems that equip at-risk communities with the ability to fight back when faced with disaster. In Georgia following Hurricane Florence, we launched a Youth

Preparedness program to ensure that local youth know emergency protocols for hurricanes and flooding, and can provide support to the community from within. We have found that having a teen encourage neighbors to evacuate can be more effective than warnings from local authorities, particularly in communities where trust of government and institutions has eroded.

Thinking long-term, we focus on environmental resilience through agriculture programs, such as Haiti Takes Root. With our partners at the World Bank, the governments of Haiti and France, and the Parker Foundation, Haiti Takes Root has developed a 30-year plan to overcome the environmental and economic consequences of climate change by focusing on reforestation and supporting local farmers using a market-based approach.

At the heart of everything we do is community, and while rebuilding from physical destruction is often one of the first steps, it is also important to implement long-term programs focused on community building. In Haiti, we support one of the largest municipalities in Port au Prince through education, vocational training, community health and economic development programs for women. We founded the School of Hope, which serves kids from the most marginalized communities and is also the first school in Haiti to serve children with disabilities. CORE is also rebuilding The University of Haiti Faculty of Sciences Department, which was funded by the Qatar Haiti Fund and the Inter-American Development Bank.

We also partnered with the government of Qatar to bring Generation Amazing to Haitian kids. Generation Amazing is a youth-centered soccer program that empowers kids around the world to build a better future for themselves and their communities through team building to promote inclusion, reduce vulnerability, and provide life-skills and knowledge to lead healthy and successful futures.

How is CORE addressing the pandemic and what do you see as the path forward in confronting the next wave of the virus?

We have applied our holistic perspective to COVID-19 relief, and we are committed to implementing an integrated approach, the CORE 8, which is centered on expanded testing, community-based contact tracing and quarantine support services. The CORE 8 is our guiding approach that outlines four simple steps for governance and four steps for individual citizens that must be taken to protect our communities.

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“When we embark on a relief effort, we look to forge partnerships with three fundamental pillars: the public and private sectors, and the communities.

These are the entities that are needed for long-lasting change, and to ensure that short-term assistance does not work against long-term recovery.”

At the beginning of the pandemic, we, like everyone else, had not encountered a public health crisis of this scale, but we knew the first step was offering as much free testing as possible. We began in Los Angeles with Mayor Garcetti, the City of L.A., LAFD, and our lab partner Curative, and since March 30, CORE has expanded across the country and has administered over 3 million free tests. We expanded our operations to Oakland, Chicago, Greater Atlanta, New Orleans, Washington, D.C. and the Navajo Nation. We charged forward and rapidly expanded to bring free testing to as many people as possible. As we all have seen, testing alone is not the solution. Testing, while a critical and necessary component, is best utilized with the integration of a successful contact tracing program and support services to those who may not have the resources to isolate safely and effectively. As a result, we hired from the community and trained them in contact tracing to provide on the ground, door to door contact tracing in support of Fulton County, GA. Knowing that families often avoid testing and tracing because they run the risk of losing their housing or jobs if tested positive, CORE is also coordinating with Fulton’s Board of Health to provide services to these families to quarantine safely, including rental support, food and mental health services.

How critical is it for CORE to build strong partnerships with government leaders and the business community in order to be successful in its efforts?

When we embark on a relief effort, we look to forge partnerships with three fundamental pillars: the public and private sectors, and the communities. These are the entities that are needed for long-lasting change, and to ensure that short-term assistance does not work against long-term recovery. One example of this is in post-earthquake Haiti. Many organizations provided free healthcare and water services. After a year, the local private hospitals and private water businesses could not compete with free services and were shut down, which had longterm consequences and created a new set of problems. As humanitarians, we need to do no harm, and often working with these three pillars and in support of good systems is the best way to avoid doing harm. During our COVID19 relief effort, the majority of our funding has come from the private sector, particularly Jack Dorsey’s #StartSmall, which provided more 98 LEADERS

than $30 million in funding. The public sector is often slow and cannot pivot quickly to adapt to changing realities on the ground in dynamic situations. However, we know that each has a strong role to play in order for recovery to happen in a way that builds something better and stronger in the wake of a crisis.

Will you discuss the importance of metrics in order to measure the impact of CORE’s work?

One of our greatest strengths is that we are always striving to learn and do better. It’s very easy to get caught up in numbers and metrics, but we always try to be self-critical to ensure that we have a positive impact on the quality of life of the communities we work with. Though we are the only nonprofit doing this scale of testing, we knew we had to do more and do better. Testing isn’t enough to limit the spread of COVID. As a result, we pulled in partners like Partners in Health who trained us and equipped us to move into contact tracing, as well as supporting families who cannot quarantine safely. Nevertheless, some key data points we have as of November 30 are as follows: we have administered more than 3,500,000 free tests, built more than 100 dwellings in Navajo Nation (with plans for 350 dwellings), distributed more than 30,000 hygiene kits, and knocked on more than 2,000 doors to contact trace and provide support to families.

Metrics are also beneficial to understanding how certain communities are responding to our services and how we can better communicate or tailor our approach. For instance, we learned quickly that contact tracing has a stigma amongst some communities of color, particularly Latinx, and we needed to have local community representatives having these conversations to quell any fear about participating. The messages that resonate are that we want to help keep your family safe and give you the help you need.

The scope of our work is broad, and we want our generous supporters and the general public to know what our small but mighty organization is doing. I often say that we’re not particularly proud of being the nonprofit frontrunner of COVID-19 relief because there should be so much more work being done to prevent spread, hospitalizations and deaths. We need every governing body, corporate leadership and NGO to step up and join this relief effort.

Were you always attracted to nonprofit work and what has made this work so special for you?

I was always compelled to act against any injustices, even in my youth. I was so pained when my parents, who spoke broken English, would be mistreated and talked to like children.

When I was 15 years old, I remember hitting an older male in the face when he was picking on an elderly woman who couldn’t speak English.

It’s a burning rage against injustices that has driven me into nonprofit work. When I see poverty, abuse, exploitation, exclusion and unfairness, I know I can do something, and therefore, I must do something. Working as the head of a small organization (prior to our expansion to being a mid-size organization during the pandemic), I myself often responded to disasters and was very much on the front lines. Being on the ground and doing the work is always a good reminder of why this work is so special.

I have the honor to work with families and communities, neighborhoods and cities, where the work we do is tangibly improving people’s lives, livelihoods and their environment. That impact to add something better into this world fundamentally sustains me to do this work.

CORE has made a great impact with its work. Are you able to take moments to celebrate the wins and appreciate what CORE has achieved?

Every day, I am amazed by what our team of 1,000 staff and volunteers has achieved.

When we embarked on our COVID-19 relief effort, similar to our other previous efforts, we did not know the duration and extent of our operations. We have learned and evolved so much over the past 9 months, from jumping to action in Los Angeles in March to activating an integrated approach inclusive of contact tracing and quarantine support services. This is a marathon, not a sprint, and it’s important for team members to have moments of celebration and rest to fuel ourselves for the challenging months ahead.

While I am very proud of our accomplishments and amazed at the resilience of our team, I recognize the gravity of the fact that we are the only nonprofit working on this scale. Our federal government’s response has failed us, and there is so much work to be done. CORE cannot do it alone. We need the government to work collaboratively with its constituents, we need the private sector to contribute, we need other NGOs to activate their networks, and we need every individual citizen to act responsibly and take initiative to protect their communities.

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Women Leaders

Achieving Brighter Financial Futures An Interview with Jonita Wilson, Vice President, Chief Diversity Officer, Discover Financial Services EDITORS’ NOTE Serving as Chief Network, with millions of merchant Diversity Officer, Jonita Wilson is and cash access locations; PULSE, one responsible for leading Discover’s of the nation’s leading ATM/debit netdiversity, equity and inclusion works; and Diners Club International, strategies. With more than 20 years’ a global payments network with accepexperience as a strategic human tance around the world. resources leader and trusted advisor to colleagues at all levels, she has How do you define the Discover a strong history of driving business culture and how critical is culture results. She also volunteers as an to the success of the company? elected high school board member At Discover, we recognize that a and serves on the school’s diversity strong company culture is critical to Jonita Wilson and equity committee to help drive attract and retain top talent. We are change and create a fair learning really focused on a culture where environment. Having worked in a variety of cor- everyone feels like their unique perspective porate cultures, she has developed a passion for matters, they feel valued, can be themselves and impacting ways of working so everyone feels like are provided equitable access to opportunities they have equal opportunity to advance and be to grow and advance their careers. We want successful. Wilson earned a B.A. degree in people to come to Discover and stay because applied behavioral science from National Louis they are inspired to grow, get to do meaningUniversity and her Human Resources certifica- ful work from day one, and feel at home here. tion from the HR Certification Institute.

Overall, we want diversity, equity and inclusion in all that we do because we believe that will be COMPANY BRIEF Discover Financial Services what sustains and enhances our great culture. (discover.com) is a digital banking and pay- Since our employees are our greatest asset, a ment services company with one of the most rec- competitive advantage – the more they feel free ognized brands in U.S. financial services. Since to be their best selves at work and do their best its inception in 1986, the company has become work, the better the service we can provide to one of the largest card issuers in the United States. our customers, which helps everyone achieve The company issues the Discover card, America’s brighter financial futures. cash rewards pioneer, and offers private stuWill you discuss Discover’s diversity dent loans, personal loans, home loans, checking and inclusion efforts? and savings accounts and certificates of deposit This year’s challenges have really highlighted through its banking business. It operates the the importance of diversity, equity and incluDiscover Global Network comprised of Discover sion. At Discover, we understand that DE&I is a

business imperative and is an enabler to our success. All of our employees have a part in helping us to achieve our strategic goals, and it has been great seeing the way everyone is stepping up and making conscious efforts as change agents in full support and advocacy to move the needle.

Discover’s efforts are intentionally focused on increasing diverse representation among our leadership ranks, enhancing our systems to be more equitable, strengthening our inclusive culture by providing resources and support that enable our employees to show up as themselves and do their best work, and intentionally creating a strong and lasting impact in our surrounding communities.

The key actions tackle work both big and small, from updating language in our Code of Conduct to help limit bias in all we do, to tackling our supplier network, actively putting programs in place to dramatically increase spending with minority and women-owned businesses and build a more diverse and inclusive supplier network. Additionally, we have implemented a data-centric approach to increasing representation, providing enhanced reporting to directorlevel and above by providing key attributes that will help improve hiring, retention, equity and inclusion. We’re also partnering with organizations like DisabilityIN working to develop and strengthen strategies, policies, and procedures that advance disability inclusion. Our CEO, Roger Hochschild, is among 10 CEOs to sign a letter to Fortune 1,000 companies from DisabilityIN urging them to advance disability inclusion as well.

“When we have a psychologically safe, inclusive environment that enables our teams to work through conflict in a respectful and meaningful way, the solutions themselves are actually more inclusive and more creative.

This ultimately helps us deliver on our mission to help our employees, customers and communities achieve brighter financial futures.”

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“Since our employees are our greatest asset, a competitive advantage – the more they feel free to be their best selves at work and do their best work, the better the service we can provide to our customers, which helps everyone achieve brighter financial futures.”

How important is it for Discover to build a diverse and inclusive workforce in order to bring different perspectives and experiences to the table when making business decisions?

Diverse perspectives and experiences make us stronger, better able to serve our customers and are a key enabler to business success. First, by having a diverse employee population we are better able to speak to the needs and better serve our diverse customers. Second, diversity of perspective can also mean different and sometimes conflicting perspectives come to the table.

When we have a psychologically safe, inclusive environment that enables our teams to work through conflict in a respectful and meaningful way, the solutions themselves are actually more inclusive and more creative. This ultimately helps us deliver on our mission to help our employees, customers and communities achieve brighter financial futures.

Will you highlight the engagement and commitment of Discover’s management team and board for the company’s diversity and inclusion programs?

We believe that the most powerful thing a company can do to promote DE&I is to lead from the top. An important aspect of leading is listening.

Our leaders have been engaged in what we call “candid conversations” over the past few months, creating the environment where people can feel safe to speak open and honestly. From a strategic perspective, Discover’s Executive Committee has worked collectively to develop our company-wide North Star goals and this is the first time we created

an intentional strategy that connects our culture, colleagues and communities. It is about taking the time to make sure we have the right long-term enterprise-wide strategy for Discover. We regularly keep our Board of Directors informed of our DE&I strategies and key actions, and we are happy to have their full support.

Further, Discover has a DE&I Steering Committee where our CEO and President, Roger Hochschild, our Chief Legal Officer and General Counsel, Wanji Walcott, and our Chief Human Resources & Administrative Officer, Andy Eichfeld, serve as Executive Sponsors.

They are joined by several officers representing nearly all of our business units. Together, these leaders help to advance our DE&I initiatives.

How critical are metrics in order to measure the impact of Discover’s diversity and inclusion initiatives?

Metrics are table stakes for us at Discover.

Without the rigor of reporting and a data-centric mindset, we would be unable to truly know whether or not our strategy and efforts are having the intended effect towards meeting our goals for a more diverse, equitable, and inclusive environment, both internally and externally.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

Yes, absolutely I believe there are strong opportunities for women to grow and lead in the industry. It is important for companies to get connected with this talent early (high school/ early college), to start the attraction and work to cultivate women to lead in this industry. It’s

about developing and growing the pipeline.

Overall at Discover, we have strong representation of women, but are intentionally focused on increasing women representation amongst our leadership ranks. Additionally, we have programs in place that specifically focus on developing the women in our workforce.

On an enterprise level, Discover has committed to the Equity Pledge announced by The Chicago Network’s Campaign for Advancing Women Leaders in the Workplace. The pledge is a public commitment to work toward achieving 50 percent representation of women in leadership positions by 2030. The commitment includes abiding by the Equity Principles, a cornerstone of the campaign, to remove barriers, define success, evolve culture, enhance community, and maintain accountability.

What advice do you offer young people beginning their careers during this challenging and uncertain time?

Treat your career and your development the same way you would one of your business goals. Actually spend some time to set your goals and then develop a plan to lead you there.

Be a lifelong learner with a growth mindset and learn as much as you can along the way, leverage your existing network and be mindful and intentional about expanding it so the people in it can help inform your path and help you towards your goals, be agile and then ready and unafraid to pivot and change direction quickly if needed. Always keep your eyes focused on that end result you are seeking. Lastly, and most importantly, pay it forward and have fun.

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“All of our employees have a part in helping us to achieve our strategic goals, and it has been great seeing the way everyone is stepping up and making conscious efforts as change agents in full support and advocacy to move the needle.”

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Women Leaders

A Collaborative Studio

by James von Klemperer, FAIA RIBA, President and Design Principal, Kohn Pedersen Fox KPF is a collaborative studio, driven by a group of colleagues who believe that they can achieve the highest level of architecture by working together in search of the best ideas.

The firm operates as a meritocracy, where innovative design comes from talented staff at all levels of experience. The wisdom of senior professionals is balanced with the enthusiasm of youth.

Our staff come from a wide variety of backgrounds, representing many cultures and 51 countries. This broadens our vision and allows us to make buildings and places that serve the diversity of the populations who use them.

The firm is committed to do its part to redress a historical gender imbalance within the profession and achieve gender equality.

KPF promotes a work environment that is fully supportive of all. Such goals lead us to move beyond the concept of inclusion to the more holistic condition of belonging.

The excellence of our staff is strongly exemplified by our outstanding senior women leaders. The women profiled in this article – Jill N. Lerner, Hana Kassem, Marianne Kwok, Laura King, Rebecca Cheng, and Angela Wu – represent the highest level of talent and professionalism. They provide essential leadership for our practice across the globe. They embody the best of KPF’s culture, in their commitment to quality architecture, their dedication to improving the public realm, and their mentorship of junior staffers. I spoke with each recently about their work and career-defining projects.

J i l l N . L e r n e r, FA I A , Principal, New York Over the course of Jill’s more than 40-year career, she has developed and led KPF’s institutional practice while connecting the architecture industry with public policy. Jill’s work is characterized by innovation in planning, environmental sustainability, and attention to craft. An advocate for the New York City design and construction community, Jill served as President of AIA New York in 2013, and is a Board Member of the Municipal Art Society, the Regional Plan Association, and the New York Building Congress. Last year, Jill was appointed to Mayor De Blasio’s Climate Advisory Board to advise city leaders on achieving carbon neutrality by 2050.

“This is a critical time to focus on research, healthcare and education. KPF’s work on campuses in New York City, the US, and abroad will help our society solve some of the most pressing global problems, from climate change to public health. Our projects, exemplary in sustainability and innovation, will serve as magnets for the world’s great emerging talents, fostering multidisciplinary and cross-cultural collaboration and serving as catalysts for new and re-emerging city centers focused on bridging education, urban design and commercial development.”

About KPF. Kohn Pedersen Fox Associates (KPF.com) is one of the world’s preeminent architecture firms, providing architecture, interior, programming and master planning services for forwardthinking clients around the world. Its extensive portfolio includes a wide range of projects from office and residential buildings to civic and cultural spaces to educational facilities. Driven by individual design solutions, rather than a predetermined style, the mission of the firm is to create buildings and places of the utmost quality and contextual sensitivity, providing a valuable impact on the cities they inhabit.

CUNY Advanced Science Research Center at The Graduate Center of City College Center for Discovery and Innovation in New York

Hana Kassem, AIA LEED AP BD+C, Principal, New York During her 25-year career as an architect designing projects around the world, Hana’s international background has afforded her the ability to tailor her designs to their individual cultural contexts while maintaining universal commonalities such as sustainability, wellness, and resiliency. She applies a humancentric design approach to a range of different project types and examines how we affect our environment and how, in turn, our built environment impacts us. She currently serves on the NYC Mayor’s COVID-19 Advisory Council for reopening the city as one of two architects for the Real Estate and Construction sector.

“As architects, we play a big role in shaping the built environments that the majority of the world’s population inhabits. With that privilege comes the responsibility of understanding the impact that built environments and design have on people’s and organizations’ well-being. Our work at KPF addresses these issues at varying scales, from the public to the private realms. As the Wellness trend grows, through the COVID-19 era, we are honing in on design solutions that aim at more livable and healthier buildings and cities for the future.”

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“KPF is a collaborative studio, driven by a group of colleagues who believe that they can achieve the highest level of architecture by working together in search of the best ideas.”

Marianne Kwok, Director, New York Another leader in our New York office, Marianne has been with us for more than 25 years and has deep experience in architectural design for a variety of built commercial, residential, and cultural facilities in Asia, North America, and Europe. Since joining our team, Marianne has been the Senior Designer for some to the firm’s most high-profile and complex projects, including numerous corporate headquarters, mixed-use developments, and master planning projects in the world’s major urban centers.

“It is important for me to mentor young women throughout their careers at KPF. We are fortunate that our work allows the opportunity to positively shape cities and urban experiences around the world and it is vital that many voices and different viewpoints are included and contribute to that design process. At Hudson Yards, with an amazing team, it has been a privilege to be able to reconnect New York City’s urban fabric and to make a lasting impact on the city with new workspace and active public space.”

Laura King, AIA, Director, London Having lived and worked internationally in Asia, the U.S., and Europe for substantial periods of time, Laura has the unique ability to communicate across different cultures.

This experience makes her an ideal leader to help our global clients realize their international aspirations. Laura joined us in 2003 and has become an invaluable part of our team with key leadership skills that allow her to successfully manage and deliver projects around the world.

“During my time at KPF, it’s certainly become much easier to collaborate remotely, to the point where we were able to transition to working from home this year without missing a beat. This is especially important for our global collaborations, like One Nine Elms, with project team members located in London and New York and clients in China. In my experience, the best designs are realized with strong relationships, clear communication and close collaboration.

While advances in communication technology have undoubtedly helped, I still look forward to a time when I can build relationships faceto-face again; real-time human interaction is so critical to building real trust between people.”

Rebecca Cheng, HKIA RIBA, Principal, Shanghai

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Rebecca joined our firm’s Shanghai office in 2004 and brought with her substantial design and project administration experience in many sectors, including commercial, residential and leisure developments in Asia.

Rebecca oversees KPF’s local operations, liaising with clients and coordinating with consultants for projects throughout China.

“As business in China has been an important part of KPF’s work, we value our reputation and trust from our clients and city governments here. At KPF, my duty is to oversee the operation of our Shanghai office, to make sure we are unified in approach towards our global vison as a whole, which requires adequate empathy, observing, and connecting. Our practice in China has been strong for over 30 years and we strive to bring the best design result to the Chinese cities through working closely with local and international collaborators accustomed to our design process and local needs.

Our firm is fully embedded in the culture and social dynamics of the various cities where we are working. Communication and collaboration are always emphasized.”

Angela Wu, AIA, Director, San Francisco Angela joined our firm most recently and heads up our operations in San Francisco, leading all of KPF’s on-the-ground project coordination up and down the West Coast.

Meeting regularly with clients, Angela provides seamless communication and a streamlined approach to project management. She brings more than 20 years of architecture experience and has led a variety of projects in terms of both type and scale, ranging from singular residential, office, retail and institutional buildings to large-scale, mixed-program, multi-building complexes.

“KPF is a place where you truly feel equal with your peers regardless of age, gender, or cultural background. My personal motto has always been, ‘On our way to great architecture, people are our greatest assets.’ It’s so important in today’s world that we, as leaders, create a positive and encouraging culture that fosters collaboration and equality between genders. As women leaders, it’s especially important for us to serve as a reflection for the next generation of women to be thoughtful leaders who are unafraid to speak their minds and who are to create great architecture for the people.”

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Women Leaders

Serving Clients An Interview with Andrea Okun, Senior Vice President, Chief Strategy Officer, Savills North America EDITORS’ NOTE Andr ea Okun How do you describe the Savills joined Savills in 2019 and serves culture and how critical is culture as Senior Vice Pr esident, Chief to the strength and success of the Strategy Officer. She has nearly 20 firm? years of global strategy and comThe culture at Savills is entrepremercial experience. Her prior roles neurial, innovative and grounded in a include growth-focused strategy relentless commitment to serving clipositions at JPMorgan Chase and ents. Whether it’s launching new capaAmerican Express as well as combilities, like our Technology Practice mercial roles at Starwood Hotels & Group, or enabling industry-leading Resorts Worldwide and WillScot. technologies that help companies effiOkun also worked at McKinsey & ciently manage commercial property Andrea Okun Company as a strategy consultant, portfolios and make critical business focusing on the needs of finandecisions, everything we do flows cial institutions and law firms. She began her from that fundamental purpose. With nearly 900 career as an investment banking analyst at professionals between the U.S. and Canada, the Goldman Sachs. She earned a B.A. in govern- Savills North America region is large enough to ment and international relations from the be a major competitor in the market, yet small University of Notre Dame and an M.B.A. from enough to maintain its agile and collaborative Harvard Business School. culture. The camaraderie here is so real that it is palpable. Our people know each other and like FIRM BRIEF Established in 1855, Savills working with one another. Some of my Savills (savills.us) is one of the leading real estate colleagues have been at the firm for more than advisors in the world. Savills helps organi- 30 years and have built genuine, long-standing zations find the right real estate solutions bonds while others are just starting in their that ensure employee success. With services careers and learning the company. I have in tenant r epr esentation, workfor ce and found that, no matter your tenure, Savills has i n c e n t i v e s s t r a t e g y , w o r k p l a c e s t r a t e g y , an equitable and inclusive environment and project management, and capital markets, people who welcome new ideas, value unique Savills has elevated the potential of work- points of view and embrace diversity. places around the corner, and around the Culture is absolutely critical to Savills’ sucworld, for 165 years and counting. cess and the vitality of the organization. We

recognize that we are good individually but a force when we embark on a journey working together. If our mission to deliver on behalf of our clients is our North Star, then our culture is what keeps us moving towards it. Authentically applying who we are as we serve clients, collaborate with partners and work as a global team is what makes us unique and special.

Will you provide an overview of your role and key areas of focus?

As the Chief Strategy Officer for Savills in North America, I have a wide range of responsibilities. However, at the highest level, I collaborate with the global and North American leadership teams to set short-, medium- and long-term corporate strategy for the company and ensure that we are prepared to execute on our plans effectively. Additionally, I work with colleagues across the organization, as well as partners and clients, to source ideas and feedback so that we are continuously surfacing new ideas and honing our strategy.

Business development, creative services, strategic initiatives and technology enablement also fall within my division. The work my team does is focused on helping the business grow.

This includes forming and strengthening practice groups and sector-specific expertise, bolstering our design capabilities and corporate collateral, assessing acquisitions and partnerships, and ensuring that our broader team is equipped to optimally leverage technologies.

“Culture is absolutely critical to Savills’ success and the vitality of the organization. We recognize that we are good individually but a force when we embark on a journey working together.”

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“The culture at Savills is entrepreneurial, innovative and grounded in a relentless commitment to serving clients. Whether it’s launching new capabilities, like our Technology Practice Group, or enabling industry-leading technologies that help companies efficiently manage commercial property portfolios and make critical business decisions, everything we do flows from that fundamental purpose.”

I also take mentorship and professional development very seriously. It is so important that we focus on the growth and advancement of our people to cultivate the next generation of Savills leaders. It is how we maintain that culture I mentioned before, and it ultimately makes us stronger.

Will you discuss the key strategic priorities for Savills during this unprecedented time?

The novel coronavirus pandemic has brought much uncertainty to many individuals, communities and businesses globally. We remain steadfast in our commitment to serving clients during this unprecedented time, and our top priority is ensuring the health and wellbeing of our people and the organizations with which we work.

Savills has grown significantly in North America over the past two years. During this active period of coast-to-coast expansion, the firm has acquired several top brokerage offices and hired teams and consultants in markets including Calgary, Dallas, Detroit, Houston, Minneapolis, Nashville, New York, Seattle and Washington, D.C. At the beginning of quarantine, we announced the acquisition of MACRO Consultants, a leading project management consulting firm with nearly 100 employees. Keeping this momentum and upward trajectory despite the challenges of COVID-19 has been a key objective.

We have used the quarantine period to build the business to be even stronger than before. Our chairman and CEO, Mitchell Rudin, has been a champion for authentic engagements with contacts and colleagues. Since the beginning of the pandemic, he has encouraged us to safely connect with others to check in and understand their needs. Not only is this camaraderie and citizenship the essence of who we are, but it enables us to focus on bolstering current solutions and specialty services and augmenting industry-leading sector capabilities with a client-first mindset.

How has Savills adapted the way it works to adapt to the challenges caused by the pandemic?

Savills plc entered the second half of the year with resilient and profitable H1 performance. The firm has a strong balance sheet and was the only one of the largest “Big 5” global, public commercial real estate services firms that was net debt positive following mid-year VOLUME 44, NUMBER 1

earnings reports. Savills’ solid financial standing helps us withstand these economic downturns and has helped us retain nearly our entire workforce during this pandemic.

While we are proud to have completed the largest transaction of the year in multiple markets, including Philadelphia, San Jose and Orange County, California, and the State of New Jersey, we have had to adjust to local, state and federal laws and social distancing requirements. Technology has allowed our teams to collaborate and support our clients and colleagues seamlessly from home. Our very own Knowledge Cubed platform has helped clients manage large and small portfolios and instantly develop presentation-ready reports from the comforts of couches and home offices.

The relationships among colleagues and our interactions with clients have broadened and deepened during the pandemic. Tools like Zoom, Microsoft Teams and Jabber and other video-based platforms have also helped us to connect with more people (virtually) face-toface than we may have done pre-pandemic.

There are more conversations around people’s mental and physical well-being, national and global events and our lives beyond the context of a transaction or project.

We have also ramped up our thought leadership through publishing whitepapers and hosting webinars covering topics ranging from workplace strategy considerations to lease audit approaches. Our goal is to provide clients, and the community at large, with expert insights and resources that answer questions relevant to their businesses.

How critical is it for Savills to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

Building a diverse and inclusive workforce is incredibly important to Savills and to me.

Working with diverse teams helps any organization operate most creatively and optimally.

