LEADERS Magazine January, February, March 2022 Volume 45, Number 1

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January, February, March 2022

Volume 45 Number 1











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On the Cover

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Frank Slootman Snowflake, Inc. Claire Babineaux-Fontenot Feeding America Ashish K. Jha, MD, MPH, Brown University School of Public Health Audrey Gruss Hope for Depression Research Foundation Loretta Lynch Paul, Weiss, Rifkind, Wharton & Garrison

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Contents Mission-Driven Frank Slootman, Chairman and Chief Executive Officer, Snowflake, Inc.


Positively Impacting Lives Keith Wargo, President and Chief Executive Officer, Autism Speaks


Addressing Hunger in America Claire Babineaux-Fontenot, Chief Executive Officer, Feeding America


Addressing the Displacement Crisis Eric Schwartz, President, Refugees International



Accelerating Social Change Judee Ann Williams and Aubree Curtis, Global Co-Founders and Co-Heads, CAA Social Impact, Creative Artists Agency


Public Health Ashish K. Jha, MD, MPH, Dean of the School of Public Health, Professor of Health Services, Policy, and Practice, Brown University School of Public Health

Security Solutions Steve Jones, Global Chairman and Chief Executive Officer, Allied Universal


Advancing Justice Vivek Maru, Chief Executive Officer, Namati


Enhancing Empowerment Dr. Janine Händel, Chief Executive Officer, Roger Federer Foundation


A Story of Hope Amidst a Humanitarian Crisis Georgette Bennett, PhD, Founder, Tanenbaum Center for Interreligious Understanding and Multifaith Alliance for Syrian Refugees


A New Dawn in Rural Thai Education Mechai Viravaidya, The Mechai Bamboo School


Technology in Service of People Bill McDermott, President and Chief Executive Officer, ServiceNow


Growing a Village Ashlee Hypolite, Operations Manager, Social Change Fund United



The Power of the Entertainment Industry Nicole Sexton, President and Chief Executive Officer, Entertainment Industry Foundation

Opportunity Through Education Flaviana Matata, Founder, Flaviana Matata Foundation (FMF) and Founder and Chief Executive Officer, LAVY Beauty



Conquering Depression Audrey Gruss, Chairman, Hope for Depression Research Foundation



“Passion is the log that keeps the fire of purpose blazing.” Oprah Winfrey

Ending Homelessness Myung J. Lee, President and Chief Executive Officer, Volunteers of America - Greater New York, Inc.


A Community Treasure Kwofe Coleman, President and Chief Executive Officer, The Muny


Public Service The Honorable Jesse White, Secretary of State, Illinois

Redefining Luxury Living Scott J. Avram, Senior Vice President, Development, Lightstone


Capitalizing on the IT Revolution Dr. Satya Sharma, Executive Director, Center of Excellence in Wireless and Information Technology at Stony Brook University



Climate Action Leonardo Lacerda, Global Managing Director, Climate, The Nature Conservancy


Transparency, Dialogue, and Knowledge Sharing Dr. Kathy Bloomgarden, Chief Executive Officer, Ruder Finn, Inc.


Marine Conservation Kristie Wrigglesworth, Executive Director, Pacific Whale Foundation

Inspiring the Next Generation Robert L. Dilenschneider, Founder and Principal, The Dilenschneider Group, Inc.



Building a Better Government Max Stier, President and Chief Executive Officer, Partnership for Public Service


Compassionate Care Laura L. Forese, MD, MPH, Executive Vice President and Chief Operating Officer, NewYork-Presbyterian



Reigniting a Mission Monsignor Thomas W. Powers, Pastor, Saint John the Evangelist, Darien


The Intersection of Business and Technology Nitin Seth, Chief Executive Officer, Incedo, Inc.



Pharmaceutical Development Anthony C. Hayes, Esq., Chief Executive Officer, AIkido Pharma, Inc.





Mission-Driven An Interview with Frank Slootman, Chairman and Chief Executive Officer, Snowflake, Inc. EDITORS’ NOTE Frank Slootman How has Snowflake’s business currently serves as Chairman and evolved and how do you define the CEO at Snowflake. He has more than Snowflake difference? 25 years of experience as an entrepreI joined Snowflake in early 2019. neur and executive in the enterprise The company had done well focusing software industry. Slootman served on modernizing legacy analytical as CEO and President of ServiceNow workloads and moving them to the from 2011 to 2017, taking the orgacloud. Cloud scale combined with nization from around $100 million Snowflake’s revolutionary architecin revenue, through an IPO, to $1.4 ture yielded incredible performance billion. Prior to that, he served as br eakthr oughs which fueled its President of the Backup Recovery growth trajectory. While this worked Frank Slootman Systems Division at EMC following great as an entry strategy, we could an acquisition of Data Domain not stay there indefinitely. We subseCorporation/Data Domain, Inc., where he served quently evolved to a Data Cloud strategy which as the Chief Executive Officer and President, combined Snowflake’s legendary workflow leading the company through an IPO to its performance with unfettered access to data. acquisition by EMC for $2.4 billion. Slootman Each customer, and industry, would have incarholds undergraduate and graduate degrees nations and instantiations of their unique data in economics from the Netherlands School of relationships comprising their data cloud. Economics, Erasmus University Rotterdam. The Snowflake difference is a software architecture redesigned and reimagined for cloud COMPANY BRIEF Snowflake (snowflake.com) scale computing. Aside from stellar performance, enables every organization to mobilize their it solved the data access and sharing problem data with Snowflake’s Data Cloud. Snowflake’s through a frictionless and zero latency approach. customers use the Data Cloud to unite siloed Data is the beating heart of the modern enterprise data, discover and securely share data, and and Snowflake is the technology that enables it. execute diverse analytic workloads. Wherever How did Snowflake adapt its business data or users live, Snowflake delivers a single to address the challenges caused by the data experience that spans multiple clouds pandemic and how proud are you to see and geographies. Thousands of customers the resilience of your team during this chalacross many industries, including 223 of the lenging time? 2021 Fortune 500 as of October 31, 2021, use Snowflake did not miss a beat as a funcSnowflake’s Data Cloud to power their businesses. tion of the pandemic. One day in March 2020 we vacated our offices worldwide and the How do you describe Snowflake’s mission? next day we resumed our operations using Snowflake’s mission is the Data Cloud. A the same video conferencing platforms everyData Cloud is a global orbit of data where body else used. We were already a fully cloud data can be analyzed, enriched and broadly hosted enterprise without data centers or any accessed. A Data Cloud has not existed in the on-site equipment which made things easier. history of computing. Unlike computing infra- Our people adapted and adjusted admirably to structure and enterprise applications which have this new dynamic. We never slowed down on been massively scaling and consolidating in the growth, and we even took the company public cloud, data continues to be highly fragmented, in 2020 without ever hitting the road to sell the proliferated and difficult to access. The ability offering. The Snowflake IPO was billed as the to enrich data from any source and/or location largest software IPO in history at the time. enables data scientists to discern data relationNo doubt our employees suffered Zoom ships which in turn can be used for prediction. fatigue during the day, juggled kids and school The Data Cloud also has to enable a broad and missed the interpersonal interactions of our array of workloads so that customers do not offices, but they never let that get in the way of have to export, copy and move data, and then doing their very best for