Bringing in people with unique backgrounds and varied experiences together leads to a more thoughtful approach, unique insights and innovative ideas. The firm is committed to doing more to enhance diversity within the company and the commercial real estate industry. In our recruiting efforts, we are committed to increasing diversity at every level of the organization, and we are proud to share that nearly all of

the executive hires and promotions at the HQ level since January 2019 have been women and/or people of color. To foster a culture that further values diversity, we have begun forming employee-driven resource groups to build community within the organization, provide a platform for underrepresented groups and keep a pulse on the evolving needs of our people.

Additionally, this year we launched our Junior Broker Development Program, a 15-month rotational program aimed at providing candidates who have graduated from four-year institutions a paid opportunity to advance their commercial real estate careers.

The inaugural class of 10 associates is 90 percent diverse.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

It is no secret that women, people of color and other minority groups are underrepresented in commercial real estate. There are a few outliers, but the truth is that we all can do more to create additional opportunities for women to grow and advance in this industry. Proudly, I can say that Savills has made great strides in this area. As a U.K.-based organization, and member of the FTSE 250 Index, Savills plc aims to align with the U.K. government backed Hampton-Alexander Review targets for female representation at board and senior management levels. Hampton-Alexander’s most recent study of FTSE 350 companies found that women held 30 percent of directorships as of June 2019.

Among companies of our size, Savills ranks #1 in our industry as a leader for gender diversity in the boardroom, with 37 percent (exceeding the Hampton-Alexander Review target of 33 percent) of the positions on the Global Board of Directors being held by women. Also, with four dynamic women on the board in North America, Savills is among 56 percent of companies in the U.S. and 63 percent of companies in Canada with more than three female board members. Finally, women make up nearly 60 percent of our Occupier Services team, more than one-third of the project managers and 100 percent of the workplace strategy experts at the firm in North America.

These are laudable accomplishments, but the work is never done. We are unabashedly committed to hiring, retaining, developing and promoting our women, as well as people of color and other minority groups.

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Women Leaders

Core Values An Interview with Stephanie Smith, Senior Vice President – Supply Chain, The Home Depot EDITORS’ NOTE Stephanie Smith is a key priority. As a leader, the most Senior Vice President of Supply Chain important thing I can do is to support for The Home Depot. She is responsiour associates, ensuring they are at ble for direct fulfillment operations the forefront of all our decisions. This across online, appliance, consumer in turn creates a safe, productive and and pro channels, as well as all the supportive work environment. development and build of all new Will you provide an overview platforms supporting customer fulof your role and key areas of focus? fillment across Home Depot. She I lead The Home Depot’s downjoined the company in 2003 and stream supply chain. Our upstream has held roles of increasing responsupply chain supports our stores, and sibility in store operations, merthe downstream supply chain supports Stephanie Smith chandising operations and supply all of our direct-to-customer fulfillchain. Most recently, Smith was Vice ment. This includes online fulfillment President of Supply Chain Development. Prior to and delivery, appliance delivery and installajoining the company, she was a consultant with tion, and Pro support and delivery. Downstream Ernst & Young. She has served as Co-Chair for includes about 100 existing fulfillment centers, the Supply Chain Council of the Metro Atlanta all parcel, third party, and fleet deliveries, as Chamber of Commerce and currently serves on well as all building design and technology the Board of Directors for the Supply Chain and innovation to support our new initiatives and Logistics Institute at the Georgia Institute of buildings.

Technology. She was also recently appointed to serve on the Georgia Freight and Logistics Commission. Smith has a bachelor’s degree in industrial engineering from Georgia Institute of Technology.

“The greatest gift

our founders gave

C O M PA N Y B R I E F T h e H o m e D e p o t (homedepot.com) is the world’s largest home improvement specialty retailer with 2,295 retail stores in all 50 states, the District of Columbia, Puerto Rico, U.S. Virgin Islands, Guam, 10 Canadian provinces and Mexico. In fiscal 2019, The Home Depot had sales of $110.2 billion and earnings of $11.2 billion. The Company employs more than 400,000 associates. The Home Depot’s stock is traded on the New York Stock Exchange (NYSE: HD) and is included in the Dow Jones industrial average and Standard & Poor’s 500 index.

How do you define The Home Depot culture and how critical is culture to the strength and leadership of the company?

At The Home Depot, we truly believe our culture is what defines our company and makes us a special place to work – it’s our competitive advantage. The greatest gift our founders gave us is our core values. We focus on taking care of our people, so they take care of customers – everything else takes care of itself.

Our associates are the heartbeat of The Home Depot and supporting them through this time of uncertainty and beyond continues to be 106 LEADERS

us is our core values.

We focus on taking care of our people, so they take care of customers.”

How has Home Depot’s supply chain adapted the way it works during this challenging and unprecedented time?

In 2017, we set out to offer the fastest, most reliable delivery in home improvement.

The current environment has reinforced our strategy. Customers have been moving in this direction, with a need for greater delivery capabilities and flexibility, for a long time. COVID-19 truly underscored the need for this shift as delivery is growing faster than anyone previously thought.

It also showed how we’re on the right track

with our supply chain expansion. Because we had a foundation in place to build out our network, it was easier to pivot. For instance, with the growth in e-commerce orders, we needed to shift a market delivery center for the Chicago area to handle direct fulfillment of online orders.

We were well-positioned to pivot and could meet this need within three weeks.

How critical is it for Home Depot to build a diverse and inclusive workforce in order to bring diverse ideas and perspectives to the table when making business decisions?

Diversity makes us a better company. Our commitment to continue building a diverse and inclusive workplace is consistent with our values. Last June, we established a cross-functional task force to look broadly across the company to identify, execute and measure actions that we can take to help achieve sustainable change.

To start, we’re focusing on supplier diversity, intentional mentoring of diverse managers and associates, expanding college recruitment efforts, and partnering with local organizations for volunteer opportunities.

Home Depot has many women executives in leadership roles throughout the company. Are there strong opportunities for women to grow and lead in the industry?

Absolutely. Home Depot’s culture respects and celebrates varying perspectives and backgrounds, and the company provides great opportunities for everyone. At Home Depot, we encourage associates to take not only vertical promotions, but lateral moves as well, and jump on opportunities to learn all aspects of the business. Taking on new challenges is a skillset all its own. How to move into a new area, learn quickly, have flexibility and rely on leadership skills is a great way to build confidence and open up your career path.

What advice do you offer to young people beginning their careers who are interested in working in the retail industry?

Step outside your comfort zone; that’s when you can learn the most. Once you discover your strengths, use those to make you a better leader. In my career, I have taken roles in new areas around the company that I was often scared to take, and where I wasn’t always sure I would be able to succeed. However, I was able to use strengths like empathy, listening, analytics and problem-solving skills, and those roles propelled me to where I am today.

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VOLUME 44, NUMBER 1

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This is Enterprise AI. Š 2020 C3.ai, Inc. All Rights Reserved. is a mark of C3.ai, Inc.

Women Leaders

Diversity, Equity and Inclusion An Interview with Pamela Y. Abner, MPA, CPXP, Vice President and Chief Diversity Operations Officer for Mount Sinai Hospital Groups, Office for Diversity and Inclusion, The Mount Sinai Health System EDITORS’ NOTE Pamela Abner our organization’s subject matter experts is r esponsible for system-wide to raise awareness and provide educaadministrative, fiscal, policy and tion and guidance on topics of bias, racpractice-r elated management ism, cultural differences, LGBT health activities to sustain diversity, and caring for people with disabilities. inclusion and equity. She collaborates Additionally, we seek to advance underwith hospital and medical school represented minorities into leadership leadership to establish best practices, roles within the organization and partconduct integrative work and ner with schools and other networks to set the strategic, innovative make certain that we provide those from a n d programmatic agenda for underrepresented groups opportunities diversity, inclusion and equity across to grow and advance through mentoring Pamela Y. Abner all business lines. As a certified and by investing in their careers. We have patient experience professional talent pipeline programs from junior and and unconscious bias educator, Abner strives to high school levels through college and graduate develop and guide initiatives to create an inclusive school to introduce students to careers in healthenvironment. Utilizing research methodologies, care and medicine emphasizing social justice as a creating education curriculum and applying best core to our mission. In terms of our community, practices, she seeks to implement initiatives to we consider creating an integrated supplier diveridentify disparities and eliminate barriers to sity focus as a way to connect with and better the medical care, employment and education for health of our local community by increasing our underserved and underrepresented groups. Her overall spend with minority, women-owned and thought leadership and strategic management LGBT businesses. guidance was fundamental to Mount Sinai Health Another very important area of focus is utiSystem attaining several national rankings as the lizing patient demographic information to ascer#1 health and hospital system for diversity and tain variations in care outcomes. We have focused inclusion management. Abner earned a bachelor’s on learning from our hospital front line staff and degree from Brown University and an M.B.A. from Columbia University.

patients to identify the best methods to collect patient background. We know that it is essential to have accurate data on the backgrounds of patients in order to identify potential gaps in care. Over the past several years, we have been successful in improving our patient data completeness and that robust information now allows us to analyze the impact of COVID-19 and other health conditions using several variables. In collaboration with our data science team, we are able to use race and ethnicity data along with other socio-economic information to identify potential differences in outcomes.

How critical is it to increase diversity at both the medical school and at the health system and will you highlight Mount Sinai’s efforts to build a more diverse and inclusive workforce?

With regard to the medical school, we have made some progress on the faculty side, but there is still work to be done to increase the number of Black and Brown faculty members as we see that gaps exist in leadership levels. Likewise, we continue to focus on supporting Black and Brown students in our medical, graduate and nursing school programs, recognizing the need to provide them with an inclusive learning environment free from bias and racism.

INSTITUTION BRIEF Mount Sinai Health System (mountsinai.org) encompasses the Icahn School of Medicine at Mount Sinai and eight hospitals, as well as a large and expanding ambulatory care network. The eight hospitals – Mount Sinai Beth Israel, Mount Sinai Brooklyn, The Mount Sinai Hospital, Mount Sinai Queens, Mount Sinai St. Luke’s, Mount Sinai South Nassau, Mount Sinai West, and New York Eye and Ear Infirmary of Mount Sinai – have a vast geographic footprint throughout the New York metropolitan region.

Will you provide an overview of your role and main area of focus at Mount Sinai Health System?

When I joined Mount Sinai in 2014, my role was to help create a structural framework to anchor a system-wide initiative based on best practices in organizational diversity management. We created what we refer to today as the Office for Diversity and Inclusion at Mount Sinai Health System. The scope of my responsibilities touches all system hospitals, schools and corporate divisions. The main focus of our division’s work is to serve as 108 LEADERS

Mount Sinai Beth Israel on Manhattan’s Upper West Side VOLUME 44, NUMBER 1

Mount Sinai Beth Israel Brooklyn

We have ongoing efforts within the health system working directly with our human resources teams to intentionally identify potential talent within our healthcare organizations and provide opportunities for advancement. We know that most often people recruit from within their circles of like individuals and that biases get in the way of addressing the dearth of talent diversity. We are disrupting this process in part through continued education to raise awareness of and mitigate biases and also by looking more deeply within our organization and communities to identify talent and support advancement of Blacks and other marginalized groups into leadership roles.

One example of recent efforts to build a more equitable and inclusive organization relates to our system Quality Leadership Council, a committee comprised of our chief medical officers, hospital presidents, quality and patient experience leaders and chief nursing officers. There are approximately 65 individuals on the council who until recently were predominately white. When we started to have conversations about COVID and the disproportionate death rates in Black and Brown communities, that prompted us to take a closer look at the intent and composition of this council. As a result, we are moving forward to declare equity a key component of our system-wide quality agenda, actively engaging the leadership group in learning together to discuss matters of racism and utilizing demographic data such as race and ethnicity as part of our standard quality analytics. Equally important, we are expanding the membership of the council to include Black leaders and are intentionally advancing and recruiting Black leaders in system quality roles.

How critical are metrics in Mount Sinai’s diversity and inclusion work in order to measure the impact of your efforts?

Metrics are key so that we are able to evaluate progress as well as know where we have to VOLUME 44, NUMBER 1

dedicate resources and develop interventions to improve. For example, we have developed dashboard reports to analyze talent gaps, and our enterprise reporting team provides us robust analytics on care outcomes reflecting varying patient demographics. We also endeavor to engage with our staff, faculty, students and patients to gain an overall sense of the organizational climate and patient experience. We recognize that obtaining feedback and using metrics to evaluate our work is crucial for us to move forward to create a culture of respect and provide the best work, learning and patient care environment. In this regard, we have made significant strides in partnering with and learning from our LGBTQ community, staff, students, and

patients to establish a most welcoming and sensitive environment, providing culturally appropriate care for LGBTQ patients.

Are Mount Sinai Health System’s diversity and inclusion efforts consistent and seamless throughout all of the hospitals or do you customize the programs based on the hospital location and specific community?

I would say that our intention and overall mission to establish diversity, equity and inclusion (DEI) as key business drivers is seamless though the specific efforts and activities may vary within different parts of the organization. To this end, we work directly with our hospital presidents, corporate entities and school leaders to promote a unified approach to establishing and embedding the core values of DEI as foundational within the system. As an example, we have diversity councils at all sites which allows us to harness perspectives and hear the experiences of a broad range of individuals.

Each council develops DEI priorities and makes recommendations to focus on the issues that are most relevant to that particular location or unit. Recently, our system-wide antiracism task force set forth a road map and set of strategies and interventions to promote and sustain an overarching organizational commitment to eliminate racism in all its forms.

Do you feel that progress has been made on the issue of gender equity in the workforce and how is Mount Sinai focusing on providing opportunities for women to grow and lead within the organization?

Within our healthcare organization, we have many women in our workforce and within leadership roles. We continue to build on that strength with women mentoring and supporting the development of colleagues and future leaders. Further, our dean of the medical school has recognized the importance of gender equity and established the Office of Gender Equity in Science and Medicine to address structural equity policies and procedures with an aim toward eliminating gender bias and creating an environment where all have opportunities to succeed.

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Women Leaders

Promoting Healing and Healthy Futures for Survivors An Interview with Janet Jensen, Founder, The Jensen Project EDITORS’ NOTE Janet Jensen is the this because I, too, am a survivor of Founder and Executive Director of sexual assault. It happened one The Jensen Project where she leversunny afternoon when I was jogging ages her str engths in business, in a park, and the details of it are still innovation, and creativity to culvivid in my mind. Equally vivid is tivate opportunities for individuthe response of the police and medials and organizations dedicated to cal personnel when I reported the empowering survivors of sexual vioattack – their skepticism, their detachlence and reducing exploitation. ment, their apparent belief that either While she holds a bachelor’s degree I was making it all up or that if it in business administration and a did happen, it wasn’t all that serious.

Series 7 license from FINRA, Jensen Decades have passed but those two Janet Jensen is an entrepreneur at heart and has moments are still frozen in time. That launched multiple businesses, founis the life-altering impact that this hordations and social initiatives. She served on the rific crime can have. boards of numerous organizations dedicated to Out of that experience came my determisocial change and self-empowerment and is a nation to create a better tomorrow for others frequent speaker on college and university cam- like me. Following my assault, I decided to get puses, sharing her personal story of trauma and more directly involved in making a difference resilience and promoting an environment of in my local community. I underwent training compassion, empathy, and support for survivors. and began volunteering as a victim advocate for a local rape crisis center in Texas. Ten years ORGANIZATION BRIEF The Jensen Pr oject later, I had helped more than 50 survivors and, (thejensenproject.org) is a nonprofit organiza- while I was grateful to have been of support to tion fueling strategic partnerships in the fight them, it led me to the realization that the scope against sexual violence. of victimization was enormous and much more was needed to address the complex What was your vision for creating The challenges facing survivors. I reached out to Jensen Project and how do you define several national organizations and became its mission? a public speaker and advocate. In 2017, I The origins of the Project go back to the founded The Jensen Project with the mission early 1980s. My vision has always been to pro- of combating sexual violence against women vide access to opportunities and resources that and aiding the victims of such violence. We promote healing and healthy futures for vic- do that by honoring their lived experiences, tims. I cannot emphasize enough how impor- validating their voices, and collaborating tant it is for survivors to know that they are strategically with other stakeholders to create seen, heard, valued, and supported. I know and support sustainable solutions.

How has the work of The Jensen Project evolved since its founding?

One of the most important things that my staff and I learned when we were developing our organization was that there are many deeply committed organizations that are doing the hard, face-to-face work it takes to help survivors of sexual violence. These organizations all face similar obstacles, particularly in raising funds to support operations. We knew that The Jensen Project could meet this need by mobilizing a national network of stakeholders who have the financial capacity to help, but lack the capacity to vet programs or evaluate sustainability. We designed a system that encompasses safe housing and economic empowerment initiatives, addressing the short and longterm needs of survivors. Our research continues to reveal the myriad of amazing but underfunded programs across the U.S. as well as unfunded ideas. We knew there was much more happening than we were unaware of which led us to create the “GrantTank,” a unique application-based program that awards $2 million in annual grants ranging from $100,000 to $1 million, depending on need. The response has been overwhelming and we are thrilled to provide much-needed support to so many deserving organizations.

Will you highlight The Jensen Project’s holistic approach?

It takes funding to support organizations devoted to helping victims of sexual violence, but that’s just the starting point. They need additional resources and strategic partnerships to accomplish their missions. The Jensen Project’s holistic approach analyzes the needs of each nonprofit and empowers them with organizational support to reach their annual objectives. We offer

“We designed a system that encompasses safe housing and economic empowerment initiatives, addressing the short and long-term needs of survivors.”

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“In 2017, I founded The Jensen Project with the mission of combating sexual violence against women and aiding the victims of such violence. We do that by honoring their lived experiences, validating their voices, and collaborating strategically with other stakeholders to create and support sustainable solutions.”

leadership development, inspiration, ingenuity, and innovative solutions to tackle some of their most challenging issues, freeing them to do what they do best – serve survivors.

Will you discuss The Jensen Project’s strength in providing insights and thought leadership?

Many organizations in our field start from the ground up, led by determined individuals who are the first “hands and feet” of the organization. Essentially, they begin at the programmatic level and learn the aspects of administration and development over time. They are building the plane while flying it. The result is often an underresourced and understaffed organization. They need space to develop their leadership skills and cultivate a network of like-minded professionals and to get support with staffing, cash flow, fundraising, day-to-day operations, and more.

That is where The Jensen Project can step in. We work with organizations to forge partnerships that address all their challenges. We provide an objective perspective as well as consultation in strategic planning and program development.

While you are dedicated to stopping violence against women, you are also involved in the fight against human trafficking. Are these problems connected?

There is an undeniable connection between these problems. Human trafficking is one of the most violent crimes that could be committed against a person and encompasses a host of sexual offenses. According to one recent estimate, 40 million people are trafficked across the globe and the annual profits are a staggering $150 billion. Traffickers usually operate in two industries, commercial sex and manual labor, but there is

considerable overlap between the two, with many of the women exploited sexually. While it is a crime that impacts every community in our nation, it is often undetected and underreported.

Catching, prosecuting, and convicting human traffickers is difficult, frustrating work. The enforcement policies exist, but there are many challenges, such as competing law-enforcement priorities and lack of financial resources. Traffickers recognize that this is a difficult crime to identify and prove, and they are very good at insulating themselves.

Cases typically rely on the testimony of traumatized victims who are asked to face their abusers in court and relay the details of their ordeal to a judge and jury. That process can be terrifying, not to mention life-threatening. Many victims are unable to pursue justice, leaving them without the critical victim compensation and resources they need to heal.

What can be done to improve this situation?

The starting point is a collaborative response that addresses all aspects of the problem: prevention, intervention, restoration, and prosecution.

That means passing effective legislation and establishing community-based programs with prevention education, community awareness, outreach to vulnerable persons, life skills development, victim-centered judicial systems, and training for all professionals. We also need safe housing, victim services, economic empowerment, dignified employment opportunities, and access to higher education and job development for victims. The crime of human trafficking is always evolving and we must evolve with it. By combining our resources, financial and otherwise, we can present a unified front against a common enemy.

How do you define success for The Jensen Project?

Violence against women of any kind has no place in the world. While we can’t prevent all acts of violence, we can mitigate their impact.

We can improve society’s response to victims, change their access to life-giving resources, and ensure a hopeful future exists for those who want it. We believe success is defined by the number of individuals who receive safe housing and holistic support through our grants, by the growth in capacity of our partner organizations, by the individuals who successfully reintegrate into their communities, by the transferrable skills demonstrated by our survivors, and by the protections put in place through effective state and national policies.

Are you able to take moments to reflect and appreciate the impact of your work and what you have accomplished?

That’s a good question. It’s true that I’m guilty of getting so caught up in the work that I do forget to step back and consider all that I’ve accomplished or what we’ve accomplished as a team, but then I remember some of the highlights. For example, in 2016 I sponsored the Stand Up, Speak Up video contest for students at the University of New Haven to raise awareness about sexual misconduct on college campuses and empower students to take an active role in changing the culture. Afterward, the university awarded me an honorary Doctorate in Humane Letters. That’s a moment I’ll never forget. Beyond that, I’m still here, I’m still standing, and I’ll do everything in my power for the rest of my life to make sure that victims of sexual violence have the space to say the same things.

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“We work with organizations to forge partnerships that address all their challenges. We provide an objective perspective as well as consultation in strategic planning and program development.”

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Women Leaders

A One-Stop Platform An Interview with Dr. Jianyu Zhang, President and Chief Executive Officer, ICBC (USA) NA EDITORS’ NOTE Dr. Jianyu Zhang offices. Its service network covers six is the President & CEO of ICBC (USA) continents and international financial NA and also serves as an Executive centers around the world.

Director on ICBC USA’s Board. Prior Will you discuss ICBC’s history to her current role in the U.S., Dr. and presence in the U.S. market?

Zhang had served as Deputy General In the U.S. market, ICBC has four Manager of the Personal Banking institutions providing a full range of Department of ICBC, as well as Deputy financial services to its customers. ICBC General Manager of the Private New York Branch engages in wholesale Banking Department. She contribdeposit-taking, lending, and other bankuted to the growth of ICBC’s personal ing services primarily for business clibanking and wealth management ents. ICBC USA is a national bank which Dr. Jianyu Zhang business which both maintained provides banking services with its local dominant market share in the Chinese network in major urban centers. ICBC FS market. During that period, ICBC’s Personal Banking serves institutional customers with securities clearand Private Banking business was ranked as Best ing and financing services. ICBC Standard New Consumer Bank and Best Private Bank in China York provides trading service of securities, comby Global Finance, Asian Banker, The Asset, and modities and foreign exchange. The four instituEuromoney more than once. tions have the mission of promoting the ICBC brand in the U.S. and committing to provide a compreCOMPANY BRIEF ICBC USA (icbc-us.com) is a hensive range of financial services to the local and national bank chartered by the Office of the cross-border market between the U.S. and China.

Comptroller of the Currency. The Bank has been pro- We also support local community development and viding business and consumer customers with com- prosperity. prehensive services including depository accounts, What do you see as the opportunities for wire transfer and settlement, banking cards, real growth for ICBC in the U.S. market? estate lending, syndicated loans, commercial and From the local market point of view, the industrial loans, trade finance, and online bank- United States has been the most attractive location ing. It operates thirteen branches and two business for internationalized development in the banking centers in New York, Los Angeles, San Francisco, industry. The U.S. market is highly regulated and Seattle, and Houston. ICBC USA is a subsidiary of needs banks of all shapes and sizes to meet the Industrial and Commercial Bank of China Limited financial needs of American businesses and com(“ICBC”), listed on both the SSE and SEHK. munities. ICBC has considered lending as an important role for its U.S. presence, serving American and Will you provide an overview of ICBC and the overseas Chinese customers through commerhighlight the global strength and leadership of cial and retail lending with our branch networks. the business?

From the cross-border market point of ICBC is the largest bank in China and in the view, the globalization of Chinese businesses and world based on assets, according to The Banker’s increased trading activities between the U.S. and Top 1000 World Bankers ranking for 2020. The China were key motives for ICBC to expand to bank has its footprints in global markets, finan- the U.S. market. On one hand, as China becomes cial services including corporate banking, personal a targeted destination for outbound direct investbanking, asset management, financial market busi- ment, American businesses need Chinese banks ness, credit cards, and Internet finance. The bank that offer financial solutions and help them develop has been striving to grow and innovate while main- closer contacts with the China market. On the other taining stability, continuously enhancing its strategy in hand, since Chinese businesses have been rapidly mega retail, mega asset management, mega invest- expanding and have entered the U.S. market, we ment banking as well as international development, recognized the opportunities to follow our customand actively embraces the Internet. ers and provide financial services with our own ICBC is continually dedicated to improving local identity. internationalized development and its global netWill you highlight the strength of the work. At the end of June 2020, ICBC had estab- ICBC team in the U.S. market? lished 425 institutions in 49 countries and regions, ICBC has been actively establishing a global including foreign branches, subsidiaries and foreign network of banking services to consistently 112 LEADERS

enhance overseas financial service capability. Our strategic initiatives enable us to leverage our financial strength to adapt to local markets and coordinate with other overseas operations as a global bank capable of providing our customers with global financial solutions.

As ICBC’s presence in the U.S., ICBC New York Branch, ICBC USA, ICBC FS, and ICBC Standard New York are licensed to conduct various banking businesses, including retail and wholesale banking, broker services, financial trading services, etc., this enables us to leverage synergies to build a one-stop platform to serve personal, commercial and institutional customers with a full range of banking services.

As a global bank, ICBC USA has a strong management team, the majority of which is local talent that deeply understands culture differences, local markets, their peers, and industry practices. This workforce strategy effectively helps us to manage risks and develop a sound and profitable business model that is well localized and able to serve our customers effectively.

There is much concern about the state of U.S./China relations. How important is it that this relationship is positive and strong for the future success and benefit of both countries?

The United States and China are the world’s two largest economies. The relationship between the two countries has significant impact on the world’s economy more so than any other bilateral economic relations. The direction the U.S.-China bilateral relationship takes will directly affect the global economy and peace. We truly hope for a healthy and positive relationship for both economies.

First, a positive relationship will remove much of the uncertainties from the market, thus encouraging further economic activities, in particular, increasing business investments in both countries and improving both economies. Second, a positive U.S./China relationship will further support international trade between the two countries and millions of jobs in the United States, including jobs that Chinese businesses have created in America.

A strong relationship will also benefit both U.S. employment and Chinese businesses’ internalization progress.

For ICBC USA, as the extension of theICBC Global service network in the U.S. market, we will be actively engaged in providing financial services to our customers and strive to become a new bridge for Sino-U.S. trade and economic development.

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VOLUME 44, NUMBER 1

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Women Leaders

The Power of Every One An Interview with Lara A. Kalafatis, Chair, Philanthropy Institute, Cleveland Clinic EDITORS’ NOTE Lara Kalafatis was How did Cleveland Clinic’s named Chair of Philanthr opy Philanthropy Institute begin and Institute, Cleveland Clinic, in January how does the Institute operate within 2017. She is responsible for all philanCleveland Clinic? thropic initiatives and capital camThe Philanthropy Institute is relapaigns for Cleveland Clinic and tively new compared to the almost oversees the “Power of Every One” $2 100-year history of Cleveland Clinic. billion campaign that launched in Our volunteer trustees have been inteJune 2014. Kalafatis is a member of gral to our success and our history. the Executive Team of Cleveland The idea to establish a philanthropic Clinic. Previously, she served as Vice office for the enterprise was created President for University Relations and in the 1990’s by trustee Joseph F. Lara A. Kalafatis Development at Case Western Reserve Callahan as an effort to compete with University. In 2007, she was inducted our peers. Cleveland Clinic CEO Floyd into Leadership Cleveland and, in 2006, Crain’s D. Loop, M.D., agreed to establish an “Office Business Cleveland recognized her as part of the 40 of Development,” hiring the first staff member, under 40 class for her leadership and community William Grimberg, to launch the five-year public involvement. Kalafatis holds a B.A. in journalism campaign “Securing the 21st Century.” This inauand history from Indiana University Bloomington. gural campaign launched in 1997 with a goal of raising $225 million. In 2001, the campaign conINSTITUTION BRIEF Based in Cleveland, Ohio, cluded early after raising $256 million and supCleveland Clinic (clevelandclinic.org) is a porting the construction of the Taussig Cancer nonprofit multispecialty academic medical cen- Center, Cole Eye Institute and Lerner Research ter that integrates clinical and hospital care with Institute buildings. research and education. It was founded in 1921 The next campaign, “Today’s Innovations, by four renowned physicians with a vision of Tomorrow’s Healthcare,” led by trustee Bob Rich, providing outstanding patient care based upon the principles of cooperation, compassion and innovation. Cleveland Clinic has pioneered many medical breakthroughs, including coronary artery bypass surgery and the first face transplant in the United States. U.S. News & World Report consistently names Cleveland Clinic as one of the nation’s best hospitals in its annual “America’s Best Hospitals” survey.

Cleveland Clinic has approximately 66,000 caregivers including more than 4,200 full-time salaried physicians and researchers and 16,000 nurses who represent 120 medical specialties and subspecialties.

Will you provide an overview of your role at Cleveland Clinic and your key areas of focus?

I have been Chair of Cleveland Clinic’s Philanthropy Institute since 2017. I am responsible for strategy and management oversight of our philanthropic activities across the enterprise. Our vision is to raise funds to support Cleveland Clinic’s mission and strategic priorities. This includes our “Power of Every One” centennial campaign that has raised more than $2 billion to date and concludes at the end of 2021.

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ran from 2002-2010 and raised $1.4 billion, surpassing the campaign’s original goal of $1.25 billion.

Hallmarks of the campaign include the additions of the Miller Pavilion and Glickman Tower.

In 2012, under the leadership of CEO Delos (Toby) Cosgrove, the Institutional Relations and Development Office became known as the Philanthropy Institute.

Today, the “Power of Every One” campaign is guided by trustee co-chairs Larry Pollock and Stewart Kohl. Their leadership, numerous volunteer leaders and our team of more than 100 dedicated caregivers across the enterprise in Cleveland, Florida, Las Vegas and London guide our current philanthropic success.

What do you see as the key components to effective fundraising in the age of COVID-19?

For Cleveland Clinic, the keys to effective fundraising in the midst of the pandemic have been flexibility, teamwork and communication. In March 2020, it became clear that we would need to pivot our “normal” operations to respond to both the needs of Cleveland Clinic and the interests and needs of our communities.

We established a COVID-19 Rapid Response

In April 2020, as part of the COVID-19 Rapid Response Campaign, a team of volunteers from Cleveland Clinic’s Langston Hughes Center and employees from Meijer worked together to distribute 4,000 poulds of donated supplies to residents in need in the city of Cleveland.

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Lara Kalafatis addresses the virtual audience at the Cleveland Clinic Experience last July. The annual donor event, which features updates from enterprise leaders and the latest in Cleveland Clinic research, was held as a live virtual program for the first time this year.

fund which has raised more than $22 million to date. We worked with the community to gather PPE donations, hosted drop-off stations for much needed supplies, worked with the corporate community with in-kind support and aligned with Supply Chain and Innovations on a “make, donate, manufacture” work stream that continues to work together today.

Another important element of our efforts is communication. We took much consideration to ensure our donors and community received COVID-19 insights from our physicians, scientists and clinical leaders by utilizing many tools and methods of communication.

How critical has it been to provide timely and accurate information to Cleveland Clinic’s donors while also orchestrating care and response to the pandemic?

When COVID-19 shut down the country in March, we found ourselves in a unique position as a top healthcare organization during a public health crisis. Our donors had many questions and were relying on us as a trusted source of information. We worked closely with our leaders, physicians, researchers and our communications teams to deliver information rapidly and accurately to donors of all gift sizes.

We increased our email communications from monthly to weekly. We began a series of video interviews with our experts on COVID-19 specific topics. We offered webinars, phone calls, podcasts, and in July, hosted an all-day virtual event – Cleveland Clinic Experience – to engage, inform and educate our donors.

We also created a special edition of our Cleveland Clinic magazine to be entirely focused on COVID-19 with compelling stories and vivid imagery to capture this unique and impactful crisis.

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Our donor community has expressed to us how much this timely and trusted information has informed them and helped them as they’ve made decisions on their own families’ safety and well-being.

Cleveland Clinic has a long and storied past. How valuable has it been to have such deep experience and history in helping shape the institution’s response during this unprecedented time?

A large part of our history that continues to guide our principles today is our culture. For the past 100 years, Cleveland Clinic has held true to a commitment to work as a team of teams, guided by our leadership.

From the first days of the pandemic, our leadership provided clear direction and communication which helped guide the actions of the Philanthropy Institute during this unprecedented time.

The strength of our organization was put to the test in 1929 when a devastating fire almost destroyed Cleveland Clinic while it was still in its infancy. The community responded with philanthropic support to ensure Cleveland Clinic would remain a pillar in our community.

Just as our leaders did more than 90 years ago, our leaders today remain committed to innovation, working as a team, and caring for the community.

Has the experience of the pandemic impacted the way Cleveland Clinic will fund-raise in the future?

Ye s – l i k e m a n y o rg a n i z a t i o n s , t h e COVID-19 pandemic has changed the way we fundraise and will continue to influence how we communicate with our donors and host events in the future. Many of the changes brought on by the pandemic happened quickly, such as moving from in-person meetings with donors to engaging both virtually and over the phone.

Before COVID-19, plans were already underway to add virtual components to our inperson fundraising events, but the pandemic pushed us to implement them quickly and robustly. By going virtual, major fundraising initiatives, such as our annual VeloSano Bike to Cure for cancer research were able to reach a global audience and acquire fundraising participants from well beyond Northeast Ohio.

While our means of communicating may have changed, what has not changed is the relationship building with our donors and our communities. Through these challenging times, we have continued to engage the interests of our donors, patients and greater community with the mission and vision of Cleveland Clinic.

How special is it for you to work at an institution that has shown such leadership and resilience during this challenging and unprecedented time?

Our efforts have been a reflection of our physician-led leadership and our model of care, which from the beginning set the tone for how we reacted. Our CEO made it clear that Cleveland Clinic was committed to caring for its employees. In a time when other healthcare organizations were eliminating jobs and cutting pay and benefits, we did not. This commitment translated into an even stronger pride within our organization. Our caregivers wanted to know, “what can I do to help the organization that has my best interests at heart?” As a result, our Philanthropy Institute worked with HR and the Office of Caregiver Experience to create ways for our own caregivers to give back to our communities and to each other during these unprecedented times.

How strong we will come out of this and how strong we will be going forward in the next 100 years will be determined by our continued compassion, caring and collaboration as one team worldwide.

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Longtime VeloSano volunteer Tom Repko was one of 2,900 participants who took part in Virtual VeloSano, walking more than 26 miles in downtown Cleveland last summer to raise money for cancer research.

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Women Leaders

Human Purpose An Interview with Donna Murphy, Global Chief Executive Officer, Havas Health & You EDITORS’ NOTE Donna Murphy Will you highlight the history and joined the Havas network in 1987 heritage of Havas Health & You? and has devoted her career to its Havas Health & You started as a innovative health and wellness humble 40-person team in 1987 and offering. Murphy and her team has since grown into a massive force built Havas Health & You into of talent and capabilities with a global the largest health and wellnetwork of 4,500 people. Numbers ness communications network in of new agencies launch each year the world. She now leads 4,500 under our umbrella, and our people employees around the world at are encouraged to think innovatively mor e than 80 multidiscipline and creatively and to use their talhealth and wellness focused marents to meet unmet needs in the rapDonna Murphy keting agencies in 70 countries. idly changing category that is health.

Devoted to charitable endeavMuch of our growth over the years ors, she is a member of the leadership coun- can be accredited to the entrepreneurial culture cil of Home Base, a Red Sox Foundation and we foster at HH&Y, and the consistent focus to Massachusetts General Hospital program. remain on the cutting edge of the latest science She is also a member of the Coalition for and strategy to improve health outcomes. Our Healthcare Communication’s executive com- north star as we make decisions is what we call mittee and a board member of Project HOPE “human purpose” – how can we as a company (Health Opportunities for People Everywhere). improve quality of life for people around the In r ecent years, Murphy has been r ecog- world? nized for her many achievements, both proA few r ecent examples include the fessionally and philanthropically. She was launches of Havas Health CX, our data-led named a 2019 Visionary in the Top Women customer experience network, Havas Health in Healthcare Awards, Advertising Person of and Interscience (HH&I), a collaboration with the Year by Med Ad News, one of the 100 Japan’s largest medical agency, Havas ECS, the People Who Make Advertising Great by the first of its kind endocannabinoid consultancy, 4A’s, one of the Most Influential Women of the Year by The Irish Voice, and also earned the 2017 Irish America Business 100 Award.

She was also ranked third on the Medical Marketing & Media (MM&M) and PRWeek Health Influencer 50 list, named to MM&M’s Hall of Femme, and celebrated as Executive of the Year by the Arthritis Foundation.

Additionally, under her leadership, Havas Health & You was named Agency/Network of the Year by MM&M and one of Ad Age’s Best Places to Work in 2020, a recognition based on employee satisfaction and wellbeing. An alumna of Pace University, Murphy sits on its board of trustees.

and Havas Mango, our digital experience creation studio. In all these instances we saw great opportunity to push the boundary and bolster our offering. As we move forward in 2021 within a new health landscape, we will continue to meet the needs of our evolving industry and act as leaders in the sector.

How do you describe the Havas Health & You culture and how critical is culture to the strength and success of the organization?

As I mentioned, our guiding principle at HH&Y is acting with human purpose, and this includes how we foster our culture. Our network’s biggest strengths are those that come from fostering an environment that focuses on helping others live healthier and better lives and allowing our people to use innovation and creativity to do so. Our people come from all over the world with unique experiences, stories, personalities and skills, and they are each appreciated enormously. By instilling this unnegotiable value of respect and collaboration and fostering of the human spirit throughout our employees, we attract genuine people and create leaders who want to make a difference and act with a strong purpose to help people live healthier lives.

“Our north star as we make decisions

is what we call “human purpose” – how

can we as a company improve quality of

ORGANIZATION BRIEF Havas Health & You (HavasHealthandYou.com) unites Havas Life, Health4Brands (H4B), Havas Lynx, Havas Life PR and Havas Health Plus, all wholly-owned health and communications networks, with the consumer health businesses and practices of Havas Creative Group. Its customer-centric approach has the talent, tenacity and technology that health and wellness companies, brands and people need to thrive in today’s world.

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life for people around the world?”

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“Our community outreach is often propelled by our people who are given the resources needed to support their passion points in helping others.”

How has Havas Health & You adapted the way it works to address the challenges brought on by the pandemic and how proud are you to see the strength and resilience of your workforce during this unprecedented time?

Firstly, my utmost sympathy goes out to all of those personally impacted by Covid-19.

Throughout the pandemic, countless families dealt with illness, lost loved ones, and experienced profound financial loss. Supporting one another and our communities is my number one priority as we navigate and learn in these challenging times.

We, like most companies, learned without option what it meant to pivot. We shifted a global workforce of 4,500 people to work remotely, seemingly overnight, and we adapted our offerings to reflect a net new environment.

Our partners were looking for solutions to problems they never anticipated, and we worked incredibly hard to meet and exceed their expectations and provide guidance and support. We discovered more abruptly than ever what it meant to change the tires while on a car that was moving at 100 MPH, and we did so rather successfully. I am constantly impressed by the people within the HH&Y network who stepped up and worked so hard to overcome these challenges and came out better on the other side.

I believe that we’ll remember this time as one that was tremendously difficult, but one which ultimately led to some undeniable value, an immense learning opportunity, and a testament to the power of the human spirit. I am deeply grateful to all of our people.

What do you see as the keys to effective leadership and how do you describe your management style?

The key to effective leadership is hiring the right people with high-caliber morals and values, and a diverse set of talents and backgrounds. When you build a network of smart people that you trust, you are setting yourself up to manage in an environment where you can foster their ideas, support their endeavors, and overall encourage their growth as they work hard for a network they can rely on and be proud to be part of.

I aim to give my people all the guidance and resources they need for success while giving them the space and opportunity to take risks, act entrepreneurially, and grow professionally.

Most importantly though, I believe immensely VOLUME 44, NUMBER 1

in connected leadership. It is imperative to me to lead in a way that is grounded, human, and respectful, and in a way that prioritizes the wellbeing of my people. I work hard to make personal connections with every member of the HH&Y network because I sincerely appreciate them as hard-working members of our community and as individuals.

Havas Health & You is committed to building a diverse and inclusive workforce.

How critical is it to bring diverse perspectives and experiences to the table when making business decisions?

The sole reason our network thrives is because it is built upon diverse global voices where individuals of differing backgrounds can collaborate. When opening increased levels of racial dialogue with our people, we learned a tremendous amount. Firstly, we are a work in progress and still have a lot to gain from listening to the voices in and outside our business. I deeply appreciate the bravery of the individuals who came forward to offer their perspectives and opinions. This is an ongoing process, but we’ve used these viewpoints to further encourage inclusivity and highlight the importance of diversity within Havas Health & You. We’ve launched the HH&Y Diversity and Inclusion Council, which is made up of 25 senior employees, representing roughly 95 percent of agencies around the global organization. Havas Group’s Commit to Change has been implemented as well, where we vow to improve on data transparency, increased industry access, breaking systems and evolving, education and ownership, accelerating careers, amplifying diverse voices, and compensation accountability. We’ve also committed to 3 percent Conference attendance at the WAATBP (where are all the black people) Conference and Career Fair sponsorship. We recognize the importance of mentorship and are forming staff resource groups for employees of color and those within the LGBTQ+ community to talk openly about their experiences. It is clear that diverse voices are not only important, but completely necessary for the success of any institution, and this will be an ongoing priority for us moving forward.

Will you discuss Havas Health & You’s focus on corporate responsibility and community engagement?

Acting with humanity is a core value at HH&Y, and giving back to the community is a

pillar which we prioritize. As a member of the board of Project Hope, I have utilized our network to support in their endeavors as they work to provide health solutions to those in need all over the globe. Also, being on the Leadership Counsel for the Home Base Veteran and Family Care Foundation, I offer our talents to activate on their goals to provide health for U.S. veterans, service members, and their families.

Our community outreach is often propelled by our people who are given the resources needed to support their passion points in helping others. Havas Health & You has recently worked to support the following groups: Alzheimer’s Society, Breast Cancer Care, American Red Cross, Voluntary Service – Department of Veterans Affairs, Hoodies, Center for Great Expectations, Centre Point, British Heart Foundation, United for Global Mental Health, Movember Foundation, Breast Cancer Now, The Christie, and Save the Children, to name a few.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

Health as a category is very dynamic and constantly changing. Over my years in the industry, I have seen shifts in leadership styles, the way we work, consumer beliefs, and beyond.

I am confident that women, like the industry itself, will remain flexible and nimble in their approaches to leading in this nuanced category, and find great success as it continues to grow and develop. Within my own network, I am conscious of prioritizing female advancement and leadership, acting as a mentor where I can, and working to act as a role model to women in all phases of their careers. I have personally seen great gains in this area over the years and appreciate the progress that has been achieved so far. I look forward to the advances yet to come as this important dialogue continues.

What advice do you offer to young people interested in a career in health?

Health is relevant to everyone in the world. Every single person has a unique and deeply personal health story, and everyone can relate to wanting to live a healthier life. If a young person is interested in pursuing health as a career, I can strongly encourage them to do so if they are looking for work that is meaningful. I feel grateful every day that I am able to work in a category that makes an impact and makes a valuable difference in the way people feel and live.

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Women Leaders

Celebrating Differences An Interview with Traci Wade, Senior Director, Diversity and Inclusion, Oracle EDITORS’ NOTE As Oracle’s Senior (encouraging collaboration across genDirector of Diversity and Inclusion, erations), Military and Veteran Employee Traci Wade leads global programs Network, Oracle Latinos Alliance, Oracle that build awareness on the busiProfessional Asian Leadership, Oracle ness impact and value of a diverse Pride Employee Network, and Oracle and inclusive culture at Oracle. She Abilities Network. engages with senior leadership in creOracle Women’s Leadership, an ating and supporting strategies that organizational leadership development infuse and elevate a culture of incluprogram, aims to develop, engage, and sion and equity. During her career empower current and future generaat Oracle, she has played a key role tions of Oracle women leaders to foster in establishing the company’s first an inclusive and innovative workforce.

Traci Wade diversity and inclusion team in 2009.

With over 108 communities at local levSince then, Wade has become a strateels worldwide and over 200 volunteer gic thought leader and subject matter expert on and senior-level women serving as Community diversity and inclusion. She has received recogni- Leaders, Oracle women are supported in taking tion and awards for her commitment and control of their personal and professional developsuccess in leading Diversity & Inclusion corporate ment by carving a meaningful career path. efforts, which include: 2017 Top Diversity and Inclusion Executives in Corporate America by Black Enterprise Magazine, Bridging the Gap Award by 2015 by San Francisco African-American Chamber of Commerce, Corporate Champion of the Year in 2012 by Black Data Processing Associates, Rising Star at the Women of Color STEM Conference in 2013, and Outstanding Corporate Contributor by Black Data Processing Associates in 2013.

COMPANY BRIEF Oracle’s (oracle.com) mission is to help people see data in new ways, discover insights, and unlock endless possibilities. The Oracle Cloud offers a complete suite of integrated applications for sales, service, marketing, human resources, finance, supply chain and manufacturing, plus highly-automated and secure generation two infrastructure featuring the Oracle Autonomous Database.

Will you highlight Oracle’s commitment to diversity and inclusion?

At Oracle, we don’t just respect differences – we celebrate them. We believe that innovation starts with inclusion and to create the future we need people with diverse backgrounds, perspectives, and abilities. That’s why we’re committed to creating a workplace where all kinds of people can do their best work. We build a sense of community, develop future leaders and retain talent through our active engagement with our Employee Resource Groups which represent some of the diverse communities that make up who we are as a company. They connect us, empower us, and help us enact change. Currently, our Employee Resource Groups include: Alliance of Black Leaders for Excellence, Generation of Leaders Organization 118 LEADERS

“At Oracle, diversity and inclusion is built into the framework of how we think about and engage in business.”

Oracle Veteran Programs support the hiring, development and sense of community for our U.S. military veterans. Along with our Military and Veteran Employee Network, the Oracle Veteran Internship program provides integration and transition training to veterans injured during worldwide campaigns and training missions. The Oracle Veteran Guidon Program is our successful mentoring initiative to orient newly-hired military veterans and military spouses into the corporate environment as they transition to the Oracle culture.

Through our over 20 years of partnership with UNCF (United Negro College Fund), we provide in-kind scholarships and internships. Our broader internship program engages Black, Hispanic and Native American students across fields, from computer science to marketing. As part of the internship, we offer competitive salaries, roundtrip travel, corporate housing, and a $10K scholarship.

In addition, our ongoing investment in our many diversity and inclusion strategic partners all highlight our ongoing commitment to diversity and inclusion.

How critical is it that the diversity and inclusion function is integrated into business strategy?

Diversity and inclusion should never be a standalone program. At Oracle, diversity and inclusion is built into the framework of how we think about and engage in business.

Will you discuss the benefits of having diverse experiences and perspectives at the table when making business decisions?

It is imperative to recognize that leveraging different people – their varied backgrounds and experiences – assists with inspiring innovation. It is imperative to have a corporation that reflects our customers and partners.

How valuable is it in your role to have such a deep commitment and engagement from Oracle’s CEO and management team for its diversity and inclusion work?

D&I leaders direct engagement with executive leadership is important for inspiring thought leadership and change management. It signals to the corporation a true commitment to diversity and inclusion.

How critical are metrics to be able to track the impact of Oracle’s diversity and inclusion efforts?

Setting metrics to be able to analyze progress assists with moving the needle forward in diversity and inclusion.

Do you feel that there are strong opportunities for women to grow and lead in the industry?

Women and minorities in leadership roles are increasingly sought after in the tech industry.

McKinsey data has shown that women and ethnic minorities in leadership roles increase profits.

Different perspectives in the tech industry inspires innovation and leads to the next generation of solutions and technologies.

What advice do you offer to young people interested in building a career in the industry?

Take advantage of internship opportunities in the tech industry. Leverage your internship to gain professional expertise, engage with leaders and individual contributors, learn about all aspects of the industry, and build a network. Also, before you end your internship, identify a mentor who can assist with preparing you for the future workforce in the tech industry.

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Women Leaders

Diversity, Inclusion and Health Justice An Interview with Julia E. Iyasere, M.D., Dalio Center for Health Justice, NewYork-Presbyterian Hospital EDITORS’ NOTE A native of a leader in understanding and improvCalifornia, Dr. Julia Iyasere moved to ing health equity and go one step the East Coast to attend Yale University further, to proactively address the syswhere she graduated with a B.S. in temic inequalities that create condimolecular biology with a focus in neutions for poor health by addressing the roscience. After a year working in canstructural factors that determine health cer cell biology and cell signaling outcomes, for example systemic raccascades at Harvard Medical School, ism, education, and community develshe joined the Columbia community opment. Through key areas of action, at Columbia College of Physician and the Center will have an ever-widening Surgeons, eventually choosing to purimpact by creating a robust equity sue a dual degree with the Columbia database, improving health dispariJulia E. Iyasere Business School and graduating with ties, addressing social determinants an M.D./M.B.A. After completing of health (SDOH), expanding access her residency in Internal Medicine at Columbia, to care, and enriching education - first, within Dr. Iyasere stayed as Chief Resident before joining the NYP enterprise, our employees, staff, and the Section of Hospital Medicine. She completed a patients, second, within our local community, part-time fellowship in Medical Simulation at the and third, more widely, through advocacy NewYork-Presbyterian Simulation Center dur- nationally. ing her first year with the Division. Dr. Iyasere was How will the Dalio Center for Health the Director of LEAD Academy, a physician leader- Justice work to improve the health and ship and career development program at NewYork- well-being of its patients and communities?

Presbyterian Hospital and served as the Associate First, we inaugurated our initial event in DIO for GME and Associate Program Director for a series of symposia dedicated to diversity, the Columbia Internal Medicine Residency Program inclusion, and health justice. Our goal is to until she assumed her current role in July 2020. engage in discussions about diversity, inclusion, and healthcare equity across the orgaINSTITUTION BRIEF Located in New York City, nization, highlighting faculty research and NewYork-Presbyterian (nyp.org) is affiliated with innovations in the field of healthcare inequaltwo of the nation’s leading medical colleges, ity and/or diversity.

Weill Cornell Medicine and Columbia University Second, using a data-driven approach and Vagelos College of Physicians and Surgeons. in collaboration with hospital operations for NewYork-Presbyterian provides state-of-the-art implementation, we will develop new instituinpatient, ambulatory, and preventive care in all tional projects focused on patient care improveareas of medicine, and is committed to excellence ment and access to care. We will support in patient care, education, research, and commu- ongoing institutional efforts, such as the redenity service at ten hospital campuses: NewYork- sign of our ambulatory specialty clinics, as well Presbyterian/Weill Cornell Medical Center, as aide in the development of new endeavors, NewYork-Presbyterian/Columbia University Irving like the nascent Black Transplant Initiative, with Medical Center, NewYork-Presbyterian Morgan its mission to expand access to comprehensive Stanley Children’s Hospital, NewYork-Presbyterian organ-specific and pre-transplant care for Black Allen Hospital, NewYork-Presbyterian Westchester patients in New York.

Division, NewYork-Presbyterian Lower Manhattan Third, by coordinating and amplifying Hospital, NewYork-Presbyterian Lawrence Hospital in ongoing community-based initiatives, in Bronxville, NewYork-Presbyterian Brooklyn close collaboration with our university partMethodist Hospital, NewYork-Presbyterian Hudson ners, experts in the field of health disparities, Valley Hospital and NewYork-Presbyterian Queens. and local community-based organizations, the Center will promote NYP’s ongoing community Will you provide an overview of the Dalio mission to improve the health of our commuCenter for Health Justice at NewYork- nities through community/population health Presbyterian and how you define its initiatives, understanding and championing mission? economic empowerment, social engagement, With the launch of the new Dalio Center workforce development, neighborhood revitalfor Health Justice, NewYork-Presbyterian will be ization, and education.

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Finally, the Center will impact the broader community through strategic partnerships and advocacy for public policy advancements, leading the national conversation around health inequity and becoming a shining example of profound and necessary change.

What excited you about the opportunity to lead the Dalio Center for Health Justice at NewYork-Presbyterian and how do you plan to focus your efforts?

There is so much that excites me about the work of the Center – it’s truly the role of a career. I love Medicine, I always have. Now, being able to dedicate my time to identifying ways to make healthcare and health better, what is not to be excited about? Given the potential breadth of the work that can be done, a data driven approach to our work is paramount. As a foundation to the work of the Center, the early development of a detailed database will be vital to help us identify healthcare inequities that we will work to eliminate.

How critical is it for the Dalio Center for Health Justice to build a diverse and inclusive workforce in order to mirror the diversity of the communities it serves?

I think it’s critical for every organization to build a diverse workforce. The benefit of diversity in the workplace has been well described and leads to improvements in creative thinking, problem solving, and innovation. However, diversity in Medicine, given the documented benefits to patient outcomes, is especially important. Given the work that we do and the central role the Center has within our organization, it’s critical that we not only build a diverse workforce within the Center, but help others across the institution do the same.

What advice do you offer to young people interested in a career in medicine during this uncertain and unprecedented time?

There is so much critical work that we need to do – and no, it’s not easy – the things that really need doing rarely are. But for me, for every moment of challenge there has been an equal or greater moment of reward. Medicine is truly a remarkable field, one that still fills me with excitement and awe. Yes, this year has been unprecedented in many ways. But, buoyed by the ground swell of social activism across the country, changes that have been long sought in medicine are now possible. For those interested, explore that interest. Learn more about the field and the multiplicity of possibilities within it.

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Women Leaders

Finding Pockets of Opportunity

People, Process and Promotion

An Interview with Corinne Casagrande, Senior Vice President, Strategy, Broadbeam Media, a subsidiary of Active International

An Interview with Gemma Atkinson, Chief Operating Officer, International Division, Active International

COMPANY BRIEF Active International’s (activeinternational.com) purpose is to transform data into insights, strategy into action, and vision into value. With the entrepreneurial spirit of a startup, and the capabilities of a global corporation, Active continues to redefine what’s possible and turn possibilities into positive business outcomes. Active drives performance through industry expertise, its Corporate Trade Model, and portfolio of companies with a core competency in media, to create and deliver value for leading brands throughout their business life cycles.

EDITORS’ NOTE Corinne Casagrande brings more than 17 years of experience to Broadbeam Media, a subsidiary of Active International, where in her role as Senior Vice President, Strategy, she leverages her background in business analytics to identify pockets of previously unforeseen opportunity, maximizing marketing spend. Casagrande spent the majority of her career in the creative agency world where she spearheaded rebranding and marketing strategy, as well as conducted consumer research and wrote integrated marketing plans.

Corinne Casagrande

Will you provide an overview of your role and key areas of focus?

I help clients grow their business by finding pockets of opportunity.

Opportunity looks different for every brand - it could be a new audience, a new marketing strategy or a media tactic. It requires creativity, but I need to power that with research & analytics to find data-driven insights.

Digital media is an area of focus for me because there is always a new tactic or technology to evaluate and it could be a big opportunity or a big waste of money.

How do you define the Active culture and how critical is culture to the success of the company?

There is no innovation without risk, but employees need to feel brave to take risks. The Active culture is incredibly supportive of risk-takers and it allows me to do my job better and create more value for clients. Creating an environment that rewards and encourages creative solutions is very difficult in a large organization, but Active has managed to create an entrepreneurial culture. As a result, the entire company grows and evolves with our rapidly changing industry.

Will you highlight Active’s investment in digital and the growth opportunities that digital offers?

There have never been more ways to reach and study consumers than through their actions online. As a result, there is an explosion of technology and tools to help plan, buy and attribute digital media. Active has a unique purview on digital investment that comes from decades of early investment in high potential media as the landscape evolved. A great example of this today is our Private Programmatic Marketplace, in which we have leveraged positions across one billion unique impressions online to connect our clients, agency and media partners. By making strategic early investments, we’re able to deliver premium inventory with precise targeting capabilities in a way that delivers outsized value for both our clients and agency partners.

Will you discuss Active’s commitment and emphasis to research?

Research is a key way of mitigating risk in untested or unproven marketing strategies. At Active, we dive deep into the consumer, industry and marketplace. Active has partners in all aspects of media and marketing. Our partners provide us with timely and invaluable information, and the company has invested to make sure we have access to data and cold, hard facts to hold our partners accountable. Having our own source of truth empowers us to be better collaborators, negotiators and partners.

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EDITORS’ NOTE Gemma Atkinson is an experienced business leader and Chief Operating Officer at Active International, where she has responsibility for designing and implementing business strategy and people strategy across Active’s international offices. She began her car eer in TV pr oduction befor e moving to media sales where she later held the position of Sales Director at DCM. She spent time in recruitment before joining Active International as U.K. Head of New Business before progressing to her current position. She is a qualified Gemma Atkinson Executive Coach who takes an action-focused appr oach to aid personal and pr ofessional development. Atkinson is also an NLP Practitioner qualified in psychometrics including MBTI and Hogan. She earned an M.B.A. from Edinburgh Business School.

Will you provide an overview of your role and key areas of focus?

As COO of the International Division, the remit is broad covering many areas of our business. My key focus can be described as people, process and promotion. People is a focus on how we develop our “Activians” through a culture that is embedded in learning and a growth mindset. Process is everything to do with ensuring we have the infrastructure and foundations for a successful organization, crafting our long-range plan and strategy. Promotion is both external and internal and is about how we engage with our partners through marketing, account management and taking a proactive approach to the next alongside the now. Promotion is also about harnessing our internal values, culture and sense of belonging to the Active ambition. Across the division we celebrate the importance of being active as well as reflective, both at a company and individual level.

Will you highlight Active’s international operations and global footprint?

The International division has a presence in Australia, Canada, Chile, France, Germany, Hungary, Italy, South Korea, Mexico, Poland, Spain and the U.K. alongside our U.S. business and China.

Each office has expertise in Corporate Trade with an offering that is tailored to the local market while also enabling multi-territory opportunities for brands, agencies and advertisers. Our ambition is to “Achieve More” for all our partners, delivering value and positive business impact.

Where do you see the greatest opportunities for growth for Active’s international business?

The “What’s Next Economy” is a term that is widely debated given the current climate and is something Active has a relentless focus on. We have many opportunities given our unique and impactful business model including, but not limited to, cross-border opportunities for our multinational clients, growth in business from SME’s and disruptor categories and brands such as e-commerce and D2C. I also believe a key opportunity for growth is in developing our individuals through a commitment to learning and curiosity that will enable us to see more and do more.

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VOLUME 44, NUMBER 1

Women Leaders

Providing Analysis An Interview with Lana Ilchenko, Senior Vice President, Global Financial Planning and Analysis, Active International

An Entrepreneurial Spirit An Interview with Liz Margolis, Executive Vice President, Corporate Operations and Planning, Active International

EDITORS’ NOTE Lana Ilchenko is a qualified accountant, currently leading the Global FP&A function at Active International. She started her career at Active International in 2003 and performed a large variety of roles in Media and Finance before taking on FP&A responsibilities within the International division and eventually globally. In addition to her professional accounting qualification, she also holds a masters’ degree in international economic relations as well as an M.B.A. from the Edinburgh Business School.

Lana Ilchenko

Will you provide an overview of your role and key areas of focus?

I’m involved in running the annual budgeting process and producing regular forecasts that show the expected future performance of the business in the immediate term as well as 3-5 years’ time. The main focus is to provide the analysis of business trends and past results, advise on how the company performance can be improved and explore potential growth scenarios, including via mergers and acquisitions.

How does financial planning and analysis help provide customized solutions for Active’s clients?

In the past few years, the department has been focusing on the data that has been accumulated over a long period of time. The analysis of this data provides valuable insights into our clients’ needs which depend, among other things, on the industry they are in, the stage of their evolution as a business and their specific marketing strategy. Having an in-depth understanding of our clients, what has or hasn’t worked in the past and the specific solutions they could adopt, allows us to join them on their journey and become true collaboration partners, helping them succeed and reach their goals.

The global pandemic has impacted all companies and countries. How proud are you to see the way Active’s workforce has shown strength and resilience during this challenging and uncertain time?

A situation like a global pandemic the likes of which has not been seen for 100 years is an unprecedented one to find oneself in, personally and as a business. Even though an event like this and the magnitude of its impact is impossible to foresee, the company was incredibly well-equipped to face it head on. The transition to remote working and eventual lockdown conditions was incredibly smooth, with no interruptions, and huge credit needs to go to people within the company who made it happen. It’s the human side of it that impressed me the most and made me truly happy to be an Activian – from providing means of easily staying in touch and connecting to paying close attention not to just physical, but also the mental wellbeing of everyone. Like everyone else, I will of course be incredibly happy to see the end of the pandemic, but at the same time I am glad I have experienced it alongside my colleagues who showed strength and determination, a relentless and sometimes unimaginable work ethic and, importantly, also offered support and emotional connection.

I truly felt that I was and still am a lot closer to my colleagues despite being physically apart.

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VOLUME 44, NUMBER 1

Liz Margolis

EDITORS’ NOTE Liz Margolis leads operational activities for Active’s U.S. departments, both revenue producing as well as the corporate groups. With a deep understanding of media, technology and finance, she focuses on efficiency and effectiveness for internal and client-facing processes. Margolis joined Active in 1992 as a media assistant and has advanced into positions with growing responsibility, including Media Coordinator, Buyer, Account Director, Systems & Operations Manager, and Associate Director of Media Operations. Most recently, she was Senior Vice President, Director of Media Operations. She received a B.A. with a specialty in international business from St. Thomas Aquinas College.

Will you provide an overview of your role and key areas of focus?

I establish, in conjunction with the COO, strategic objectives and operating policies with regard to the revenue producing groups to enhance profitability, growth and personnel development. My key areas of focus include leading the development of the annual budget for the U.S. teams from revenue down to net income, as well as continuously focusing on future forecasts for the U.S.-based team which helps to dictate how to deploy resources and investments in both people and product.

Within the data and analytics area, I utilize past and present data to gain insights in order to forecast future trends and predictable outcomes to enhance forecasts and ultimately business decisions. Further, I manage a team to develop and analyze systems and reports to accurately evaluate all revenue generating activity to determine that the department’s goals and objectives are being met, and to maximize spread and margin within each group.

In the technology arena, I work alongside the IT professionals to continue to refine systems and processes to gain efficiency as well as to adapt to a changing marketplace.

You started working at Active when the company only had about 70 employees, As Active has grown in size and scale, how important has it been for the company to maintain its entrepreneurial spirit and focus on innovation?

I believe it is a key element of our success. Our employees are encouraged to not only see the problem, but see the opportunity that solving that problem brings. New ideas emerge that may not have been thought possible. It is a mindset that our staff needs to have and we all must be actively thinking about change and how to adapt to a media marketplace that is continually evolving. However, you cannot ignore the element of risk that this mindset brings with it. An entrepreneurial spirit takes calculated risk allowing employees to think outside the box and think about different approaches that are unique and diverse. Especially given the pandemic that we are experiencing right now, if you do not focus on innovation and how to adapt to an uncertain market, I believe you will be left behind your competition.

For me personally, my journey has been a continuous evolution, as most of the positions I have held at Active were self-created based on a need the company had as well as the trust in me that I could continue to meet the challenge to grow and develop what was needed to continue with the evolution and growth of Active.

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LEADERS 123

Women Leaders

Growth in France

Financial Strength

An Interview with Martine Pelier, Managing Director, Active International - France

An Interview with Michele Vinci, Vice President of Finance – International, Active International

EDITORS’ NOTE After a 25-year career in the food and media sectors, Martine Pelier has now served as Managing Director of Active International – France since 2011. She was successively the Beverages and the Food Business Unit Director for France and a member of the PepsiCo Management Committee for 12 years. Pelier is a board member of Bonduelle Food Group and a member of the Paris Entrepreneurs Network. She has been involved for many years in professional diversity initiatives and is also co-founder of a charity in Madagascar. For the accomplishments of her career, she was Martine Pelier made Knight of the Legion d’ Honneur in France in 2016. Pelier graduated from Science Po Paris and ESSEC School of Management.

EDITORS’ NOTE Michele Vinci is a skilled corporate professional with 24+ years of experience in finance and accounting management. She joined Active in September 1996 as a staff accountant and has held eight different positions during her tenure with Active, including Finance Director of Active Canada, Director of Accounting – International Operations, and Vice President of Finance – International and Corporate Reporting. In her current role as Vice President of Finance – International, she works alongside the International CFO to oversee the finance functions of the international division and provides Michele Vinci ancillary finance support to the international executive teams around the globe. Vinci graduated from St. Thomas Aquinas College with a bachelor’s degree in accounting.

Will you provide an overview of your role and key areas of focus?

I have been running the Active subsidiary in France for ten years with the strong conviction that Corporate Trading is a very creative and innovative way to support companies in their search for productiveness. This is all the more true in 2020 given the challenges of productivity and adaptation to an absolutely new business situation. Active’s role in this context is to listen to its customers in order to help them optimize their cash flow and maintain a sustained level of investment despite the contraction of their business.

My role is to initiate an in-depth conversation with our clients to innovate in times of crisis and to ensure that my employees are on the alert at all times.

How has Active adapted its business in France to address the challenges brought on by the pandemic?

The last 12 months have led us to question ourselves by developing new solutions adapted to different clients in particular sectors. For example, we have focused our efforts on distributors and e-merchants so that they can maximize their communication on the Internet by developing partnerships with media agencies specializing in social networks. We have also developed a private marketplace capable of delivering programmatic media campaigns in exchange. We have also been able, for example, to respond effectively to our food service customers who saw their turnover collapsing after the lockdown and called on Active to optimize the valuation of their perishable unsold products.

Where do you see the greatest opportunities for growth for Active’s business in France?

The economic recovery that will follow the pandemic in 2021 will be a strong lever for a return to communication for our main customers who remained silent in 2020 because of the lockdown. This is a great opportunity for Active to strengthen these links, both with its customers and with its media partners. The agility developed by the French team at Active in 2020, our ability to handle all types of media campaigns for our clients, including programmatic, will be a tremendous growth accelerator. I am convinced that our corporate trading offers will be even more attractive when the activity restarts as the players will gain in adaptability and in the search for agile financial solutions.

Will you provide an overview of your role and key areas of focus?

The Vice President of Finance – International has two core areas of responsibility: supporting the International business units’ finances and finance teams, and supporting the International executive management team. The key areas of support for the above include managing, leading and developing the finance staff across the division, financial reporting and analysis, coordination and interpretation of management information, anticipating and managing working capital supplies across the division, investment appraisals and approval, risk assessment and financial stewardship, M&A support, guidance on financial systems, financial policies/ procedures compliance as well as tax compliance. I act as a key liaison between international and the corporate office in the above matters.

Is the finance role engaged in business strategy and development?

Absolutely. I feel the role of finance has changed dramatically over the years. Finance plays a critical role in ensuring that organizations continue to succeed. It is key that finance be involved from early on in the operational/commercial decision-making process. At Active our role in finance is seen to be as financial leaders across the organization adding value that goes beyond just accounting and finance. We aren’t just seen as “bean counters” or “number crunchers” anymore. We partner with all divisions of the organization to help optimize operations and provide insight in aligning costs with our business strategy in our journey to continue to grow the business. We look to make analysis and reporting more efficient, help them get more insights and value out of financial data and increase the organizations focus on strategies and objectives.

How critical is Active’s financial strength and capabilities in its international growth and expansion?

Financial strength is crucial for any business to be successful. It is a key component necessary to not only sustain a business, but help continue to grow and expand it. At Active we are always looking for ways to grow – whether it is expanding on our core offerings or through investing in other companies. Placing an increased focus on the company’s financial strength and consistently monitoring your financial performance are critical to growing your business and achieving success. We also encourage our finance talent to develop leadership qualities across their teams anticipating the financial skill sets needed as our division continues to grow and the future working environment changes. You cannot expect to succeed or grow in this industry without building the financial strength of your company.

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VOLUME 44, NUMBER 1

Women Leaders

Supporting the Business

Media Innovation

An Interview with Stephanie Noble, Director of Accounting and Billing – Finance, Active International

An Interview with Susanne Morello, Senior Vice President, Media, Active International Canada

Stephanie Noble

EDITORS’ NOTE Stephanie Noble is the Director of Accounting and Billing for Active International’s U.S. Operations. In addition to her day-to-day finance functions, she works closely with the sales, account management and operations teams to offer support and guidance on how to structure and process transactions. Noble also works with many of Active’s top clients directly as a finance resource. She joined Active in 2001 as an Accounts Payable Specialist and has held several positions within the finance department. Noble earned both a bachelor’s and master’s degree in business administration from St. Thomas Aquinas College.

Will you provide an overview of your role and key areas of focus?

In my role, I oversee the accounting and billing functions for our U.S. Operations. In addition to the standard accounting and billing responsibilities, I also work heavily with the business on transaction structure, client support and deal analysis.

How has the accounting and billing function evolved and is the role involved in strategy and business development?

The Finance Team has a key role in the development of current and future business opportunities. Through our partnership with Sales and Account Management, we not only provide the necessary financial and accounting support, but we also contribute to the structuring of transactions that meet our clients’ needs as well as our organizational objectives. Once the transaction moves to the execution stage, the finance team continues in its support of the business by managing the billing, tracking and reporting to our internal and external stakeholders. By providing the necessary finance support throughout the transaction, Active helps create further value for our clients.

You have spent 20 years at Active. What has made Active so special for you and a place where you have wanted to spend so much of your career?

The reason why I love working for Active is that you are not restricted by your position. There are ample opportunities within the organization to learn and get exposure to many different facets of the business. This makes your day-to-day so much more interesting and helps solidify understanding of your role in the big picture. In addition, our leadership team has created an inclusive and considerate workplace environment. Active makes its employees’ needs and wants a priority while still focusing on organizational goals and objectives.

Do you feel that there are strong opportunities for women in senior leadership roles in finance?

Absolutely! Speaking from personal experience, I began my career at Active in an entry-level role and was able to grow into a senior position based on my skills, abilities and work ethic. Active has always recognized individuals based on their merits and gender will not limit growth within finance or the rest of the organization. Throughout my career at Active, I have been exposed to many different women in leadership roles and have used them as role models for my own career.

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VOLUME 44, NUMBER 1

Susanne Morello

EDITORS’ NOTE Susanne Morello is a global brand, marketing and media executive with over 25 years’ experience in business-to-business and consumer sectors. Prior to joining Active International in 2013, Morello was the head of marketing and digital communications for Noble Corporation, the commercial division of RONA (Lowe’s). Throughout her career, Morello held various leadership roles across a mix of large industry leaders and fast-growing companies in North America and abroad, including OfficeMax/Grand & Toy, ADT Security Services, Inscape and Teknion Corporation.

Will you provide an overview of your role and key areas of focus?

I’ve had the pleasure of leading a highly-talented team at Active International Canada since 2013. As a member of the leadership team, I am responsible for setting the vision for the media organization in Canada and growing relationships with clients, partner agencies and national media vendors. Working in partnership with some of Canada’s most recognizable brands, my team manages all multi-platform media, trade investments, operations and vendor partnerships – ensuring best practices for media innovation in the use of both traditional and interactive channels. Building on our strengths in delivering media value through trade, our goal is to be the most customer-centric media solutions provider for our customers and our partners.

Will you highlight Active’s focus on innovation and use of both traditional and interactive channels?

Our innovation agenda is driven by our relentless focus on the customer experience, designing personal experiences that connect real people to each stage of a journey, leveraging the full media ecosystem.

The powerful convergence of marketing and technology in today’s marketplace means brands are no longer built through advertising alone, but through experiences. Breakthrough and memorable experiences come to life when they reach consumers in a highly-relevant and hyper-targeted manner across all interactions – traditional and interactive. We consider customer data from both offline and online sources, audience preferences, and media habits to inform the right mix, weight and balance of traditional media with online media to deliver results. This approach combined with our innovative trade model – the option to pay for a portion of their media using their products and services unique to Active – offers customers unprecedented value.

How do you define the Active difference in regard to its media offerings and capabilities?

Active’s agile and entrepreneurial spirit is still very much alive in our culture today, rooted in a strong belief in partnership and connections.

The Active difference lies within our ability to deliver full-service integrated media plans while also presenting clients the opportunity to tap into a smart corporate trade strategy to unlock cash flow, financial flexibility and incremental media value. We help brands achieve more with inventory trade-in solutions to partially fund media investments. Unlike traditional media agencies, we have the unique ability to work with various stakeholders including finance, supply chain and marketing within our client’s business, each benefiting from an Active relationship in a unique way.

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LEADERS 125

Women Leaders

Excellence, Innovation and Compassion An Interview with Jennifer A. O’Neill DNP, APN, Senior Vice President, Chief Nursing Officer, Hospital for Special Surgery (HSS) EDITORS’ NOTE Jennifer O’Neill Recognition. My key areas of focus are assumed her current position in mentoring and leadership development.

March 2019 after having served When you have leaders who are visible in a number of r oles at Saint and engaged and become aware of the Barnabas Medical Center includneeds of employees, it helps ensure ing Chief Nursing Officer/VP Patient that the employees have the tools and Care Services, AVP of Patient Care equipment that they need. It also helps Services, Dir ector of Nursing – drive employee engagement.

Medical Surgical Services, and Nurse How do you define the HSS culManager, Pulmonary Medical Unit. ture and what have been the keys to Previously, she worked as a nurse HSS’ strength and leadership in the practitioner at Anthony Quartell MD industry?

Jennifer A. O’Neill and Associates. O’Neill received a At HSS, we have a culture of excelB.S.N, Registered Nursing/Registered lence, innovation and compassion.

Nurse from Boston College; an MSN, Nursing When I first started working here and asked others from Rutgers University – Newark; and a DNP, to describe the culture, these three words were Nursing from University of Medicine and Dentistry consistently used. of New Jersey.

When I receive feedback from patients and families, it often highlights the compassion and INSTITUTION BRIEF HSS (hss.edu) is the world’s the teamwork with which we deliver care, but for leading academic medical center focused on mus- us to maintain our strength and standing throughculoskeletal health. At its core is Hospital for Special out the country and globally, we put an equal Surgery, nationally ranked #1 in orthopedics (for emphasis on innovation and on employing outthe tenth consecutive year) and #3 in rheumatol- standing, cutting-edge technology. ogy by U.S. News & World Report (2019-2020), Safety is also a major priority. We’ve impleand named a leader in pediatric orthopedics mented a daily safety briefing with more than

by U.S. News & World Report “Best Children’s Hospitals” (2019-2020). HSS has a main campus in New York City and a growing network of related facilities. In addition to patient care, HSS leads the field in research, innovation and education. Through HSS Global Ventures and the HSS Education Institute, the institution is collaborating with medical centers and other organizations to advance the quality and value of musculoskeletal care and to make world-class HSS care more widely accessible nationally and internationally.

HSS is the official hospital for a number of professional sports organizations and teams including the New York Giants, New York Mets, New York Knicks, Brooklyn Nets, UFC, US Rowing, US Biathlon, US Lacrosse, and USA Basketball. HSS is one of only three hospitals in the United States designated as a Medical Center of Excellence by FIFA. Will you provide an overview of your role and key areas of focus at HSS? My role encompasses nearly every aspect of clinical care. In addition to nursing, I also oversee departments related to sterilization and management of operating rooms, pharmacy, infection control, case management and social work. I also work closely with nursing education and the team that’s been involved with our Magnet 126 LEADERS

70 people present on the call in order to make sure the entire organization is aware of any safety issues. With COVID-19, ensuring safety is especially important for patients, visitors and staff.

HSS is committed to providing the highest level of patient care and service standards.

Will you discuss HSS’ focus on patient care and emphasis on putting the patient first?

Ensuring the highest level of patient care is encompassed in our mission, vision and values.

We always listen to our patients to make sure we are providing an exceptional experience, and then we look at evidence-based practices to see how we can further enhance that high-quality care.

On a day-to-day basis, we’re focused on making advances that are data-driven and outcomesdriven. We look for evidence of what we’re doing well and for protocols we can put in place to drive continuous improvements.

Will you discuss the role that nursing plays in advancing patient care and achieving better outcomes?

Nurses are an integral part of research. We partner with physicians and interdisciplinary teams on research projects and projects related to evidence-based practice. We constantly challenge

Jennifer O’Neill at work at Hospital for Specail Surgery VOLUME 44, NUMBER 1

Hospital for Special Surgery on the East River of New York City

ourselves to look at the data, and we give nursing staff the opportunity to lead protocols that will advance care and help achieve better outcomes.

Will you highlight the impact of technology on nursing and how important is it to make sure that technology does not take away from the personal connection with patients?

The human touch is very important in healing. Patients are more willing to ask questions if they have a good connection with their nurse. It’s important to sit down with them and get to know them and their families on a personal level. We look for opportunities to do this, such as in developing individualized care plans. There needs to be a balance, because we do use a lot of technology. The staff has individual phones. We also utilize iPads in order to allow the team to round together. With COVID-19, we had to place most patients in isolation and reduce interactions, and installed safety cameras and increased the use of wireless and remote telemetry.

How critical is it for HSS to build a diverse and inclusive workforce in order to mirror the diversity of the patients and communities it serves?

When you have a diverse workforce caring for a diverse patient population, research shows it leads to better outcomes and better care. We continually are assessing our workforce. We recruit VOLUME 44, NUMBER 1

“Nurses are an integral part of research. We partner with physicians and interdisciplinary teams on research projects and projects related to evidencebased practice.”

from diverse schools. We also look internally and provide new opportunities for our existing staff.

We’re currently working to provide onsite nursing programs for employees in other roles who may want to become nurses. We also provide other kinds of training and support for professional development.

What advice do you offer to young people interested in building a career in nursing?

When people want to meet with me about careers, my first question is always, “What’s your passion?” because you have to love what you do.

Nursing is such a diverse profession. I’ve gone from being a staff nurse to nurse practitioner to working in leadership positions. There’s a lot of opportunity within the nursing profession to grow. I also stress the importance of being open-minded. I’ve been able to advance my career in part by being willing to take some risks. Challenging yourself creates discomfort, but it allows you to grow, both professionally and personally.

Having good interpersonal relationships is also important. I’ve been successful because I’ve been able to develop good relationships not only with my team, but with other individuals in the organization. I always take advantage of opportunities to learn from others, both inside and outside the field. It motivates me to try to do things differently, to take what others have done and implement it in my own practice.

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LEADERS 127

Women Leaders

A Shared Sense of Purpose An Interview with Jessica Hough, Esq., Partner – Tax, Washington D.C., Skadden, Arps, Slate, Meagher & Flom LLP EDITORS’ NOTE Jessica Hough You commit substantial time is a tax partner and the head of and energy to promoting diversity Skadden’s Washington, D.C. office. in the legal profession. Do you feel She has also served as the head that law firms are doing an effecof the firm’s D.C. Tax Group and tive job in this area and how have on the Attorney Development and Skadden’s efforts to support diverWomen’s Initiatives Committees. sity and inclusivity evolved?

Her primary area of focus is transSkadden has always been very actional tax with a particular focused on diversity, but the events emphasis on the insurance sector. of the past year have emphasized She is ranked among the nation’s the need to go back to the drawing top tax attorneys by Chambers USA board and brainstorm about what Jessica Hough and The Legal 500 U.S. and was else we can do. The firm reached named the 2020 North America out to our diverse attorneys, solicTax Practice Leader of the Year by International ited our input, and together we discussed Tax Review. Hough holds a B.B.A. and an what else we can do to improve diversity, M.B.A. from The University of Texas at Austin equity and inclusion. That conversation has and a J.D. from The University of Chicago Law helped us refine our approach. For example, School. we recognized that the work of recruiting diverse attorneys from law schools falls disFIRM BRIEF Founded in 1948, Skadden, proportionately on our current diverse assoArps, Slate, Meagher & Flom LLP and affili- ciates. To ease that burden, we decided to ates (skadden.com) is one of the world’s most credit attorneys with billable-hour equivahighly-respected law firms. Skadden has 22 lents for their efforts. offices, approximately 1,700 attorneys and It’s also very clear that in order to succeed more than 50 distinct areas of practice. The in any law firm, you have to have meaningfirm’s clients include approximately 50 per- ful opportunities to develop relationships. It’s cent of Fortune 250 industrial and service one thing to tell partners that they should form corporations, as well as financial and gov- relationships with people from different backernmental entities, startup companies and grounds, but a structure is needed in order to nonprofits. help attorneys build stronger connections. You can’t just say, “We expect you to go out to lunch Both Skadden and its tax practice are twice a year.” That doesn’t do it. It has to be consistently recognized for their leader- much more deliberate. You need to ask, “What ship within the profession. What distin- pitches did you take them on? What matters guishes Skadden from other top firms were you responsible for getting them on? Did and tax practices? you introduce them to people in other offices All firms talk about their devotion to cli- and help them see how business development ent service, but I think the way we trans- works?” late that dedication into a truly collaborative Skadden is a firm that is deeply engaged effort separates us from the others. The part- in the communities it serves. Do you feel ners at Skadden don’t refer to clients as “my that this is a responsibility of leading firms clients,” we talk about them as “Skadden’s and will you discuss Skadden’s culture of clients” – everybody is laser-focused on being purpose-driven? working toward the best possible outcomes This is an issue I feel very strongly about, on their behalf. In practical terms, that means and it’s one of the reasons I’m very proud and when someone comes to us with a complex thankful to have spent my career at Skadden. problem and there isn’t an obvious answer, It’s extremely important for attorneys to be we confer and collaborate until we can fig- involved in pro bono service. We have a speure out a solution to the puzzle. Our shared cialized skill set that can make a real difference sense of purpose in solving seemingly for people in need. To me, having those skills impossible problems for clients is very tan- means that you have an obligation to help the gible and, I believe, sets us apart from other underrepresented – the deep personal satisfaclaw firms. tion is just a bonus.

128 LEADERS

I suggest to associates that they get involved in just one pro bono project, even if it’s something simple, like participating in a referral clinic for four or five hours on a Saturday. You can help people for a few hours on discrete issues, without taking on cases on an ongoing basis.

If you can get somebody to do that one pro bono project, they will continue to do pro bono work, because they will see the extraordinary impact just an hour or two of their time can have for somebody who, for example, is having trouble getting their disability benefits because they don’t understand the process for applying.

They will see how valuable their skill set can be for people in need.

It’s also important for us to support this work because the generation of attorneys now joining law firms is very focused on activism and issues that affect their communities. They have a lot of options – if they don’t feel like they’ll have the opportunity to engage in purposedriven work at a law firm, they’re going to opt to work somewhere else. If we aspire to continue to attract and retain the brightest people from a diverse pool of candidates, having a culture, as I sincerely believe we have at Skadden, of being engaged in our communities is doubly important.

We need to do more than just talk about our commitment – we have to demonstrate it in our actions, our programs and our support.

What advice do you offer young people beginning their careers in the profession during this challenging and unprecedented time?

Nobody has a manual for how we get through this time, and uncertainty is really hard on people. We like predictability; we like knowing what’s going to happen. It’s important to emphasize that, even in this unprecedented time, we have a lot of legal work to do. Attorneys who are beginning their careers should show the kind of engagement and intensity of effort they would hope to demonstrate at any other time. That said, this is also a time to try to be more flexible, try to give each other a little more grace. One thing we’ve learned over the past year is that people have different thresholds for dealing with the ongoing adversity. Sometimes people may need more help, which is completely normal, and we should be giving them all the support they need. One silver lining to the challenges of the past year is that our shared experience has cultivated greater empathy and understanding.

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VOLUME 44, NUMBER 1

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Women Leaders

Strengthening Family Bonds An Interview with Karina Pavone, Executive Director, Amigos For Kids EDITORS’ NOTE Karina Pavone Will you provide an overview of joined Amigos For Kids, a MiamiAmigos for Kids and how you based nonpr ofit or ganization, define its mission? in early 2020 as its Executive Amigos For Kids is dedicated Director. She has a robust and to the prevention of child abuse and eclectic blend of pr ofessional neglect. We work toward this mission experiences. In the early days of through a variety of programs aimed her career, Pavone began workat strengthening family bonds. One ing in a variety of clinical of our most well-known programs is settings – first as a therapist at our Nurturing Parenting Program. This a pa rtial hospitalization pr oprogram received the Program of the gram wher e she worked with Year Award from The Children’s Trust, Karina Pavone older adults experiencing mena distinction provided only to top tal health issues, and later with performing programs. The program AIDS patients. After a brief stint as a con- teaches parents, through an evidence-based sultant for an Employee Assistance Program, curriculum, ways to promote positive parentshe pr ovided counseling to hundr eds of child interactions by improving communication individuals affected by 9/11. Pavone then with empathy and compassion. worked at Miami Dade College (MDC) where Our Safe Amigos After School Program she served in various roles of progressively focuses on children and provides structured higher r esponsibility for nearly 17 years out-of-school programming to children ages 5 before assuming her role with Amigos For to 12 in a safe and enriching environment. This Kids. Pavone earned a B.S. degree in psychol- type of programming helps ensure that children ogy from Florida International University, an M.S. degree in Mental Health Counseling from Carlos Albizu University, and is ABD (All But Dissertation) for a Psy.D. in Clinical Psychology.

ORGANIZATION BRIEF Amigos For Kids (amigosforkids.org) was founded in 1991 to aid South Florida’s most valuable resource, its childr en. The or ganization aims to increase awareness of its mission of strengthening families and educating communities in the prevention of child abuse and neglect.

Amigos For Kids actualizes its purpose every day via key program components, including Education, Awareness, and Advocacy.

The Education framework includes an AfterSchool Pr ogram and its evidenced-based Nurturing Par ents Pr ogram. The AfterSchool Program at José Martí Park serves children ages 6 to 11 daily. The educational parenting workshops serve countless families throughout the region. Since its inception, Amigos For Kids has organized one of the city’s largest and most meaningful holiday toy drives. The effort, reaching thousands of children over the years, makes their specific holiday wishes come true. To fulfill its mission, Amigos For Kids relies on the support of generous individuals, corporate partners and volunteers.

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are not left home unsupervised when they are not in school which leaves them vulnerable to abuse and exploitation.

Additionally, during the pandemic, we have pivoted to providing concrete support to families in need. Research shows that stress, financial pressures, and poverty are all factors that can contribute to the occurrence of child abuse.

Providing families in need with concrete support such as food and other essentials helps build protective factors that buffer against child abuse and neglect. To date, and because of the tremendous generosity of our supporters, we have provided over 5,500 hot meals and over 1,500 groceries to families in need. Working in tandem with other community partners, we also provide care coordination to our program participants to ensure linkages to community resources and help with rent, utilities, job searches, and other benefits for which they might qualify. Now more than ever, these types of services have been critical to our families as they grapple with the consequences of a serious global pandemic.

Amiguitos excited to start school with their new backpacks and school supplies VOLUME 44, NUMBER 1

The Sansonetti kids from Nurturing Parenting enjoying groceries from their friends at Amigos

Will you highlight the approach that Amigos for Kids pursues in order to drive impact?

We employ a holistic approach to our mission because we understand that no single program or approach is sufficient to end the painful cycle of child abuse and neglect. We draw on our network of community partners to help the entire family, while also providing education and support through our various programs. This whole-family approach helps provide the scaffolding needed for families to navigate the serious challenges of parenting.

We help parents through education to build on and develop appropriate parenting practices in a culturally sensitive way, while also empowering children through developmentally appropriate programs that teach them to recognize and report abuse or behaviors that are not appropriate or make them uncomfortable.

Education using evidence-based programs has been shown to effectively prevent child abuse and neglect.

We provide safe places for kids to play and learn when they are not in school to ensure they are properly supervised and less vulnerable to abuse and exploitation. We provide concrete support to families when they need it the most to reduce stressors that have been shown to contribute to child abuse while also building protective factors that buffer against abuse and neglect. Research has shown that bolstering protective factors is an effective tool to preventing child abuse and neglect.

We educate communities through outreach efforts and public service campaigns to raise awareness of child abuse and ways to help and report suspected abuse. Building public awareness is an effective tool in educating the community on proactive steps to stop child abuse and neglect.

How critical is creating awareness as part of Amigos for Kids’ work and will you discuss these efforts?

VOLUME 44, NUMBER 1

April is National Child Abuse Prevention Month and the month during which Amigos hosts a series of events designed to create awareness of child abuse and ways to prevent it. Part of this work includes advertising campaigns produced by Republica Havas, an advertising agency led by Amigos’ Co-Founder and Chairman Emeritus, Jorge Plasencia, which provides its services on a pro-bono basis. We are extremely fortunate to have creative professionals at the highest caliber producing high-impact public service campaigns for Amigos. These campaigns are instrumental in getting Amigos and its mission in the public sphere.

How important are metrics to track the impact and measure the results of Amigos for Kids’ programs?

Tracking impact is not only a best-practice and required by most of our funders, but I believe it is also important to guide decisionmaking to be sure that the services we provide have the intended outcome. Our overarching goal is to strengthen family bonds through support and education as a way of preventing child abuse. Program participants overwhelmingly show knowledge gains and changes in behavior through pre- and post-assessments as well as post-completion follow-ups. However, these metrics only tell part of the story. We also receive countless, compelling testimonials from program participants who talk about adverse childhood experiences of abuse and neglect and describe how our program has helped them break the cycle of abuse by allowing them to become better parents. These stories breathe life to our work and energize us to move the mission forward.

Will you discuss the strength and leadership of Amigos for Kids’ board and how valuable it is to have such an engaged and committed board?

The Amigos board is amazing. Each director is extremely accomplished in his/her respective field and brings unique and valuable

perspectives and experiences that benefit the organization. Our directors are extremely generous with their time and supportive of all of the important work we do at Amigos. They are key to making inroads with prospective funders and supporters which is an essential component to the effectiveness and growth of the organization. Amigos’ success is greatly linked to the fundraising capacity of our Board of Directors.

We are also extremely fortunate to have a capable and dedicated staff who are deeply committed to the mission and whose collective and individual contributions to our work with families is critical to the success of the organization. They are what I call “the secret sauce.”

What exited you about the opportunity to lead Amigos for Kids and made you feel it was the right fit?

My parents came to the United States from Argentina when I was just a young girl.

Like many immigrants, my family was seeking better opportunities and the American dream.

The first few years were really hard, but I remember a small community of people who helped us - other immigrants who had been in the country longer than us and helped us in every way imaginable. As young as I was, I experienced and understood the value of community and helping others and this experience stayed with me and helped me eventually decide to pursue a helping profession. I studied psychology and throughout my career helped hundreds of people experiencing mental illness and other life challenges. This work made me feel connected to community and gave my life purpose.

After several years working in the field of mental health, I decided to make a career change and entered the world of higher education. I spent 17 years at Miami Dade College working with non-traditional students in the school of continuing education. My time at Miami Dade College was very rewarding, but I started to feel like I was missing something and after a lot of soul searching, I decided I wanted to go back to social services.

The timing was very serendipitous because shortly after leaving the College, the position at Amigos became available. The mission of Amigos really spoke to me. As a parent of two young daughters, one with special needs, I know first-hand how hard parenting can be. Amigos helps parents learn to manage the challenges of parenting as a way of preventing child abuse. This was work I could see myself doing and really see impact. I knew right away Amigos was my next professional home. I started in January of this year, just two months before COVID-19 hit. Even though this pandemic period has been filled with challenges, having to adapt quickly and try new things really tapped into my creative side and is a space that allows me to thrive. That was even more confirmation that I am at the right place and doing what I love, helping others in an organization that allows me to be creative and innovative. My parents have always been proud of me, but I can tell that, along with the rest of my family, they are extra proud of my work at Amigos. This fills me with joy.

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Women Leaders

Connecting Digitally An Interview with Mary Kay Huse, Chief Executive Officer and Co-Founder, Mandolin EDITORS’ NOTE Mary Kay Huse is the CEO and co-founder of Mandolin, the leading livestreaming platform for concerts. She is a seasoned technology executive and passionate live music fan with experience working at some of the largest software companies in the world, including ExactTarget and Salesforce.

the boundaries of livestream, giving artists the right tools to create content, share it widely, and then better understand how fans engage. Mandolin gives artists the ability to build a digital strategy, all while giving fans unprecedented access to the artists they love.

Where do you see the greatest opportunities for growth for Mandolin?

C O M PA N Y B R I E F M a n d o l i n Livestream is a crowded space in (mandolin.com) helps artists and the market, but our team’s rare comMary Kay Huse venues create connections with fans bination of big tech and music indusand prosper through the music they try knowledge is allowing us to break produce. through the noise. That said, our greatest opportunities for growth are rooted in product innovation.

What was your vision for creating Mandolin We have three primary areas of investment right and how do you define its mission? now: fan experience, in the form of watch parEvery great idea comes from a pain point, and ties, artist/fan interactions, custom merchandise and we saw that both artists and fans were struggling. data and content management, which includes The pandemic exposed a need for artists to be ways to drive deeper engagement and to better able to connect with fans outside of live, in-person understand unique audiences; and marketing and events. Fans weren’t ready to give up on live music, promotion tools, which help artists to grow their so Mandolin was born. We saw the need to connect exposure and ultimately their fan base. digitally, and we knew that this need would not be going away anytime soon. It is our mission to help artists and venues create connections with fans and prosper through the music they produce. We want to show artists and fans that there are big benefits to engaging and connecting with live music and each other in new ways.

How do you describe Mandolin’s culture?

Our culture is creative, optimistic, empathetic and certainly brave. As a company, we’re strategic, collaborative, and not afraid to push the limits. We say to our artists, venues, and partners that we’re in this together, because that’s good for us all. They have the music and the passion, and we have the digital know-how to make the music industry even more resilient for this new normal.

How is Mandolin’s business addressing the challenges and uncertainty caused by the pandemic?

There is no doubt that the pandemic hit the live music industry hard, leaving artists, fans and venues in desperate need of new ways to connect Will you discuss the team you have and make music. The new version of “live” contin- assembled at Mandolin and the expertise of ues to evolve and reveal itself. We’re in an all-digital the workforce? world, and there’s no going back. Mandolin has a My two co-founders, Steve Caldwell and way forward – a way to bring people back together Robert Meitus, inspire me daily with their passion and live music back to the stage, whether they and energy for what we are building together. They are all in the same room or spread out across the bring extensive experience from both the tech and globe. We help artists and venues prosper through live music industries that really gives us an edge the music they produce. We intentionally push over the competition. The strategic combination of

“It is our mission to

help artists and venues create connections

with fans and prosper through the music they produce.”

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music and tech DNA has been core to our overall hiring strategy. We have lifelong music industry experts with amazing experience and relationships to some of the most tech savvy talent with marketplace and high-scale platform expertise and a go-to-market team with the ability to help our customers build sustainable business strategies leveraging digital.

We’re excited to be recruiting big enterprise and music industry talent from across the nation.

I’m looking for diversity in skills and personality types, but want to foster a team that highly values direct and honest communication and integrity, and takes initiative.

What do you see as the keys to effective leadership and how do you define your management style?

Effective leadership comes in many different forms but, for me, it is encouraging transparency and fostering an environment where people feel comfortable sharing their points of view and ideas.

The best ideas are always a synthesis of many points of view. We also have a value of “adventure in the unknown” which means we take risks and iterate quickly. When creating a market as a team, it’s important to have a culture that is willing to take a lot of calculated risks, but to have the security to be willing to pivot entirely or to double down, or anything in between.

Did you always know that you had the entrepreneurial spirit and desire to build your own business?

I’ve always wanted to be a CEO, and I’ve always wanted to be in tech. Scott Dorsey, who’s now managing partner at High Alpha, hired me at ExactTarget years ago, and I told him just that.

Now here I am by the virtue of blind ambition, I guess. With every new opportunity at ExactTarget and Salesforce, I learned more about what I needed to become a CEO. When the idea for Mandolin was presented to me, everything lined up, and the opportunity was a no-brainer.

Are you able to take moments to reflect and celebrate the wins that Mandolin has achieved since its founding?

Every step forward is a huge accomplishment for us. It’s really important for the entire team, especially as a startup, to take note of the progress we’ve made in such a short time and acknowledge those wins. At the same time, though, we use those wins to fuel the fire to keep innovating and keep bringing something new to the table. The industry is growing so quickly and we want to keep the momentum moving forward.

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VOLUME 44, NUMBER 1

Women Leaders

Advocating on Behalf of Music Creators An Interview with Lisa Farris, Chief Digital Officer, Recording Academy EDITORS’ NOTE Lisa Farris Will you provide an overview oversees the evolution of the o f t h e Recording Academy and organization’s digital media how you define its mission? platforms and supports its mission The Recording Academy is through omni-channel strategies dedicated to ensuring that recording and execution. Prior to joining the arts remain an indelible part of our Recording Academy, Farris served shared cultural heritage. We advocate as Chief Digital and Brand Officer on behalf of music creators and honor for MetricVision; Co-Founder of Get music’s history while investing in This, a technology that leveraged its future through education. We audio recognition to shop video support the music community in times entertainment; Chief Marketing of need through MusiCares, and every Lisa Farris Officer for Move, Inc.; Senior Vice year we celebrate artistic excellence President of Strategic Marketing with the GRAMMY Awards. at Universal Music Group’s eLabs; and Vice Will you highlight the evolution of the President of Strategic Marketing and New Media organization’s digital media platforms? at MCA Records. Farris currently serves as a As a 63-year-old organization, there have mentor for entrepreneurship students at Loyola been several iterations as digital media evolved.

Marymount University and advises a summer During the 20 months I have led digital media, financial literacy program taught to high school our focus has been on enhancing insights and pupils by the University’s students. She holds analytics, while connecting audiences with a degree in marketing and economics from the core tenants that drive our purpose across Rutgers University. digital platforms. This includes leveraging our social channels and GRAMMY.com, in addition ORGANIZATION BRIEF As the world’s leading to creating successful digital campaigns, such society of music professionals, the Recording as Behind The Record, to support our focus Academy (grammy.com) is dedicated to around advocacy, celebration, education and celebrating, honoring, and sustaining music’s service. past, present and future. The Recording Academy What are the keys for the Recording represents the voices of performers, songwriters, Academy to transform and innovate digital producers, engineers and all music professionals. experiences?

Dedicated to ensuring the recording arts remain As a membership organization, the a thriving part of our shared cultural heritage, the Recording Academy’s main objective is to Academy honors music’s history while investing support and celebrate music while amplifying in its future through the GRAMMY Museum, the voices of creators. Our digital experiences advocates on behalf of music creators, supports are primarily nested in these objectives. We music people in times of need through MusiCares, leverage digital transformation and innovation to and celebrates artistic excellence through the improve productivity and effectively reach and GRAMMY Awards – music’s only peer-recognized engage music audiences while pursuing new accolade and highest achievement. opportunities for the Academy and its members.

“This past March, the Recording Academy moved quickly to create the COVID Relief Fund with MusiCares in order to support the music community during a time when significant sources of income, such as live music, had been postponed indefinitely.”

How is the Recording Academy creating innovative ways for music creators to thrive during the pandemic?

This past March, the Recording Academy moved quickly to create the COVID Relief Fund with MusiCares in order to support the music community during a time when significant sources of income, such as live music, had been postponed indefinitely.

MusiCares was able to help tens of thousands of people, with many companies and artists giving back by hosting digital events and livestream performances, as well as developing digital donation platforms.

Our advocacy team and MusiCares worked around the clock to support creators, ensuring that information and resources were disseminated through webinars and social media. In late April, we realized that the pandemic would last longer than anticipated, but that this unprecedented time also presented opportunities for the music community to explore. Utilizing new technologies and leveraging digital growth opportunities, we created the Pro>Sessions in collaboration with Berklee’s Institute for Creative Entrepreneurship.

The Pro>Session series has reached an average of 30,000 people per session. The series brings together technology, platforms and new approaches while highlighting artists and creators who are using this time to innovate and create new revenue.

How important has it been for the Recording Academy to build relationships with technology partners to further drive innovation and improve experiences across all digital touchpoints?

We’re constantly collaborating with technology companies who are innovative and have a shared vision that supports music creators. Candidly, there have been many tech companies who have tried to build their businesses off the backs of music creators or have used music as a loss leader. We actively support and work with those who actually value music and creators.

How do you measure success for the Recording Academy’s digital initiatives and how critical are metrics to track impact?

This past year, our insight and analytics team built a platform called Symphony, which leverages tableau to display insights. The Symphony dashboard collects more than a half a million data points that provides our marketing team and organization with insight and business intelligence, which allows us to track impact and make informed decisions.

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VOLUME 44, NUMBER 1

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Women Leaders

Passion, Trust and Selflessness An Interview with Kari Cohen, General Counsel, New York Red Bulls EDITORS’ NOTE Since joining the commercial, transactional, media, litigaNew York Red Bulls in January 2020, tion and day-to-day legal affairs for Kari Cohen has overseen all legal the company. I also work closely with matters pertaining to New York Red management on a wide range of critical Bulls, Red Bulls Arena and RBNY arena operations and event programAcademy. This involves identifying ming initiatives. and leading legal matters in all How do you define the New departments across the company as York Red Bulls culture and how critiwell as regulatory, compliance and cal is culture to the success of the real estate matters and governmenorganization? tal affairs. Cohen was hired by BSE Culture is key. We believe our Global in June 2011 as Associate people are our most valuable assets.

Kari Cohen Counsel, was promoted to Counsel Without a happy and engaged workfor Legal & Business Affairs, and then force, we would not be as successful promoted to Vice President and Assistant General as we are. Our culture consists of shared valCounsel before becoming Deputy General Counsel. ues – passion, trust and selflessness – that are As part of her duties, Cohen handled the negoti- constantly reinforced through various methods. ation and drafting of agreements with respect to Our entire workforce commits to living them suite licenses, ticketing, vendors, and naming each and every day and these ideals are the rights/sponsorships for the Brooklyn Nets, New York glue that binds us together.

Islanders, Barclays Center, NYCB Live, home of Nassau Veterans Memorial Coliseum, and Webster Hall. Cohen was one of 50 women in roles across the sports industry selected for recognition as part of Sports Business Journal’s 10th annual class of Game Changers. She earned a B.A. degree cum laude in journalism and political science from The George Washington University and a J.D. from Cardozo School of Law.

“Our culture consists of shared values –

passion, trust and

ORGANIZATION BRIEF The New York Red Bulls (newyorkredbulls.com) is one of 26 teams in Major League Soccer (MLS). RBNY, one of the ten charter clubs of MLS, has competed in the league since its founding in 1996. The Red Bulls play home matches at Red Bull Arena (RBA) in Harrison, New Jersey. The three-time MLS Supporters’ Shield Winners are owned by the Austrian beverage company Red Bull for which the team is named. The New York Red Bulls offer one of the nation’s premier youth soccer development programs, from local soccer partnerships across New York and New Jersey to Regional Development Schools and the Red Bulls Academy teams.

Will you discuss your role and key areas of focus for the New York Red Bulls?

I oversee all legal matters pertaining to New York Red Bulls, Red Bulls Arena and RBNY Academy including regulatory, compliance and governmental affairs. I am responsible for advising the Red Bulls’ leadership team and my colleagues on key business, strategic, and legal matters for the organization and have oversight for all corporate, 134 LEADERS

selflessness – that are constantly reinforced through various methods.”

How critical is it for the New York Red Bulls to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions?

It is critical to our culture to build a diverse and inclusive workforce. In order to be successful and connect with our fans and members of the community which come from a wide variety of backgrounds, cultures and ethnicities, we recognize that the commitment to diversity and

inclusion starts with us. We are fortunate that as a prominent organization within the sports world, our athletes and employees have a unique platform and can make a tremendous impact that changes our world culture for the better, and we are committed to encouraging and promoting the right causes regardless of current events. In addition, the focus that we place on racial and gender hiring practices is of utmost importance in order to establish a diverse and progressive workplace.

Do you feel that there are strong opportunities for women to grow and lead in the sports industry and what more can be done to create these opportunities?

I am confident that there will be strong opportunities for women to grow and lead in the sports industry. Now that women are achieving unprecedented and highly-regarded opportunities, we will prove that we can be just as successful as our male counterparts, whether it’s in a front office position or on the field. I think that two important factors to contribute to creating more opportunities for women in the sports industry is encouraging and educating the younger generations. The more we come together to highlight the value of women in sports, the more likely young girls will realize the bright future sports offers. Widely sharing women’s accomplishments in the sports world can have a significant impact and create a domino effect of change. When we take our children to watch women in sports and bring our daughters to “take your daughter to work day,” we expose them to incredible role models and this helps to inspire young boys and girls alike to continue to pave the way for women to succeed.

What advice do you offer to young people interested in building a career in the sports industry?

First, build meaningful relationships (think quality, not quantity) with individuals already in the industry, and second, become the best overall professional you can so that you can succeed in any industry that you pursue. The rest will all follow.

Did you always know that you had a passion for the sports industry and what makes the industry so special for you?

It was always very important to me to pursue a career in an industry that I was passionate about and, for me, that was sports. Not only do I love watching and following sports, but I love how sports have the unique ability to establish incredible camaraderie and create special bonds among so many different individuals around the world.

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VOLUME 44, NUMBER 1

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Women Leaders

The Azamara Spirit An Interview with Carol Cabezas, Chief Operating Officer, Azamara EDITORS’ NOTE In her current core of a locale, beyond the surface. role, Carol Cabezas is responsible for An example of this is with our Countrythe full range of operations of the cruise Intensive Voyages which, together line including sales, marketing, revenue, with our land programming, allows finance, deployment and shipboard guests to focus on a specific country operations. Most recently, she was and absorb more of its hidden gem Vice President of Investor Relations for ports. This focused travel combined the parent company, Royal Caribbean with the most late night and overnight Group, managing relationships with experiences in the business – over 100 the global investor and analyst overnights and over 270 late nights community. Cabezas joined Royal respectively in 2021, gives our guests Caribbean Group in 2000 and the best opportunity to connect with a Carol Cabezas since that time has held a variety of destination. leadership roles including Associate I would be remiss if I didn’t call Vice Pr esident of National and Strategic out the warmth and friendliness of our crew Accounts, North America for Celebrity Cruises who are the other key reason for our success. and Director of Sales Planning and Strategy While guests are attracted to Azamara for its for Celebrity Sales. Prior to her career at Royal inspired voyage planning, they return again and Caribbean Group, Cabezas was an Associate again for the crew and fellow guests with whom Consultant at PricewaterhouseCoopers in the Dispute Analysis and Corporate Recovery team.

She holds a master’s in finance from University of Miami and a bachelor’s in finance and accounting from the Stern School of Business at New York University.

they create strong bonds, making Azamara a special community.

How do you define your role and what are your key areas of focus at Azamara?

My number one focus is the people of Azamara. The dedicated team members, shoreside and shipboard, all over the world need direction, motivation and guidance. If the team knows where we are going, why that is the right direction and feel optimistic about that direction, we will be successful. At the moment, my discussions with the team are centered around ensuring that when we sail again, we are adhering to the standards that follow the recommendations prepared by Royal Caribbean Group’s Healthy Sail Panel. At the same time, we are ensuring the warm, friendly service Azamara is known for shines through. We want our guests to feel comfortable, healthy and safe.

COMPANY BRIEF Azamara (azamara.com) is a boutique upmarket cruise line. Azamara’s wide selection of Destination Immersion® signatur e pr ogramming delivers authentic cultural experiences across the globe. In 2019, as part of its Explore Further offerings, Azamara took guests to more than 316 ports in 78 countries, including 268 late night stays and 150 overnights. Azamara’s commitment to Destination Immersion cruise experiences coupled with exceptional authentic service and inclusive amenities make for a unique cruise vacation experience.

Will you provide an overview of Azamara and how you describe the Azamara experience?

At Azamara, our expertise is providing the most immersive and authentic experiences found anywhere in traditional cruise travel. The Azamara experience is one that connects people to people, people with cultures, and people with themselves in ways that only meaningful travel makes possible. Discerning travelers elect to sail with Azamara because they are interested in exploring further. When sailing with us, our hallmark Destination Immersion programming provides guests the chance to delve into the 136 LEADERS

Azamara Pursuit off the coast of Amalfi, Italy VOLUME 44, NUMBER 1

Azamara Quest

How has Azamara adapted its business to address the challenges created by the pandemic?

We’re rebuilding while we’re not sailing. We are adapting to the times through the implementation of different protocols surrounding health and safety. When we return, although we’ve faced pandemic-related challenges, we’ll continue connecting people to cultures, while providing uncompromised, authentic service aboard our boutique hotel at sea.

As part of Royal Caribbean Group, an expert panel has been assembled called the Healthy Sail Panel, which consists of a diverse group of globally recognized leading experts in areas of science and public health. We are working in cohesion with these experts as they constantly develop recommendations for cruise lines to advance their public health response to COVID19, improve safety and establish health protocols that protect everyone and provide an enjoyable cruise experience.

How do you describe the Azamara passenger and how broad is the target market?

Our passengers are empty nesters with an explorer mindset. They are a cultured group that is motivated by enriching their life experience. Age doesn’t matter here as they’re driven by exploring new destinations, meeting new people and feeling youthful. They have the means to indulge in the finer side of traveling and the time to fully immerse in new cultures.

Will you highlight the strength of the Azamara team and its focus on the customer experience and providing personalized service?

At Azamara we pride ourselves on offering the service that one would find at a boutique hotel – friendly, personalized and genuine. The Azamara team is VOLUME 44, NUMBER 1

dedicated to this type of authentic service that is not contrived, with the ability to anticipate the needs of all our guests. Our team provides a level of service that guests will not find elsewhere; they become family to our guests. While Azamara’s destination offerings are what draws our cruisers to get on board with us, it is our crew and officers that deliver an exceptional experience that keeps guests coming back.

Our team will always remain committed to our mission to connect people to people, people with cultures, and people with themselves through the most meaningful travel experiences possible. Our guests choose Azamara because they want to dig deeper and want to discover ways of life far different from their own and to venture beyond the beaten path, which can only be made possible through the dedicated and anticipatory service that our team delivers to each and every one of our guests.

This is something that will always remain a strong aspect of our brand, regardless of the health and safety changes put in place as a result of the pandemic. We will always continue to deliver the most authentic service that is true to the Azamara spirit.

Do you feel that there are strong opportunities for women to lead in the industry?

Absolutely. Times are changing and women have more opportunities to remain in the workforce while nurturing a family. We see this in many high-profile areas, such as government where we now have a female vice president and 141 women who will serve in Congress beginning in January, a record number for our country. The same is happening in corporate America where 37 female CEOs are now leading Fortune 500 companies. The cruise industry is a

microcosm of the corporate sector with its own growing portfolio of female leadership. When looking at the Azamara brand and our vision, women have been able to rise through the ranks within our company and have brought refreshing energy and a range of perspectives to our team.

Diversity in teams, with an open and supportive opportunity for dialogue, yields better results, and this is clear with diverse leadership teams at various cruise brands. Elevating women to leadership positions brings a new way of thinking and a unique perspective. To have women in these positions also gives us a stronger understanding of our customers. We as women have different ways of engaging and that is vital to making that human connection in our industry.

My sense is the current leaders in the industry will continue to select the best candidates, including women, to gain greater responsibility and serve in higher positions.

The pool of candidates has an increasing number of women and they will be seen in positions of influence in increasing numbers, of that I am confident.

What are the keys to the recovery and rebuilding of the cruise industry from the pandemic?

The keys to the recovery and rebuilding of the cruise industry as a result of the pandemic first begins with a priority focus on health and safety in everything that we do for our guests and crew. Our industry has a collective responsibility for the highest safety standards and we all share the common goal for a safer resumption of cruise voyages, which has been a collaborative effort with other cruise brands. We have worked closely with the Healthy Sail Panel, whose recommendations are informing our company-specific health and safety protocols for a robust, thoughtful and comprehensive return to service plan.

Another key element to this recovery is a focus on keeping the guest experiences just as exceptional and at the high caliber that we have always delivered, regardless of the new health and safety protocols put in place. It is vital for us to continue to deliver new experiences for guests that will keep them engaged and eager to return to traveling once they feel comfortable enough to do so. After a very sedentary year for travelers, they will want to explore even more in the future and will seek bucket-list types of travel experiences to make up for lost time, so it is important for us to continue to create these special and new experiences in response to the pent-up demand. To provide peace of mind to our guests, we’ve created the Cruise with Confidence program, which gives them the confidence to plan a future cruise with the flexibility of canceling up to 48 hours before sailing.

Ultimately, our goal is to instill excitement and confidence about travel into our guests again and to ensure they will continue to be amazed by the immersive and authentic Azamara experience by delivering new itineraries that they won’t find anywhere else.

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Women Leaders

A Seaside Luxury Haven An Interview with Deborah Yager Fleming, Chief Executive Officer & Partner, Acqualina Resort & Residences on the Beach EDITORS’ NOTE Deborah Yager Fleming joined Acqualina Resort & Residences in March 2004 after having served as Vice President, Sales & Marketing at Island Outpost, wher e she managed marketing campaigns for 12 boutique hotels.

She also garnered valuable experience in New York at Leading Hotels of the World where she held senior management positions and implemented the design of worldwide sales strategies and innovative marketing programs.

to practice social distancing. We inform guests pre-arrival if they are feeling under the weather not to visit Acqualina until they are feeling better. We have implemented more flexibility, allowing guests to move any pre-booked dates which can be arranged through our reservations department.

Our entire team has been trained on the importance of PPE (personal protective equipment) to keep themselves and the community at large Deborah Yager Fleming safe and healthy. The team has done a superb job of educating our guests, residents and visitors on the importance of wearPROPERTY BRIEF With a lushly landscaped ing a mask as well as preparing for our custom4.5-acres of seaside bliss, world-class restau- ers’ arrival. Every detail of our service sequence rants, curated amenities and spacious rooms at each outlet was reviewed and revised to and suites all with balconies and water views, ensure that we continue to provide a luxurious Acqualina Resort & Residences on the Beach experience while being mindful of the pandemic. (acqualinaresort.com) is at the center of Miami’s We take temperature checks upon arrival and at Sunny Isles Beach providing an exclusive expe- elevators which are staffed 24 hours a day. rience and an ultra-luxurious beach lifestyle. As Guests can also expect to have their temperaFlorida’s only hotel of its kind, built open to tures checked again when visiting our spa or the sea with no structural or visual barriers, fitness center. We have limited the capacity in Acqualina evokes a Mediterranean lifestyle just both of these areas to ensure social distancing steps off the pristine sand into the Atlantic. The is practiced at all times. While enhanced safety lush grounds are dotted with umbrellas in the and cleanliness practices in the midst of COVIDresort’s signature red color and lounge chairs 19 is critical, our team has also added new punctuate the blue and green hues of its natu- services so that our guests may enjoy the luxural surroundings. The property is the recipient of rious elements of a five-star resort. We created the coveted Forbes Five Star Award and the AAA new Guest Experience Manager positions so that Five Diamond Award. T r i p A d v i s o r n a m e d each guest is given an even more personalized A c q u a l i n a a s t h e Best Beachfront Resort experience. Our GEMs, as we warmly refer to in the U.S. for six years in a row. Acqualina them, will curate all aspects of the guest’s stay Resort & Residences was recently recognized by from customizing the private bar, coordinating the Global Biorisk Advisory Council, a divi- shopping lists and ordering groceries and booksion of ISSA – The Worldwide Cleaning Industry ing dining reservations to offering a virtual tour Association, as a confirmed GBAC Star accredited and showing a video of the room orientation. facility acknowledging Acqualina’s increasing Our GEMs will be contacting guests via email, best practices and protocols for sanitation during by phone or even Zoom, whatever they prefer, the COVID-19 pandemic. and will be the main point of contact prior to arrival and throughout the stay to ensure that How has Acqualina Resort adapted its busi- all needs are met and exceeded. Our GEMs also ness during these unprecedented times and reserve exclusive beachfront dinners and arrange how proud are you to see the way your team for our chefs to create custom menus for everyhas performed during the crisis? one to enjoy. I am immensely proud of the entire The well-being and safety of our employees, Acqualina team for their unwavering and tireless guests, and residents is our highest priority. While efforts to create a wonderful environment where we have reinforced our extremely high stan- one can feel truly relaxed and pampered. dards of health and safety and have enhanced What additional procedures and protomeasures of sanitation and cleanliness in place, cols has Acqualina put into place to provide we ask our guests to wear masks or face cover- guests with confidence around safety and ings when traversing throughout the property and health concerns when visiting the property?

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Acqualina Resort & Residences on the Beach

In addition to temperature checks and wearing masks, we use EPA-approved electrostatic disinfectant tools in all rooms and public areas. We also have several branded items such as sanitized television remotes sealed in Acqualina red boxes allowing guests to feel safe, confident and comfortable when staying at Acqualina. As part of the resort’s sanitization measures, guests can expect to see Plexiglass dividers at the front desk, security station and concierge, Acqualina-branded social distancing floor mats, an Acqualina-branded digital hand sanitizer stand at the front entrance and other self-standing hand sanitizers strategically positioned throughout the property, and Acqualina-branded ceramic hand pump sanitizer dispensers located throughout the resort. White trays are also conveniently available at our restaurants to place face masks on when dining. Upon check in, guests receive Acqualina-branded hand sanitizers, alcohol wipes and face masks enclosed in a branded pouch for personal use.

A key part of the guest experience is the Acqualina app providing the continuation of personalized attention and keeping with our award-winning service. An iPad is available in all guestrooms and suites and guests are also encouraged to download the Acqualina app to their own devices. Features include customizing one’s stay with special requests such as extra pillows and selecting times for room cleaning and turndown to ordering pre-arrival amenities. Online cabana bookings can be made and soon guests will be able to order food while at the pools and beach. Guests can also view flight information, check in for their flight and read the daily newspaper and magazines, request complimentary best-selling books and much more.

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Will you provide an overview of the property and what have been the keys to Acqualina’s success?

Acqualina is a place where the charm of a Mediterranean villa meets elegance on the beach.

We are a seaside luxury haven located on 4.5 beachfront acres in pristine Sunny Isles Beach, Miami. We offer 98 guest rooms and suites and 188 residences with breathtaking views of the Atlantic Ocean, great dining including Il Mulino New York and our new restauant Ke-uH offering Japanese fusion cuisine, three oceanfront swimming pools and an innovative marine biologybased children’s program. There are a variety of wonderful exterior venues to provide an ideal background for intimate weddings and celebratory events. In addition, we have the only ESPAbranded spa in the United States, an exquisite 20,000-square-foot, two-story tranquil sanctuary of excellence and relaxation.

Acqualina’s success is due to our happy, dedicated team members whose passion, creativity and genuine care and attention towards every customer is felt in the service delivery. As a family-owned and operated hotel, we are an independent brand able to quickly implement new services and frequently meet with our leaders to provide the support they need to exceed expectations. We offer a great living experience, trust and great value and the world’s finest residential and resort community. Our dream makers culture of inspired team members who deliver guests and residents dreams has resulted in high repeat business creating the foundation for our success.

How critical is it for Acqualina to be engaged in the community and to build relationships with local residents?

Very critical. A large part of our business is driven from the local community. As a lifestyle brand, we offer exceptional dining and spa facilities that are open to the local community. In addition, we run an ultra-luxury residential complex. Acqualina Resort and Residences opened in 2006, and our second residential tower which

features 79 Mansions opened in 2015. We are currently constructing two new residential Estates towers which will offer 248 residences in the sky and a worldrenowned restaurant from New York City which will be open to the public.

We are an active participant in the Sunny Isles Beach Tourism and Marketing Council and the Aventura Marketing Council as well as the Greater Miami Convention & Visitors Bureau and Greater Miami & the Beaches Hotel Association.

Acqualina also proudly supports the Miami Beachfront dining at the Costa Grill Chapter of the “I Have Air quality is simple in concept, but it a Dream” Foundation. The Foundation empowers children in low-income local communities to requires an enormous commitment of time, achieve higher education and fulfill their leader- energy, skill and enthusiasm in addition to stateship potential by providing them with the skills, of-the-art, cutting-edge technology, as well as knowledge, and habits they need to gain entry systems that are well-maintained to achieve to higher education and succeed in college and positive and encouraging results. We have a colbeyond. We guarantee their academic tuition at a laborative approach and work closely with our Florida state university for a four-year degree or executive committee, operating management at at an accredited trade school. This allows them all levels, and front line staff to address issues of to become proud and productive citizens. The great importance for all of Acqualina’s customers, program adopts an entire class of Dreamers in an residents and employees as well as our community as we plan for the future. By unleashing the economically disadvantaged school.

Will you highlight the long-term invest- incredible capacity of our team to make a differment and commitment of Acqualina’s own- ence and by opening our mind to new designs ers to make sure that the property continues and technologies, we are making Acqualina an extraordinarily vibrant and safe place to live, to to be an industry leader?

We have implemented a strong governance stay or to work. This is the spirit in which beliefs structure to guide us towards our objectives by and values of Acqualina have evolved. incorporating elements for minimizing and conWhat are your priorities for Acqualina trolling risks associated with infectious disease as you operate during these challenging and outbreak into our poli- uncertain times? cies and procedures.

We will continue to ensure our guests, resiThis is of great impor- dents and visitors have comfortable and unfortance in operating our gettable experiences while they are at Acqualina. hotel over the long We will continue to enhance our health and safety term. We are constantly protocols at all touchpoints in our operations in exploring the highest accordance with local government officials, the standards to implement Centers for Disease Control (CDC) and the World in our facility, especially Health Organization (WHO) guidelines and will now more than ever as continue to make changes as necessary or approwe are facing the chal- priate to our procedures. This includes continulenges related to the ing temperature checks, wearing face coverings current COVID-19 pan- while traversing through the resort, increased demic. We never hesitate cleaning and sanitization protocols using Ecolab to invest in resources, hospital-grade peroxide multi-surface cleaner tools and equipment and chemicals, and physical distancing meathat will improve the sures. We have outlined our health and safety safety and well-being plan that takes into account the complete guest of our people and over- experience.

We are committed to the highest levels of all community. We are strengthening employee health and sanitation practices, and never hesiengagement through tate to invest in resources, tools and equipment educational workshops that will improve the safety and well-being of our to inspire passion and people and overall community. Our mission is Acqualina Resort beach and pools to constantly strive to do better at every level. further commitment.

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Women Leaders

The Leader in Pinot Grigio An Interview with Jane Scott, Vice President, Marketing, Santa Margherita USA EDITORS’ NOTE Prior to joining Santa Margherita USA, Jane Scott worked in senior positions throughout the wine business including Freixenet USA., Remy-Cointreau USA, and Remy Canada. Scott has a diploma in journalism from Grant MacEwan University and has additional certifications from Université d’Ottawa, Western University Ivey School of Business, and Cornell University.

to an unwavering commitment to the quality of the wine and our consumers have rewarded us with their loyalty by making Santa Margherita one of America’s favorite wine brands.

What are the keys to building brand awareness and brand loyalty in such a crowded space?

The wine category is large and fragmented in the U.S. and can prove challenging. Due to its position as the category leader with strong consumer Jane Scott awareness and loyalty, our job at Santa COMPANY BRIEF Since foundMargherita USA is to be the guardian ing Santa Margherita in 1935, Count Gaetano of the Santa Margherita brand. Everything we Marzotto dedicated his life to establishing the do should be to ensure that we present Santa winery and its estates as one of the leading Margherita in the light it has earned over the ambassadors of Italian wine excellence around past 30 years in the U.S. This means retaining the world. With the establishment of Santa its relevancy to the consumer by continuing the Margherita USA (santamargheritausa.com) as conversation about how Santa Margherita is a the U.S. importing arm in 2016, the import team part of their lifestyle and their repertoire of fine proudly carry on his vision in the United States. wines and, ultimately, is the perfect accompaniSanta Margherita USA is a fine wine import ment to their meals. company representing premium and ultrapremium wine estates from Italy.

Will you discuss the history and heritage of Santa Margherita and what have been the keys to the strength of the brand?

Santa Margherita was founded by Count Gaetano Marzotto in 1935 in an undeveloped region of northern Italy just outside Venice, and named lovingly after his wife, Margherita.

He had a vision to develop the entire region agriculturally, not just for wines, and to make a community for the people working the land.

His vision remains our pillars today – respect for the region, the traditions, the land and the people. Today, we still use that to guide us in all our decisions. This was the foundation for what would become today Santa Margherita Gruppo Vinicolo, a wine group currently run by the third generation of the Marzotto family.

Santa Margherita Gruppo Vinicolo has become one of the most respected Italian wine groups in the world and consists of eleven wine estates representing some of the finest regions in Italy.

I work for Santa Margherita USA, which is the importer of the Santa Margherita Gruppo Vinicolo portfolio of wines. SMGV is our parent company. The Santa Margherita brand is the anchor of the group and renowned worldwide as the leader in Pinot Grigio. Here in the United States, Santa Margherita’s success is due 140 LEADERS

We have nine other wine brands we bring into the U.S. that are much newer to the market.

Building awareness and loyalty for these brands occurs on a much more granular level. Many people are introduced to their favorite wines by friends or by their favorite wine store or restaurant. With these brands, our job is to share their stories. We always lead with what’s in the bottle since the quality comes first, and then present the wineries’ stories to help inform and educate the consumers so they can choose the wines that appeal to them.

Will you provide an overview of Santa Margherita Wines’ offerings and its new releases?

We have four wines within the Santa Margherita brand. Our Pinot Grigio is the most well-known, but we also have a beautiful Chianti Classico Riserva, a Prosecco Superiore DOCG and a Sparkling Rosé.

Additionally, we have a Franciacorta estate called Ca’ del Bosco, which produces a sparkling wine made in the classic method. It

Santa Margherita Villa in Italy VOLUME 44, NUMBER 1

Santa Margherita Winery

is truly an example of the best quality from the best area and represents the most respected wines of that region.

We have a Venetian winery called Torresella that makes Prosecco DOC and Pinot Grigio. It has been one of our fastest growing brands in the U.S. In 2021, we will be launching our Torresella Prosecco Rosé DOC and we cannot wait to have this wine in the U.S. In the Maremma – the wild, wild west of the Italian countryside – we have a wine called Sassoregale, which is a great representation of the region. We produce a Sangiovese as well as a Vermentino, which is a beautiful white wine varietal with citrus and floral aromatic notes. It’s a great accompaniment to many dishes.

We have a historic property in Tuscany called Lamole di Lamole. This storied winery is both a historical part of the Tuscan landscape and also a leader in innovation and progressive methods which optimize our Chianti Classico wine offerings.

We have a northern Italian winery on the Austrian border in the Alto Adige called Kettmeir.

This winery just celebrated its 100th anniversary and produces pure varietal expressions from the region. We import their Pinot Grigio, Pinot Bianco, Muller Thurgau and Pinot Nero to the U.S. We have a Sardinian winery, Cantina Mesa, which is truly a sight to behold. The winery is located on the southern part of the island of Sardinia and the vineyards are highly influenced by the Mediterranean Sea. These vineyards literally grow in the sand, just feet from the ocean, and the wines show that oceanic influence. Sardinia is known for both Vermentino, again that aromatic, citrusy white varietal, and Cannonau, Sardinia’s VOLUME 44, NUMBER 1

indigenous red grape. The effect of the seaside resonates throughout these wines.

We have Sicilian wines as well, Feudo Zirtari, which are the perfect pizza and pasta wines.

Our group also recently acquired a winery located on Lac Garda, called Ca Maiol. We believe this region, called Lugana, is underrepresented in the U.S. They are known for crisp, floral white wines.

We also represent two wineries in the U.S. that we do not own. One is the historic Amarone producer Masi. Masi’s wine portfolio is a great addition to our U.S. portfolio with their storied and beautiful wines from the Valpolicella region.

We import Fattoria Sardi, a small biodynamic producer located in Luca, Tuscany. The young couple who own Fattoria Sardi have invested their time researching and developing how best to create biodynamic rosés from Tuscany.

How do you describe the Santa Margherita customer and how broad is the target market?

The wonderful thing about Santa Margherita is that it has no preconceived boundaries on its audience. It’s adored from Millennials to Boomers.

We see similar affinity to the brand across multiple generations. That said, we always talk to our core consumer while introducing the brand to new consumers. We have seen throughout the years that many Santa Margherita drinkers have been introduced to the brand by one of their relatives or friends.

Will you highlight Santa Margherita’s focus on innovation and commitment to sustainability?

Our founder, Gaetano Marzotto, was before his time on so many levels. His vision

incorporated sustainability before sustainability was chic. We have invested throughout the years in lowering our footprint by, for example, developing our own glass manufacturer to reduce the necessity to transport glass, installing solar panels, and deploying sustainable agricultural practices.

The Marzotto family remains devoted in its commitment to the environment, not just because of the good it does for our planet, but also because it is both how things should be and how they have been. A great example of this is the Marzotto’s recent commitment to rebuild the trellises for our Lamole di Lamole vineyards and to recreate the trellises as they were originally built. This was a laborious and expensive choice for them to make.

It also meant more time committed to rebuilding these vineyards.

Innovation often leads to success, so we constantly strive to entertain new ideas on how to make even better wines or be more environmentally friendly. Our biggest success came from being innovative. In 1960, the Marzotto’s boldly decided to make Pinot Grigio without allowing the grape skins to influence the color of the wine. This required a pioneering decision to vinify Pinot Grigio grapes, without the traditional skin contact, to create the first white Pinot Grigio wine. So, both the respect for tradition and a serious nod to innovation can be found deep in our company’s roots.

Did you always have an interest in working in the wine industry and what has made the business so exciting for you?

I was introduced to the world of wine while I was working in the restaurant industry during college and fell in love with it. I was fortunate enough to have some great mentors as I built my career, and my heart has never strayed from the wine business. I marvel and respect the fact that wine has been a part of civilization for thousands of years.

I’ve often said the world would be a happier place if we all just sat down to talk with a great glass of wine and a little antipasto.

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Women Leaders

Expressionist Painting An Interview with Jan Dilenschneider How do you define expressionist my paintings can help in a small way painting and what attracted you to communicate the problem, I want to this type of painting? viewers to fall in love with nature Expressionist painting is so difagain and commit to do their part on ficult and personal. I look for those climate change. It is my hope that my perfect moments and special setconcerns about the environment are tings when the light is right, I am contagious. there and the vista offers a great Will you discuss your support gift. Expressionist painting cannot of charities? be defined. It is an experience. The We support many charities. It is a painter uses resource materials, phoway of being thankful for what we have tos, nature, the outdoors and more to been blessed. My earliest and lonJan Dilenschneider be inspired by the colors, the movegest running relationship with a charment, the atmosphere. My painting ity is with Family Centers in Greenwich is less a process of copying the world around and Lower Fairfield County, Connecticut. My me than a poetic exercise to show how I feel about the subject. I absorb the visual information which is blended with my past artistic experience, knowledge and all the paintings I have studied – it seems to flow through my hands to the canvas. It will tell a story and be an expression of my subject. The colors I paint are my joy and the gesture of the painting is my passion.

I frequently say to myself: emotion-in, emotion-out; energy-in, energy-out. As an expressionist painter, I deal with one thing – the emotion created in the painting. You see a tree, but the painter wants you to know how the artist feels about the tree. I want people to feel the way I do about nature, to stop and look and appreciate it, to fall in love with it again.

Where do you find the inspiration for your work?

The whole world is my visual inspiration: spring green leaves against very blue skies… sun reflecting off houses of a distant shore… sun-dappled shadows below a tree….interplay of trees down the lane – all of this sends me to my studio.

There is another kind of inspiration and sometimes it is to champion a cause. My first five shows in Paris and subsequent U.S. shows are dedicated to drawing awareness to climate change. Mostly I enjoy painting giant leaves, grasses, reeds and trees. With our current pandemic and the horrible number of lives lost, climate change has taken a back seat at this moment. However, we have had quite a few warning signs about climate change this year – 30 named hurricanes, 13 major hurricanes made landfall in the Southern coast of the U.S., wildfires ravaged the West Coast, and there were over 200 other devastating weather-related incidents in the world. We may see our shorelines flooded, animals and birds endangered. If 142 LEADERS

most innovative charity relationship is with the Institute of International Education (IIE) and the Janet Hennessey Dilenschneider Scholar Rescue Program in the Arts. This is the first program to bring endangered artists from repressed countries to universities where they can continue their work in safety.

I sit on the board of the Connecticut Arts Council where there is great concern that the arts will be minimized after the pandemic, both financially and support wise. Our current endeavor is to highlight the place of the arts in our society and the importance of people enjoying art and music. The arts are a record of our history and culture through time. From

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“As an expressionist painter, I deal with one thing – the emotion created in the painting.”

A Field of Birch Trees Oil on canvas, 30 x 30 inches (2020) - opposite page Reeds and Grasses by the Shore Oil on canvas, 30 x 30 inches (2020) - above Marvelous Organic Shapes Oil on canvas, 36 x 48 inches (2017) - right

the Egyptian pyramids to the Greek Parthenon to the more recent Impressionists, the arts are an ambassador from one culture to another.

The arts communicate through their beauty and inspiration to all. They are never political.

Education of the young in the arts, both fine arts and music, teach experimentation and the creative process. For example, the creative process applied to technology has produced some extraordinary results that have enhanced and modified everyone’s daily life. Creativity increases our ability to analyze and solve problems which is useful for everyone.

The arts are essential to most people’s lives and happiness. Creativity is something for which Americans are known. We do not want to lose our valuable asset.

My goal in all of my work is to encourage a quiet call to action and to deliver a plea to protect the arts and environment which are increasingly threatened.

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INTERVIEW

INTERVIEW

Interview Conscious Leadership An Interview with John Mackey, Co-Founder and Chief Executive Officer, Whole Foods Market EDITORS’ NOTE John Mackey has core values, and leadership principles. built Whole Foods Market, the Part of my personal journey of being natural and organic grocer, from a better, more conscious person aligns a single store in Austin, Texas in with being a better leader – one who 1978, into a Fortune 500 company can awaken the best in all of those in which went public in 1992, and the organization. I have learned how was purchased by Amazon in 2017. to use my own sense of purpose and He envisioned and launched the passion to help others find their own Whole Planet Foundation to help sense of purpose, to acknowledge and end poverty in developing nations, appreciate the team for their efforts, the Local Producer Loan Program and to do something that is personally which provided $25 million in low very liberating for me, which is to John Mackey interest loans to help local food lead with love. Fostering a conscious producers expand their businesses, culture is incredibly important to and the Global Animal Partnership’s rating me, and we do that through gratitude and scale for humane farm animal treatment. appreciation, particularly in our meetings. When Mackey has been recognized as one of Fortune’s you authentically appreciate someone, it not “World’s 50 Greatest Leaders,” Ernst & Young’s only makes that person feel good, but it helps “Entrepreneur Of The Year™ Overall Winner for to build trust and break down barriers between the United States,” Institutional Investor’s “Best people. Part of being a conscious leader is being CEO in America,” Barron’s “World’s Best CEO,” authentically and actively appreciative. We can MarketWatch’s “CEO of the Year,” Fortune’s be tough leaders at times, we can and should “Businessperson of the Year,” and Esquire’s “Most be strong, but at the end of the day, human Inspiring CEO.” A strong believer in free market beings respond best to care and appreciation. principles, Mackey co-founded the Conscious In business, everything we accomplish is Capitalism Movement and co-authored a New ultimately done with and through other people.

York Times and Wall Street Journal best-selling Conscious leaders inspire, motivate, develop, book titled Conscious Capitalism: Liberating and lead others while also appreciating what the Heroic Spirit of Business, to boldly defend team members contribute. The bottom line is and reimagine capitalism, and encourage a that when leaders become more conscious, the way of doing business that is grounded in organizations they lead become more conscious. ethical consciousness. Mackey is also co-author In this way, everyone wins. of The Whole Foods Diet: The Lifesaving Plan Whole Foods has experienced four for Health and Longevity and The Whole decades of incredible growth and innovation.

Foods Cookbook: 120 Delicious and Healthy What have been the keys to Whole Food’s Plant-Centered Recipes. His most recent book leadership in the industry and its ability to is Conscious Leadership: Elevating Humanity remain relevant and current?

Through Business.

At Whole Foods, we have consistently challenged ourselves to innovate, and these ideas COMPANY BRIEF For 40 years, Whole Foods do not just come from the top but throughout Market (wholefoodsmarket.com) has been the our entire organization. In fact, it is one of our world’s leading natural and organic foods core leadership principles. At Whole Foods, we retailer. As the first national certified organic are aware of what others are doing, look for grocer, Whole Foods Market has more than 500 new ideas from everywhere, and are not limited stores in the United States, Canada and the by “not invented here” thinking. We continually United Kingdom. innovate in our retail operations to upgrade and improve the way we operate our stores, Will you describe the Whole Foods Market buy products, merchandise them, and how well culture and how critical is culture to the we serve our customers. We also encourage success of Whole Foods? innovation in new products through our Local Culture is a huge part of Whole Foods Producer Loan Program. On many occasions we Market and it has been since the beginning when have worked with local suppliers to put unique we had just one natural food store in Austin. products on the shelves and grow their footprint Our culture is based around our higher purpose, from one region to the next, with an aim of 146 LEADERS

eventually becoming a global supplier at Whole Foods and giving them the foundation that they need to launch at other retailers nationwide.

This is a true win-win-win experience for us, our suppliers and, of course, our customers.

Another example where we continue to innovate and push boundaries is through our private label brand, 365 Everyday Value. Our team is constantly looking at food trends and flavors to add exciting offerings to this line, for example plant-based products which are largely popular amongst our customer base right now.

How has Whole Foods adapted the way it works to address the challenges created by the pandemic?

COVID-19 has reminded us that we’re all in this together and that we are a family. I’m quite proud of what I saw in our stores during this time. We have been cited for our quick response to the pandemic. We were among the first to mandate mask wearing for team members, we closed down our hot and cold food bars, and we quickly instituted new practices to sanitize carts and other surfaces. Our top priority was keeping both our team members and our customers safe.

Despite the fact that our team members are masked eight hours a day since they’re on the front lines dealing with thousands of customers coming into our stores every day, our culture – a conscious culture lead by conscious leaders – has been strong. This is really helping people get through this. Customers are cooking at home more, and the way people are shopping has become much more transactional with curbside pickup, delivery options and less browsing in-store. Some of that will continue when this is all over because, for some, the convenience factor is the most important thing. Others – the people who really enjoy food and who like to touch it and smell it – will be back to shopping in-store because it’s an important part of how they consume food.

How important is it for Whole Foods to build a diverse and inclusive workforce?

With more than 515 stores spanning across the U.S., Canada, and the U.K., we have an incredibly diverse and inclusive workforce made up of hundreds of different ethnicities and languages. Racism and discrimination of any kind have no place at Whole Foods Market.

How critical is it for companies to be purpose driven and for purpose to sit alongside profit to inform decisions and create cultures that build better lives for all?

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Conscious leaders have a strong purpose and are able to effectively embody and communicate their purpose to other people. Many people have a hard time relating the idea of a higher or transcendent purpose to a business enterprise or to capitalism, which is very unfortunate. Two hundred years ago, 94 percent of everyone alive on planet earth lived on less than $2.00 per day (adjusted for inflation). Today that is less than 10 percent. It has been capitalism and business that take the discoveries from science and create progress in the world that has steadily ended poverty for billions of people and is steadily improving all of our lives.

We don’t need to choose profit or purpose.

They both can and should exist together. The key to discovering an organization’s higher purpose lies within the value creation that they offer to the world. All organizations, especially for-profit businesses, must continuously create value for others in order to survive and to flourish. It’s in this activity of value creation that the essence of an organization’s purpose can usually be found.

For Whole Foods, the intrinsic good behind our value proposition is health and vitality, both for people and for the planet. Purpose is central to a leader’s motivation. Profit is an important quality, but it is the result of creating value for others. My body needs to produce red blood cells or I will die. However, just because I must produce red blood cells, it doesn’t logically follow that my purpose in life is to produce red blood cells.

Similarly, every business must produce profits or it will eventually die, but that doesn’t mean making profits is the purpose of the business.

All businesses have the potential to make their higher purposes, beyond only making profits, more conscious and widely understood in their organizations and in their larger stakeholder communities. Doing so will go a long way to defusing the mistrust and dislike of business that is widespread in our society.

Will you discuss your new book, Conscious Leadership, and why you felt it was the right timing for the book?

The book is really the sequel to the book I wrote with Raj Sisodia in 2013, Conscious Capitalism. That book defined a new paradigm in business. It catalyzed a movement around an elevated way to do business and how to conduct it in a way that fulfills the business’ higher purpose, while creating value for all of its major interdependent stakeholders. Since we published that book in 2013, we have received several hundreds of requests to go deeper on the subject of conscious leadership, so we wrote this book to address that need. Conscious Capitalism was the start of a movement. Conscious Leadership is about how leaders can become more conscious, develop themselves effectively, and increase their positive impact in the world.

Raj and I wrote the first book to demonstrate that business and capitalism are inherently good, identify the four specific tenets – higher purpose, stakeholder integration, conscious leadership, and conscious culture and management – that build strong businesses, move capitalism closer to its highest potential, and foster a more positive environment for all of us. When leaders become more conscious, the organizations they lead also become more conscious, creating an everwidening circle of purpose-driven cultures and VOLUME 44, NUMBER 1

communities. We wrote in the book that the world needed “tens of thousands of conscious leaders.” Today, I would say we need hundreds of thousands, perhaps even millions of these leaders, as we work to rebuild business and society, post-pandemic.

Who is the book targeted to and what are the key messages that you wanted to convey with the book?

The book is really for all leaders, and the next generation of leaders. Young people will be the great entrepreneurs and innovators that change our world in ways we can’t even imagine. In the book, we identify nine key traits of conscious leadership, but the one I feel most passionately about is love. A conscious leader is someone who leads with love on a daily basis and who works to bring love out of the corporate closet and spread it throughout the organization.

The discussion around business and leadership is full of metaphors about war and sports that are hyper-competitive and encourage a “winner take all attitude.” That narrative doesn’t allow much room for love. Too many people have come to see love as a weakness, but I would argue that love is a tremendous leadership strength and one of the most human things we can do. We need to be able to go about our jobs and be fully human.

Looking at the real human needs of those we work with and those we serve will take us, as a society, so much further.

How do you define the traits required for conscious leadership?

Conscious leaders put purpose first, lead with love, and act with integrity. They embrace winwin-win solutions that create positive outcomes for everyone involved, including themselves.

They innovate and create value, think longterm, and commit to growing and learning as a leader, and evolving their team. And maybe one of the most important traits – they recognize the importance in regularly revitalizing themselves – physically and mentally. Becoming a conscious leader is tough. It requires a high degree of self-awareness and a real desire to change and grow. It is not enough to simply follow rules or adopt the latest leadership fashion. There are no plug-and-play solutions. Instead, it is a journey of personal development and personal transformation that comes from an understanding of human nature and human culture. Change is hard at any age and in any role, but choosing to embrace and go out to our growing edge, where you’re not quite comfortable anymore, that’s our biggest opportunity to become aware, intentional and more awake.

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LEADERS 147

INTERVIEW

INTERVIEW

Interview

Doing the Right Thing the Right Way

An Interview with Marc B. Lautenbach, President and Chief Executive Officer, Pitney Bowes Inc. EDITORS’ NOTE Marc Lautenbach Over 100 years, the combination of assumed his current post in creativity with business acumen enabled December 2012, and is a member Pitney Bowes to pioneer innovations for of the Board of Directors. Before over one million clients through several joining Pitney Bowes, he spent 27 decades, beginning with the postage years at IBM. Lautenbach’s tenure meter to pushing the boundaries at IBM included senior positions, of global e-commerce. Pitney Bowes leading the consulting and systems has remained relevant by continuing integration business in North to evolve over several decades America, sales in the Americas, through steady streams of innovation and leading the small and medium and upskilling, and through strategic business globally. In addition, he mergers, acquisitions and divestitures.

Marc B. Lautenbach held senior executive positions at Now, we have fully embraced shipping IBM Asia Pacific. Lautenbach was and financial services as additional elected to the Campbell Soup Company Board pillars of our business. of Directors in June 2014. He is also a member The Pitney Bowes Century was built upon of Catalyst, Inc., and a member of the Board the radical idea that doing the right thing the right of Trustees at Denison University. He graduated way can be the centerpiece of a sustainable magna cum laude and Phi Beta Kappa from business model. It has defined Pitney Bowes Denison University, and went on to receive an from the beginning and will guide us into our M.B.A. from the Kellogg Graduate School of second century.

Management at Northwestern University.

COMPANY BRIEF Pitney Bowes (pitneybowes.com) is a global technology company providing commerce solutions that power billions of transactions. Clients around the world, including 90 percent of the Fortune 500, rely on the accuracy and precision delivered by Pitney Bowes’ solutions, analytics, and APIs in the areas of e-commerce fulfillment, shipping and returns; cross-border e-commerce; office mailing and shipping; presort services; and financing. For 100 years, Pitney Bowes has been innovating and delivering technologies that remove the complexity of getting commerce transactions precisely right.

Pitney Bowes is celebrating its 100-year anniversary. Will you discuss Pitney Bowes’ history and what have been the keys to the company’s ability to stay relevant and current?

The 100th anniversary is a remarkable milestone for a company that began on April 23, 1920, when Arthur Pitney, the inventor, and Walter Bowes, the promoter, first met and put their ideas together to invent the first postage meter – the award-winning Model M, creating the “metered mail” market and a new industry with it. These two very different men started something rare in the history of business – together they combined creativity with business sense and created a company. Today, Pitney Bowes has a living legacy of always innovating, adapting and striving to do better.

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“Pitney Bowes will always be a company driven by values.”

How critical is culture to Pitney Bowes’ success and how do you describe the company culture?

Through our century of innovation and progress, one thing has never changed. Pitney Bowes will always be a company driven by values. From the beginning – founded on innovation and powering commerce from day one – we have sought to do the right thing the right way for our customers, our people, and the world around us.

There is a certain resilience and “grit” to this company which has enabled Pitney Bowes to endure. This grit is built on a culture of innovation that has created and helped reinvent this company many times over. For example, for the first time ever, a majority of revenue (51 percent) was

generated by our global e-commerce business last quarter. These values have sustained Pitney Bowes for the first 100 years and will be foundational for our second century.

Pitney Bowes is not necessarily a household name. Is brand awareness important and is the critical role that Pitney Bowes plays for global commerce well understood?

While Pitney Bowes might not be a household name, we are a $3.2 billion company and one of the most important in the world, providing commerce solutions that power billions of transactions in the areas of e-commerce fulfillment, delivery and returns; office mailing and shipping; presort services; and financing. Global businesses and government entities, including 90 percent of the Fortune 500, rely on Pitney Bowes’ innovative technology and solutions to help drive their business.

That said, there are lots of companies that are in the e-commerce world. However, Pitney Bowes is one of the few that combines physical and digital capabilities that are specifically built around business-to-consumer e-commerce. Our 100-year relationship with the United States Postal Service is an important point of differentiation for our business. In fact, almost 50 percent of all USPS first class mail volume goes through Pitney Bowes – we’re the fourth largest partner of the service. The company processes over 140 million parcels per year and more than 17 billion pieces of letter mail.

Chances are you received a letter or parcel processed by Pitney Bowes today.

Pitney Bowes has remained entrepreneurial with the ability to change and transform its business. How are you able to do this at the size and scale of the business?

Throughout our 100 years, we have supported millions of clients around the world, contributed significantly to our communities where we live and work, and invented industries and business models that have endured and evolved for decades. Pitney Bowes has been an innovation company – creating a technology and an industry 100 years ago.

More recently, Pitney Bowes innovated a business model combining the power of our mailing franchise with a strong financial services business. The combination of the two was an economic juggernaut. But if you are going to VOLUME 44, NUMBER 1

“In 1950, Pitney Bowes CEO Walter Wheeler said, ‘Do the right thing.’ We modified that thought slightly by adding, ‘Do the right thing, the right way.’ ”

continue to be successful, you need to continue to innovate. As a result, Pitney Bowes has created three $100 million businesses from scratch in the last seven years, substantially transformed and automated almost all of our business processes, and created a cloud infrastructure to deliver our key offerings.

More recently, in the last seven years, Pitney Bowes’ e-commerce division grew from one client, zero physical operations, generating $12 million in revenue, to a staggering 629 retail and marketplace clients, 17 fulfillment, delivery and returns facilities and generating over $1 billion in annual revenue. Ultimately, if a company is going to continue to exist, it must continually innovate.

Wher e is Pitney Bowes in the process of your transformation journey?

I would say we are in the final “chapters” of this transformation. Pitney Bowes has found logical adjacencies – shipping and financial services – to build our mail franchise, and we have moved the company to growth. Now we are focused on driving profitable revenue. That said, successful companies, companies that are able to achieve longevity, are constantly transforming. So I’m sure there will be another transformation after this one.

How is Pitney Bowes adapting its business to meet the crises facing the world today?

You don’t reach 100 years in business without facing challenges, disruption and uncertainty at one time or another. Throughout our long and storied history, we have confronted difficult times, including the Great Depression, World War II, and the Great Recession of 2008.

Our 100th year certainly hasn’t been the year I envisioned. We had two cyber incidents, a pandemic, the greatest economic dislocation since the Great Depression, and social unrest addressing the serious problem of racial injustice and inequality in the United States.

However, times of crisis are always times of opportunity. Our focus has been, and will continue to be, to come out of this unprecedented chapter stronger. Through these crises, our teams continue to carry great pride in the work they do to power commerce and secure the foundation we’ve built for our second century.

We will continue to keep our focus on the long term.

That said, it is hard to know how clients’ needs will evolve after we get through this pandemic, but I expect that e-commerce, VOLUME 44, NUMBER 1

digital channels and digital offerings will become even more important. Typically, these types of events accelerate existing trends, and I’m sure this pandemic will do that and probably create some new trends that we will need to adapt to in the coming months.

How do you describe your leadership style and what do you see as the keys to effective leadership?

In 1950, Pitney Bowes CEO Walter Wheeler said, “Do the right thing.” We modified that thought slightly by adding, “Do the right thing, the right way.” The essence is the same but acknowledges that if you do the “right thing” the wrong way, you haven’t really been true to the original sentiment. Our value of “doing the right thing the right way” informs every decision and every action I make as the CEO. We don’t always get it right, but we are mindful of the incredible legacy of this company. I think effective leaders do the right thing the right way and focus on building an inclusive and innovative culture.

How critical is it for leading companies to be purpose driven and to focus on more than just the bottom line?

Last summer, I, along with most other members of the Business Roundtable, signed on to a statement on how successful companies thought about long-term growth. I believe you cannot create long-term value for your shareholders if you do not treat your clients correctly, treat your employees well, have appropriate governance and are good corporate citizens.

I signed the BRT statement for a number of reasons. The new statement reflects my view of how corporations create long-term value. I believe strongly that it is impossible to do right by shareholders if you don’t provide value to your clients, create a great place for your employees to work, and support your communities. If you look at organizations with our kind of longevity, they tend to have a sense of purpose beyond themselves and a value system that’s ingrained in the fabric of the business. You need a good market, good technology and a good business model too.

If you look at any company that’s more than 100 years old, it will have good values at its core, too. At Pitney Bowes, our focus and purpose is to do the right thing the right way and to continue to innovate so that we provide the best value possible to all of our stakeholders, including stockholders, employees, and our community.

Will you discuss Pitney Bowes’ commitment and efforts to build a diverse and inclusive workforce?

At Pitney Bowes, people matter. They always have. We celebrate the diversity of our more than 11,000 employees worldwide and work to create an inclusive environment where all belong and have opportunities to grow and make a difference. In fact, Pitney Bowes has a long history of diversity. In 1942, women were more than a third of our workforce. Today, women represent 43 percent of our U.S. workforce, and half of the independent directors on our Board.

This year, Forbes magazine has recognized us as among America’s Best Employers for Diversity, as well as a Best Employer for Women for the third consecutive year. We also are included in Bloomberg’s 2020 Gender-Equality Index for the second consecutive year.

I think of diversity and inclusion in two dimensions. The first dimension is that most great innovation involves diverse teams. This is true for lots of different reasons. Teams with different skills and life experiences see problems from different perspectives, and these teams see markets in different ways. For these reasons, diversity and inclusion has been seen, appropriately, as an economic good that creates value. Secondly, it has also become very clear to me that building diverse and inclusive teams is just the right thing to do, regardless of the commercial calculus. It’s just the right thing to do for society and for our communities.

What advice do you offer to young people beginning their careers during this challenging and uncertain time?

The best advice I have ever received was to stay true to yourself, and that has worked out for me. I think if people believe you’re authentic, they may or may not subscribe to your particular form of authenticity, but inevitably you’ll get people that do. So I would tell young people who are just beginning their careers to be true to their authentic selves. Then, I would say that they should seek employment in a field that interests them, is quick to evolve and allows for innovation. If I’ve learned anything in all my years of business and leadership, it’s that overcoming challenges and evolving to the changing world is key to being successful. I would add they should seek out a company that believes in doing the right thing by their employees and their clients.

All people should seek employment that makes them feel valued.

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INTERVIEW

INTERVIEW

Interview A Culture-First Company An Interview with Thomas M. Troy, President and Chief Executive Officer, CSAA Insurance Group EDITORS’ NOTE Thomas Tr oy • The power of inclusion joined CSAA Insurance Group in • A passion for service excellence 2019 and brings more than 30 years • Thinking big and moving fast of insurance experience to his role • Investing in ourselves as President and CEO. He was preThese core beliefs are the foundaviously an Executive Vice President tion of our culture, and are central to at Allstate, where he led a $5 bilwho we are and how we do our work. lion portfolio of Allstate Business Living up to our core beliefs not only Insurance, Encompass Insurance, guides enterprise-level and individual Esurance and Ivantage. He was prodecisions, it enables us to deliver on moted to that role from Executive our customer promises. I believe that Vice President of Allstate Brand our culture is critically important to Thomas M. Troy Operations, where his broad areas the success of our company and our of responsibility included agency ability to grow our business. The core and customer service, operations support, stra- beliefs and framework provide the foundation tegic portfolio management, operations finance for how we can meet our goals to grow, diverand customer experience. Prior to Allstate, Troy sify and innovate. was EVP and COO with Liberty Mutual and, earHow do you define the CSAA Insurance lier, held senior leadership positions with Safeco difference?

Corporation and was a commercial underwriter Our employees are the heart and soul of with Kemper National Insurance Companies. fulfilling our enduring purpose to help memHe is a board member of the American Property bers prevent, prepare for and recover from life’s Casualty Insurance Association and the Bay uncertainties, and we’re proud of the culture Area Council. Troy earned his bachelor’s degree we create together. We’re a team of employees from the University of Washington and his committed to AAA Members, our communities M.B.A. from Seattle University. and each other. Our employees, in turn, care deeply about giving back to the communities COMPANY BRIEF CSAA Insurance Group we serve. Since 2015, we’ve been recognized (csaa-insurance.aaa.com), a AAA insurer, offers automobile, homeowners and other personal lines of insurance to AAA Members through AAA clubs in 23 states and the District of Columbia.

Founded in 1914, it has been rated “A” or better

by A.M. Best for more than 90 years and is one of the top personal lines property casualty insurance groups in the United States, according to the National Association of Insurance Commissioners.

Headquartered in Walnut Creek, California, the company has more than 3,500 employees, with offices in Arizona, California, Colorado, Nevada, New Jersey and Oklahoma.

as one of the 50 most community-minded companies in the United States by Points of Light.

Giving back is a cornerstone of our employee culture and a reflection of the passionate people that make up our community. It’s our goal to see that every employee is empowered to make a positive impact in our world.

What excited you about the opportunity to join CSAA Insurance and what made you feel it was the right fit?

The opportunity to lead a culture-first company that provides insurance products under the very trusted AAA brand – and one that’s poised for positive growth and success – was too difficult to pass up. During my interview process, I think the board reacted positively to a few things in my background. One is that I have a unique blend of commercial and personal lines expertise. CSAA Insurance Group is primarily a personal lines organization, and we sell all our business under the brand license agreement we have with AAA. As a $4 billion-plus company operating in 23 states, diversification and growth is important. With my background in both personal and commercial, I believe I’m well suited to the challenge that diversification presents and am focused on how we can best grow our company.

“Our employees, in turn, care deeply about giving back to the communities we serve.

Since 2015, we’ve been recognized as one of

Will you describe the CSAA Insurance culture and how critical is culture to the success of the company?

In early 2020, we introduced employees to our Strategy and Culture Framework, which is our roadmap for the next 10 years. Perhaps most importantly, we updated and affirmed our core beliefs, which have always shaped our company’s culture, driving it from the inside out. We believe in: • Unwavering integrity • Personal and mutual accountability 150 LEADERS

the 50 most community-minded companies in the United States by Points of Light.”

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“Culture is an essential ingredient of present and future success, so we examined if it was possible to enhance it. This was the work that produced our new set of core beliefs, which are pivotal to shaping our goals for the next decade, because they identify and prioritize what we do.”

What have been your key priorities during your first year leading CSAA Insurance?

I was almost exactly one year into my role leading CSAA Insurance Group before the pandemic hit, and in that first year I had the luxury of getting to focus very closely on three distinct areas of diversification and growth – product, geography and distribution. These are key areas ripe for innovation and have the potential to propel us to entirely new levels of success. Once we identified that these were the initiatives in need of immediate attention, we examined our strategy and cultural framework.

Culture is an essential ingredient of present and future success, so we examined if it was possible to enhance it. This was the work that produced our new set of core beliefs, which are pivotal to shaping our goals for the next decade, because they identify and prioritize what we do. Our strategy also clarifies our mission as a company and identifies where we want to be in 10 years. Perhaps most importantly, it states our core beliefs that address how we want to do our work – how we show up for each other and our business partners.

How has CSAA Insurance adapted the way it works to address the challenges created by the pandemic?

With our Strategy and Cultural Framework in place, we went after our plan for 2020 – a plan that we had to quickly make changes to as the pandemic began to expand. A number of things have changed for us; we had to adapt to a new way of working, and we started to take advantage of different tools. We, along with many organizations, successfully transitioned nearly all of our employees to work from home in the span of two weeks.

Interestingly, we already had been testing the rollout of digital and virtual customer claims tools prior to the pandemic. We quickly realized that rapid, broad implementation was the best solution to ensure both safety and efficiency.

Many customers now prefer these options, and we expect that this popularity will continue to grow. I’m very proud of our response to the pandemic and how we’ve shown up for our customers, our partners, our employees, our business and our communities. Despite this year’s challenges, we continue to be committed to serve AAA members by providing excellent products, responsive service and the innovative products that best suit their needs.

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How critical is it for CSAA Insurance to build a diverse and inclusive workforce?

The power of inclusion is one of our core beliefs as a company, and something that CSAA Insurance Group has maintained a commitment to for some time. We have taken several actions that we believe can help contribute solutions, including signing the CEO Action Pledge to support inclusive workplaces, and recruiting with organizations like Prospanica and Langston University, a historically Black college near our offices in Oklahoma City.

Our newly formed “Accelerators Program” focuses on improving representation among Black and Hispanic employees. These commitments have helped us to achieve a milestone in our diversity and inclusion journey, as we recently realized parity for people of color in management-level positions. We continue to build bridges and reach across divides to bring in new, diverse talent, and ensure that we benefit from the varied viewpoints and experiences that inform a dynamic marketplace.

How critical is it for companies to be purpose-driven and to focus on more than just the bottom line?

It’s a given that every business in every industry has to pay attention to the bottom line or they won’t last very long. But what is it that is driving that focus on the bottom line? It is my belief that without purpose and passion behind the work that you do, success will not come easily, if it comes at all. We hear that millennials want to work for companies that care and have a purpose, value inclusion and embrace varied perspectives. I, too, feel very fortunate to be a part of a company that already had a very strong presence around inclusion and belonging, and a desire to continue this journey that aligns with my own.

Our focus on these important topics was one of the characteristics of this company – and our employees – that attracted me to the job in the first place. Our purpose-driven mission is important to me personally and to the short- and long-term success of our company.

The insurance industry is not always known for innovation. How critical is innovation for CSAA Insurance and where is innovation taking place in the company?

We are part of a world that is digitizing fast and becoming more mobile, and our

technology is central to our ability to succeed.

It’s important to have a deep understanding of how things work, to develop a more modern infrastructure, and to capitalize on moving faster. We inject innovation throughout the company and are in pursuit of a number of priorities: customer-focused automation via AI-powered chat bots and virtual assistants, unique opportunities within the sharing economy and changing mobility models, and new solutions that help protect our customers from natural disasters, including high-tech sensor and visual technologies.

This pandemic also provided the opportunity for us to be innovative and evaluate how we can transition into new, but related business lines. We hosted a COVID-19 innovation challenge on how the pandemic can be an opportunity to better serve our members and are exploring some of those ideas and opportunities. Perhaps one lesson we’ve learned during the pandemic is that we can actually handle even more change and at a higher velocity than we had ever imagined.

We can adapt and innovate, very quickly if necessary, and that can lead to amazing outcomes.

What advice do you offer to young people interested in a career in the insurance industry?

The insurance industry has a reputation of being boring, but it’s not true. By virtue of the work that we do, I am regularly reminded that insurance is a noble and honorable profession.

We exist not just to provide financial protection to society, businesses and individuals, but to set an example of care and accountability within our communities. We pledge to be there for our customers when they need us, and to find innovative ways to serve members and communities with care and compassion. Insurance careers span an incredible array of skills and talents – from analysts and data scientists to web designers and drone pilots – and provide the backbone for the global economy. Without insurers and the thousands of different professions in insurance, businesses wouldn’t be able to build factories and offices. Concerts, sporting events, the film industry, even universities, libraries, and parks – all are made possible in part by the careful management of risk. So what does insurance do? It makes great things happen. Who doesn’t want to be a part of that?

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INTERVIEW

INTERVIEW

Interview Communications Infrastructure An Interview with Sachit Ahuja, Managing Director, Tillman Global Holdings EDITORS’ NOTE Sachit Ahuja is operated assets including wireless cell a Managing Director at Tillman towers, in-building distrubted antenna Global Holdings (THG) where he systems (DASs) and outdoor small cells leads mergers and acquisitions on a global scale. Our culture emphaand corporate strategy. After joinsizes impact, meritocracy and integrity, ing the firm in 2015, he launched putting our teammates and customers first. its U.S. tower company, Tillman Will you highlight your role at Infrastructure, which engages in TGH? owning, leasing, purchasing, develMy role is to lead Tillman Global’s oping, constructing and managing investments and strategy. In practical cell towers, tower land, telecommuterms, I divide my time primarily into nications leasing and related busithree buckets: developing and executSachit Ahuja ness in the United States. He has also ing on the launch of new businesses helped launch Tillman Networks, a or making new investments, actively construction services business, and Tillman engaging with our management teams to supDigital Cities, an in-building infrastructure port existing portfolio companies, and leading company. Previously, he worked at the Raine our constant effort to build our people-driven Group, a merchant bank where he focused on culture. I am a strong believer that culture technology, media, telecom, sports and enter- is what differentiates successful firms. I containment. He currently sits on the boards of stantly strive to create an environment where Tillman Infrastructure and Apollo Towers. each individual across the broader organization Ahuja holds a bachelor’s degree in econom- feels energized and empowered to dream big ics from the Wharton School at the University and execute on that vision. We do this by focusof Pennsylvania and received his M.B.A. from ing on hiring people who are hungry, don’t Harvard Business School. have big egos, and display an ownership mindset towards their work.

FIRM BRIEF Tillman Global Holdings (tillmanglobalholdings.com) is a global investor, owner and operator of digital infrastructure organizations, with businesses in North America, Europe, Asia and South America. With a focus on building platforms with long-term value, TGH takes a highly-focused approach toward innovation and growth. The firm prioritizes its teammates, customers, shareholders and communities as it builds leading businesses in each of its markets. It has constructed more than 6,000 cell towers in Asia, Africa, Europe and North America and has deployed several billion dollars of capital since inception. Its team of operators, investors and entrepreneurs has over 250 cumulative years of experience.

Where do you see the greatest opportunities for growth for TGH? When we look to the future, we continue to see enormous growth in our core sector of communications infrastructure. We expect the investments in 5G to drive over $100 billion of capital expenditure by the mobile network operators (MNOs) and enterprises, and our role is to support them in their infrastructure needs. Specifically, knowing that 80 percent of all data traffic takes place indoors, we are focused on construcitng and operating in-building networks, whether for enterprises or for MNOs. As a result, we are investing heavily in Tillman Digital Cities (TDC), which we established last year as a one-stop provider of in-building connectivity and network-as-a-service solutions. TDC can design, finance, build and operate our customers’ indoor network and infrastructure, and it works directly with mobile network operators, real estate owners and enterprise customers to make the creation of complex networks seamless and future proof.

We also see great future opportunities in providing computing capabilities at the edge of the network to support MNOs, hyperscalers, and content companies. The growth of edge computing is going to require the construction of a network of

“We also see great future opportunities

in providing computing capabilities at the edge of the network, to support MNOs,

Will you provide an overview of Tillman Global Holdings and the key areas of focus for the business?

Tillman Global Holdings is a world leader in the digital infrastructure industry. Over the last decade we have built best-in-class businesses in both developed markets like North America and Europe and emerging markets like Africa and Asia.

TGH takes an owner-operator approach to all its businesses, with a focus on telecommunications and digital infrastructure. We have invested in and 152 LEADERS

hyperscalers, and content companies.”

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“We expect the investments in 5G to drive over $100 billion of capital expenditure by the Mobile Network Operators (MNOs) and enterprises, and our role is to support them in their infrastructure needs.”

mini data centers, and we have the capabilities to deploy them on a global scale.

What differentiates Tillman Global from its competitors and how do you define the Tillman advantage?

The core of what we do is building and investing in communications infrastructure businesses to provide our customers, such as mobile operators, long-term infrastructure solutions. In an industry that is attractive to the likes of infrastructure and private equity funds and other financial investors, being a true operating partner for our customers is a key differentiator. We are not only operators, but also investors, so we think like owners which gives us a unique advantage. Since we are family-owned, we think long-term, focusing on not just the next quarter, but on the next decade and beyond. We are also a holding company, and therefore we can leverage synergies across several of our businesses, providing differentiated solutions to our customers relative to our competitors.

In understanding what differentiates us, it is also important to realize that a growing universe of organizations – for example, hospitals, universities, real estate companies that own large residential communities like apartment blocks – want to

develop resilient communications infrastructure.

Our role is to build, finance and operate these assets, at scale, for our customers.

Will you highlight the global footprint for Tillman Global?

Tillman Global has operated globally through our portfolio companies, historically investing in Southeast Asia and Africa starting in 2008.

Since 2016, we have primarily built businesses focused on North America and Europe, but we continue to have a presence in emerging markets.

The need for more digital infrastructure to support not just consumer data demand, but a plethora of 5G usess, is global in nature. We look forward to capturing some of that opportunity.

How critical is culture for Tillman Global?

Our organizational culture is crucial to us.

It begins with a real focus on our people. In selecting them, we look for individuals who think like owners, who are hungry to learn and who are team players, regardless of how many years of experience they have. A great deal of hard work goes into this selection process because we want to get it right – that is, the right attitude and the right fit for our owneroperator mentality. We deal with challenges in a large variety of settings in both developed and emerging

“The need for more digital infrastructure to support not just consumer data demand, but a plethora of 5G uses, is global in nature.”

markets, and so we need a single thread that runs through all our operations to create consistency, teamwork and reliability everywhere. That binding thread is the culture we work so hard to create.

Will you elaborate on the pillars to TGH’s culture?

There are five pillars to our culture. They are impact, integrity, merit, excellence and ownership.

The first means we want our people to dream big and make a positive impact on the communities in which we invest. Integrity is paramount in order to keep us accountable for our work. When we speak of merit, we mean empowering our team to create a true meritocracy and foster innovation. We show excellence by striving for continuous improvement to build market-leading enterprises. Ownership means we think like owners and invest for the long-term.

Let me add that for all of us at Tillman Global, “meritocracy” is not an abstract concept or a word we use just to make people feel good. We are dedicated to hiring, training and promoting our people based strictly on performance. It doesn’t matter where you come from, who you know or where you went to school. It’s about how well you perform as a team player – the merit you display on a continuous basis – that is decisive.

How has Tillman Global adapted its business to address the challenges brought on by the pandemic?

The pandemic has, without question, been a challenging time for several industries. At an operational level, it has caused us slight delays in greenfield roll-outs of telecom infrastructure, specifically for in-building DAS systems in hospitals which is understandable. However, the massive roll-out of 5G is still happening globally and, as a result, we’re busy helping our customers deploy next generation networks.

The pandemic has also underscored the importance of telecom infrastructure, particularly with the shift to remote working environments. The strain on networks has been well documented, and from Tillman Global’s perspective, it reinforces the investments we are making around the world to build tower, small cell, fiber and data center infrastructure.

Personally, one of my favorite things is being able to get into a room and brainstorm with my team. While the pandemic has certainly introduced new challenges, we have tried to find ways to still work and communicate effectively without losing the human aspects of collaboration. It’s easy to be on video conference all day, but we have worked to find the right balance and still operate productively. Of course, it is a constant learning process.

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Interview Quantum Marketing An Interview with Raja Rajamannar, Chief Marketing and Communications Officer, and President, Healthcare Business, Mastercard EDITORS’ NOTE In addition to his our four walls and makes us a humancurrent roles at Mastercard, Raja centered company that connects with Rajamannar also serves as president people in authentic ways. of the World Federation of Advertisers.

How has Mastercard adapted He is the author of Quantum its business to address the chalMarketing: Mastering the New lenges caused by the pandemic and Marketing Mindset for Tomorrow’s how proud are you to see the way Consumers (HarperCollins Leadership, Mastercard’s workforce has shown 2/9/2021). With more than 30 years strength and resilience during this as a global executive, Rajamannar unprecedented time? has held C-level roles at firms rangI am extremely proud of my inteing from Anthem to Humana, and grated marketing and communications Raja Rajamannar has overseen the successful evoluteam for the work they’ve produced tion of Mastercard’s identity for during these times to connect with the digital age, from its Priceless experiential consumers on a human, real level. Throughout platforms to marketing-led business models. the pandemic our objectives and key messages Recognized by Adweek as one of the industry’s stayed the same, but our approach shifted. For most tech-savvy CMOs, Rajamannar has been example, at Mastercard, we focus our efforts named among the top 5 World’s Most Influential on experiences and enhancing passions for our CMOs by Forbes, top 10 World’s Most Innovative cardholders by connecting them to the things CMOs by Business Insider, Global Marketer of they love most. During the pandemic, we the Year by the World Federation of Advertisers, paused on our physical Priceless Experiences, and the Marketer of the Year by the ANA and instead turned to digital. We started At Educational Foundation in 2019. His work Home Digital Priceless Experiences to ensure has been featured by Harvard Business School people were still able to connect to the things and Yale School of Management case stud- they’re passionate about, but in a way that was ies and taught at more than 40 top manage- safe and convenient. ment schools around the world. Rajamannar earned an M.B.A. from the Indian Institute of Management (Bangalore, India) and a bachelor of technology degree from Osmania University (Hyderabad, India).

COMPANY BRIEF Mastercard (mastercard.com) is a technology company in the global payments industry. It operates the world’s fastest payments processing network, connecting consumers, financial institutions, merchants, governments and businesses in more than 210 countries and territories.

How do you describe the Mastercard culture and how critical is culture to the success of the company?

At Mastercard, we strive to be a place where the best people choose to be. We invite our employees to bring their hearts, minds and whole selves to work every day to push boundaries and dream up new possibilities. At the foundation of our culture is what we call the decency quotient. DQ is a reminder that we treat our coworkers and community the way each employee would want to be treated. It drives everything we do inside and outside of 154 LEADERS

“Today’s CMO needs

to understand more than creativity, they need to think like a general manager and speak the language of the business.”

How has the role of a CMO evolved and how critical is it that the role is engaged in business strategy?

The role of a CMO is vastly different now than what it was 10 or even five years ago. Many CMOs have risen through the creative side of the house, but they don’t have experience managing P&Ls of business across multiple functions. What we’re seeing is that if CMOs struggle to connect the dots between the function and the business, then they begin to be questioned. That’s when you see roles like Chief Customer Officer and Chief Growth Officer replace the role of CMO. Today’s CMO needs to understand more than creativity, they need to think like a general manager and speak the language of the business.

Then CMOs will be able to cultivate relationships with the CEO and CFO to credibly show business outcomes and the impact of marketing.

You also lead Mastercard’s healthcare business. Will you provide an overview of this business and what have been the keys to its industry leadership?

As a network, we know better than anyone how to manage the flow of money and data through multiple stakeholders - safely, securely and efficiently. There is a tremendous amount of money and data shared throughout the healthcare system and very little infrastructure.

Mastercard can step into this space to streamline and make the process easier and smoother for everybody involved in the healthcare ecosystem.

Will you discuss Mastercard’s commitment to diversity and inclusion and the importance of bringing diverse perspectives and experiences to the table when making business decisions?

At Mastercard, inclusion and diversity are about more than bringing together people with different backgrounds. It’s an understanding that when we create meaningful connections, inspire acceptance and cultivate a culture where we all belong, we are a better team – one that makes better decisions, drives innovation and delivers better business results. By seeking diverse perspectives at all levels, we will be a stronger company. By committing to inclusion and diversity, it’s good for business, our customers and cardholders, and the communities we serve. An example of how we continue to focus on inclusion and diversity in our workforce is highlighted in our Sustainability Report.

As of September 1, 2019, women represented nearly 40 percent of our global workforce and VOLUME 44, NUMBER 1

“In Quantum Marketing, we reimagine every concept, from insights (with a radically different approach), advertising (which, in its traditional form, is dead), purchase funnel (which has vanished), to loyalty (which faces total transformation). Marketers have to prepare for this new future.”

32 percent of our senior management roles. In the U.S., racial and ethnic minorities represented 37 percent of our workforce and 33 percent of our senior management.

Will you highlight your new book, Quantum Marketing, and the key messages that you wanted to convey in the book?

Marketing today stands at the precipice of an unprecedented disruption, a massive transformation driven by more than a dozen powerful technologies like AI, AR, IoT – extreme, real-time data analytics, and major scientific advances that power the industry. Every marketing theory, framework and approach that has been in existence to date will be upended in the imminent future. Classical marketing will simply fail, so we need a completely new framework.

In Quantum Marketing, we reimagine every concept, from insights (with a radically different approach), advertising (which, in its traditional form, is dead), purchase funnel (which has vanished), to loyalty (which faces total transformation). Marketers have to prepare for this new future. They need to understand this new paradigm, grasp the consequences and prepare to take on the brave new world that lies ahead or risk becoming irrelevant or obsolete. As daunting as it may sound, Quantum Marketing brings inspiring, exciting and very meaningful prospects to marketers.

Who are you trying to reach with the book and are the messages relevant to a broad market?

My book Quantum Marketing targets marketing practitioners, business leaders and students of marketing. I’ve written this book in a conversational manner and tried to demystify complex concepts and technologies by simplifying them and making them tangible and pragmatic.

What advice do you offer young people beginning their careers during this challenging and uncertain time?

My advice to young people beginning their careers is twofold: first, is to think like Leonardo da Vinci – through a lens of art and science, and the second is to continue to invest in yourself through education. During these times it is important for marketers to stay up-to-date on the evolving technological landscape. That means growing beyond a creative specialty to truly understand the latest technologies and relevant data, then putting that education to work as a creative force.

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Interview

The Art of Premium Rum Craftmanship An Interview with Philippe Brechot, President and Chief Executive Officer, Destilería Serrallés, Inc.

EDITORS’ NOTE An experienced inter national business leader with a track r ecord of driving sustainable profitability across mature and emerging functions, Philippe Br echot assumed his current role in 2017. Prior to this, he served as Managing Director of William Grant & Sons and Country Manager of Heineken Colombia. Additionally, he spent eight years with Diageo and Philippe Brechot seven years with Veuve Clicquot.

Brechot ear ned a B.S. in business and an M.B.A. in marketing/marketing management from the University of Hartford and completed the LVMH Executive Program at CEDEP-INSEAD. COMPANY BRIEF The heritage of Destilería Serrallés (donq.com) began ar ound 1820 when Juan Sebastián Serrallés left Spain and settled in Ponce, Puerto Rico. Soon after, he founded the Hacienda Teresa, a sugar cane plantation. In 1865, his son, Don Juan Serrallés, produced his first casks of rum. In 1898, the Serrallés family was granted the exclusive right to the Río Inabón, a river winding through Puerto Rico’s volcanic mountains, which remains the exclusive water source for Don Q Rum. Following the end of prohibition, the Don Q brand, named after Don Quijote, was launched in 1934 and its award-winning tradition continues today.

Will you provide an overview of the history and heritage of Destilería Serrallés?

In 2020, Destilería Serrallés, producers of Don Q Rum, celebrated its 155th anniversary.

The company goes back six generations and is one of the oldest in the Americas. This collective wisdom passed down from generation to generation has helped establish Don Q as the number one rum in Puerto Rico.

In 2017, I became the first non-family President and CEO and I’m honored to lead a company with such a rich heritage and a brand portfolio that’s so highly regarded. When I joined, I brought my extensive global experience in premium spirits to lead the company’s future growth by maximizing its full potential in the global spirits market. Of course, in doing so I have remained committed to the company’s legacy and heritage.

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What have been the keys to Don Q’s industry leadership and how do you define the Don Q difference?

For 155 years, Destilería Serrallés has upheld its rich legacy and commitment to perfecting the art of premium rum craftmanship. The Don Q family of Puerto Rican premium rums provides a unique portfolio of carefully crafted spirits to capture and satiate the most sophisticated palates.

Distilling rums is an art that has been cultivated for six generations, using multiple distillation and carbon-active

filtration processes to produce clean and pure rum. Our artisanal aging process in white oak casks along with our exclusive blending process result in our award-winning rums, acclaimed internationally for their unparalleled taste, its perfection and unique quality.

Don Q Rum is the #1 premium selling rum in Puerto Rico. Although our distillery is not open commercially for touring, we host special visits for the trade and the bartending community. Many have visited and seen firsthand how Don Q is produced and it has helped grow the affinity for the brand. This support is vital to the brand. Also, to make great rums you need great people. We have been fortunate to keep many talented employees for several decades and they contribute greatly to the consistent quality of our rums.

How do you describe the Don Q customer and how broad is the target market for the brand?

Our rums are enjoyed by many, but we find that mostly young adults and professionals between the ages of 25-49 enjoy Don Q. Customers today, more than ever, are looking for exceptional quality when they choose their rums. We believe that Don Q is the brand of choice for those who wish to enjoy a memorable premium rum, whether in mixed cocktails or to savor neat. We are fortunate that our rums have experienced a sustained brand loyalty that has continued on for generations amongst Puerto Ricans and now amongst sophisticated rum aficionados around the world where Destilería Serrallés has made significant inroads by expanding its international footprint.

As a leading premium rum brand, Don Q researches consumer preferences periodically to develop products in anticipation of where the market could be heading. We strive to offer our consumers unique rum expressions to fit lifestyle and consumption preferences as these evolve over time. To this end, our extensive rum portfolio has an expression for everyone. We have our flavored rums, including Coco, Piña, Pasión, and Limón, which showcase the native flavors of Puerto Rico and are great for crafting tropical drinks. Don Q Cristal, our leading white premium rum, is a main ingredient for Coquito, the traditional Puerto Rican holiday drink. In fact, it was Don Q that inspired the creation of National Coquito Day, which is celebrated every year on December 21 and is intended to honor each Puerto Rican family’s unique recipe. Our Don Q VOLUME 44, NUMBER 1

among the company’s top priorities and it is our duty and privilege to give back in times of need, be it a national disaster such as Hurricane Maria, a global pandemic or other unforeseen circumstances. In March and April 2020, Don Q donated over 65,000 gallons of high-proof alcohol to hospitals and the healthcare industry, front line workers, clinics and emergency responders to help prevent COVID-19. At our facilities, we have implemented strict hygiene measures and preventive protocols to ensure our staff’s safety, including modifying the total number of employees in the facility simultaneously.

energy return and cost reductions in the form of biogas, electricity, service water, and industrial products that we can sell to other businesses.

We have also invested millions of dollars as well as significant time and effort in the creation and implementation of our distillery’s waste treatment system.

What has made the spirits industry so special for you?

I have had the privilege of working in the spirits industry for more than 30 years with global leaders, such as Diageo and LVMH, as well as family-owned companies such as William Grant & Sons and now with Destilería Serrallés.

Every professional experience has been a career milestone leading the way to where I am today.

Throughout my career, I have been fortunate to work with incredible brands, strengthening existing ones and leading the launch of numerous others across many parts of the globe. It is truly a fantastic industry and it is wonderful to see how spirit brands can play such a key part in consumer celebrations. I am particularly honored to work for a company with such a rich heritage and a brand portfolio that’s so highly regarded by consumers as well as the bartending and hospitality community. The industry is evolving at a faster pace in recent times and that creates new opportunities which keep things very exciting. Quite frankly, I can’t think of any other industry that is as enjoyable as this one.

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Gold was also a key player in crafting the world’s famous Piña Colada cocktail in the mid-1950’s.

This year we released the Reserva 7 which is a bright and radiant aged Puerto Rican rum crafted from an exceptional blend of rums aged a minimum of 7 years in American white oak barrels. This versatile rum is perfect to sip neat, on the rocks or mixed in a cocktail. We also released the Gran Reserva XO, a super-premium rum blended with complex rums aged from 9 to 12 years in American white oak barrels plus solera rums aged more than 55 years. Reintroduced in Fall 2020, Gran Reserva XO, previously known as Gran Añejo to Don Q fans, offers a nice balance with hints of baked apple, citrus fruits, and roasted nuts. This rum is enjoyed neat or in classic cocktails like the Manhattan or the Old Fashioned. Whether you are a rum novice or enthusiast, there is a Don Q rum to suit your taste.

How has Destilería Serrallés adapted its business during COVID-19 and will you discuss how you have refocused manufacturing operations to produce high-proof alcohol and donate it to the hospitals and the public health sector?

As the oldest rum producer on the Island and one of the oldest family-owned businesses under the U.S. flag, Destilería Serrallés has been a committed contributor to Puerto Rico for 155 years. Our community and our employees are VOLUME 44, NUMBER 1

Will you highlight Destilería Serrallés sustainability efforts and what makes this so critical for the company?

At Serrallés, we are committed to our environmental conservation efforts and we aim to be one of the greenest spirits producers in the world. We also expect our partners to adhere to environmentally friendly practices as we strive to maintain long-standing relationships with like-minded allies. We have invested a lot of time, knowledge and resources in making Destilería Serrallés’ rum manufacturing cleaner and greener. Among the steps the company has taken to ensure this commitment to the environment is the deployment of a waste reclamation program that not only allows us to maximize our production capacity, but also provides valuable LEADERS 157

INTERVIEW

INTERVIEW

Interview

A Network of Online Dermatologists An Interview with Douglas Holmes, Chief Executive Officer, DermatologistOnCall

EDITORS’ NOTE Douglas Holmes Will you provide an overview of is Chief Executive Officer of DermatologistOnCall and how you DermatologistOnCall (DOC), the define its mission? largest network of board-certified We have built the largest online dermatologists providing telemedplatform of its kind in the nation with icine service in all 50 states and board-certified dermatologists in all the District of Columbia. He has 50 states and the District of Columbia. held this position since his appointThe high quality of the care, the conment by the Board of Directors in venience for patients of being able December 2018. During his tento communicate with a doctor online ure as CEO, DermatologistOnCall’s rather than going in for a face-to-face annual revenues have more than visit, the speed with which patients Douglas Holmes doubled and are projected to susreceive their diagnoses and prescriptain, if not exceed, this growth rate tions – all these factors have made in 2021. Holmes started his investment banking large insurance companies, hospital systems career at Lazard Freres and Credit Suisse/First and corporations around the country want to Boston. He subsequently was a co-founder of the work with us.

Cleveland investment banking firm Carleton, How does an online patient visit work?

McCreary, Holmes & Co. He has advised on more A visit with a DOC provider mimics the than 300 transactions over a 40-year career. He flow of an in-office appointment. Patients serves, or has served, on the boards of eight pub- fill out an online form and submit photos of the lic and private companies and is a founding skin area in question. They can select the propartner of a private equity firm and a mezza- vider they want, or they may enter a general nine capital house. Holmes earned his B.A. from online waiting room and one of our board-cerKenyon College and an M.B.A. from Dartmouth’s tified doctors will handle their case. Because Amos Tuck School of Business Administration. dermatologists are trained in using pictures, diagnosing conditions based on images is secCOMPANY BRIEF Der matologistOnCall ond nature, and our process ensures that a phy(der matologistoncall.com) is the nation’s sician has every detail he or she needs to offer premier network of online dermatologists. Its an accurate diagnosis and to develop a custom board-certified providers treat more than 3,000 treatment plan. Whether patients are seeing one conditions of the skin, hair, and nails through its of our dermatologists for the first time or dealportal. Thanks to DOC’s store-and-forward plat- ing with their own long-term provider, they get form, no appointments are needed so patients high-quality, comprehensive care and an excelcan start a visit whenever and wherever they lent “web-side” experience. We guarantee treatneed help. ment within three days, but the average time

is just 15 hours. That’s remarkable when you consider the typical wait time to see a dermatologist is 32 days.

Let me add on a very practical level that taking photos of a troubled skin area yourself is a lot more congenial for many patients than having to undress for a doctor. That may not be something people will tell you upfront, but it is a very human reaction, and it is, we believe, another reason why telemedicine for dermatological care is growing rapidly in popularity.

What differentiates DermatologistOnCall in the industry?

The greatest differentiating factor is the high standard we set for the quality of care. We have invested more time, money and energy in developing our platform and building our network of dermatologists than anyone else in this field, and we work without letup to maintain our high standards. I would add that because we have built our platform with such attention to detail, it is highly scalable – the potential for growth is enormous and the motivation for increasing numbers of dermatologists to become part of our network is equally great.

That, I would say, is a very large part of the DermatologistOnCall advantage. Additionally, continuity of care is rare in telemedicine, especially across systems that support direct-to-consumer medical services. Care on our platform is not limited to a single visit; patients may select any dermatologist licensed in their state at any time. Additionally, they may move between virtual care and brick-and-mortar care when deemed appropriate by the dermatologist. With

“We guarantee treatment within three days, but the average time is just 15 hours. That’s remarkable when you consider the typical wait time to see a dermatologist is 32 days.”

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“We have built the largest online platform of its kind in the nation with board-certified dermatologists in all 50 states and the District of Columbia.”

patient consent, treatment records can be sent securely to a primary care physician, ensuring their care team is informed of all treatments and reducing system fragmentation.

How has DermatologistOnCall’s business been impacted by the pandemic?

I say this with no sense of satisfaction, but under the circumstances our business has boomed. In April when the stay-at-home directives really took hold, we had the largest number of visits to the portal in our history. We became an essential service. Today our business is double what it was in the pre-pandemic era, and it is still increasing. It is not just patients who are benefiting from the ability we provide to get care without leaving their homes. For doctors, our platform is a powerful tool to maintain their patient populations, so that is a great inducement to become part of our network. We are also seeing strong growth in our partnerships with some of the biggest names in healthcare. They are coming to us because we are the largest network of its kind in the nation and they want to take advantage of our system.

We are also seeing growth in yet another area. We don’t allow advertising on our platform, but we do allow organizations to post information. That has attracted some of the largest and most prestigious companies to offer over-the-counter and prescription dermatology solutions on the website. We have also seen strong interest coming from large consumerbrand cosmetic companies that are seeking the opportunity to educate our various audiences on their options in skin care.

Will you highlight the strength of the providers that work with DermatologistOnCall?

All DermatologistOnCall providers are U.S. board-certified dermatologists who undergo a rigorous approval process as a prerequisite to joining our network. Not only are they all highly-qualified physicians, but many are also specialists in particular areas of dermatology.

Our patients can select providers based on subspecialties like pediatrics, skin cancer, or LGBTQ+ care. Many of our dermatologists are not only practicing on our platform, but heading departments at their respective institutions, leading research projects in the field, and offering thought leadership in organizations like the American Academy of Dermatology and through their own media channels.

They are also subject to continuing review by our Chief Medical Officer, so the high quality of care provided by an excellent group of dermatologists never diminishes. It’s important to point out, too, that DOC was founded by a dermatologist who had more than 20 years in practice at the time. He got the idea when he was at a soccer game for one of his four children and received nine phone calls from patients in less than an hour. As he said later, “I was talking to them, calling in prescriptions and giving medical advice over the phone.” That gave him the idea for giving patients access to dermatologic care any time of day, any day of the week, from any device.

The upshot from that long-ago soccer game is a faster, more convenient way for providers to connect with and care for patients.

Where do you see the greatest opportunities for growth for DermatologistOnCall?

The potential for growth is enormous.

Because we deliver specialty care, partnering with like-minded organizations such as payers, hospital systems, and other medical networks, or retailers offering dermatology-related goods and services offers a tremendous opportunity to evangelize our services. We’ve already found our partnerships to be incredibly successful - not just for us, but for the partner as well. Moving forward, working with other well-known organizations interested in delivering dermatology care through telemedicine will be instrumental to our growth.

What ar e your key priorities for DermatologistOnCall as you look to the future?

Speed of care is a crucial element in dermatology and therefore a major element of our vision for the future. Waiting too long to see a dermatologist when you have a skin cancer may be life-threatening, yet people can wait for up to 90 days for an appointment. That’s true if you live in a rural area with very few dermatologists around and possibly a two-hour drive to see one, or if you live in Miami where there are great numbers of dermatologists but demand is exceptionally high.

There’s no wait with us. Maintaining fast, highquality medical care like that is at the core of our mission and therefore will always be one of our highest priorities. So, too, is growing our network of doctors, increasing the number of patients they serve, and expanding the network of hospitals, healthcare and health-service providers we are in partnership with.

We are very proud of what we are achieving and very optimistic about the future.

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“All DermatologistOnCall providers are U.S. board-certified dermatologists who undergo a rigorous approval process as a prerequisite to joining our network. Not only are they all highly-qualified physicians, but many are also specialists in particular areas of dermatology.”

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INTERVIEW

Interview Persevering Through Uncertainty An Interview with Adam Blumenfeld, Chief Executive Officer, Varsity Brands, Inc. EDITORS’ NOTE Prior to his current role, Adam Blumenfeld served as the Chief Executive Officer of BSN SPORTS, Inc. Before BSN, he served in a number of roles at Sport Supply Group including as its President. Blumenfeld has been the Chairman of BSN since July 2007 and also its Dir ector since January 2000. He has been a Director of Collegiate Pacific Inc. since January 2000. Blumenfeld holds a B.A. in English from Tulane University.

arts apparel, educational camps and competitions. They impact more than a million athletes each year across their platforms.

H o w h a s Va r s i t y B r a n d s adapted the way it works to address the challenges the business has faced due to the pandemic?

First, I want to recognize our incredible team working in the plants and factories that have been dediAdam Blumenfeld cated to keeping our company moving forward and delivering to our customers despite the pandemic. We wouldn’t C O M PA N Y B R I E F Va r s i t y B r a n d s , I n c . be where we are today without our essen(varsitybrands.com) is an apparel company tial workers. Where business allowed, we did owned by Bain Capital that is focused on shift to have employees work from home to American academic apparel and memorabilia. keep them safe. Our field sales teams immeIts operations are split between three major sub- diately gained confidence in hosting virtual sidiaries: BSN SPORTS, a distributor of sports conference calls and uniform fittings to keep uniforms and equipment; Varsity Spirit, which up with the new norm and support our cusproduces apparel, competitions and camps for tomers. BSN SPORTS started manufacturing cheer, dance and band; and Herff Jones, a customized face masks and social distancing manufacturer of products such as class rings, signage as well as sold PPE equipment. Their graduation caps and gowns, and yearbooks. digital offers expanded to virtual e-cards, free coaching clinics and webinars and personalWill you highlight the history and heri- ized backgrounds. Varsity Spirit created virtage of Varsity Brands and how the busi- tual tryouts for cheer and dance teams and ness has evolved? then virtual consultations and fittings for their While our three divisions - BSN SPORTS, apparel. They shifted their summer camp proVarsity Spirit & Herff Jones – officially came gram, traditionally training 350,000 athletes together as Varsity Brands in 2014, each divi- each summer, to virtual training camps and sion has rich history in their respective mar- “home” camps where an instructor goes to the ket. 2020 marks 100 years that Herff Jones school for their training. They’ve launched a has been celebrating student achievement. It virtual competition series that allows programs was 1920 in an old firehouse in Indianapolis to participate in a cheer or dance competition where the company started manufacturing without having to travel. They held their first class rings, medals, pins and other emblematic live, inperson competition events this Fall and jewelry. As the years went by, the company have a total of 250 events planned through has grown to include yearbooks, graduation Spring 2021 with comprehensive safety proannouncements, diplomas, caps and gowns, tocols in place. Herff Jones’ factories flipped and diploma frames. BSN SPOR TS was on a dime and started manufacturing masks founded by my father, actually, selling ten- and supplied them to a number of companis nets out of the trunk of his car and they nies across the U.S. To support schools early recently celebrated their 45-year Anniversary on, they were able to offer a virtual graduain 2017. It is quite remarkable that is has tion option leading throughout that recognigrown to be the nation’s leading marketer, tion season. Recently, there have been virtual manufacturer and distributor of sporting learning sessions with yearbook staffs to help goods apparel and equipment to the school them navigate new coverage plans and they and league markets. Celebrating their 45-Year introduced QR code functionality for Herff Anniversary last year, Varsity Spirit is now the Jones products that will allow customers to worldwide leader in all things spirit – includ- celebrate their achievements in a personal ing cheerleading, dance team and performing and digital way.

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What have been the keys to being successful offering virtual graduation ceremonies, virtual sports tryout platforms and virtual coaching clinics during this unprecedented time?

Three things: The innovation and grit of our people, turnkey programs and easy implementation. When COVID first hit, our team did a quick pivot and were dedicated to meeting our customers where they were – in their homes. We implemented turnkey programs and offered resources that provided step by step direction so that it could be easily implemented by the customer.

How has Varsity Brands worked to help schools, teams and coaches adjust to the new normal?

In July 2020, we launched our IMPACT Now campaign which aimed to help unite and drive school spirit in communities in anticipation of the school year. We offered administrators, faculty and coaches a digital playbook and related resources that helped advance school health, safety, and emotional and physical needs of students in both physical and virtual classroom settings. Resources consisted of customizable face masks and wall and floor signage featuring schools’ mascots and school colors, videos and student journals rooted in social and emotional competencies for grades 3-12 as well as virtual pep club creation, virtual spirit kits and E-Cards for staff to connect with students.

How proud are you to see the way the Varsity Brands’ workforce has adapted and adjusted the way they work to be effective during this uncertain time?

Incredibly proud. They’ve shown rugged persistence and inspiring fortitude over these last few months.

What do you see as the keys to effective leadership?

Now more than ever, communication is key. When the pandemic hit, we leveraged Microsoft Teams to do weekly and now twice monthly town halls for our team members.

We use it as an opportunity to inform, inspire and recognize our team as we continue to persevere through uncertainty.

What advice do you offer young people beginning their careers during this challenging and unprecedented time?

Stay driven and motivated in our current landscape and be a team player.

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One of Ethan Allen’s core Leadership Principles relates to change: don’t be afraid of it. Embrace it, and be open to new opportunities. Constant reinvention has kept us in business for nearly 90 years, but we’ve never walked away from our core values—and we never will.

—FAROOQ K ATHWARI CHAIRMAN & CEO

©2020 Ethan Allen Global, Inc.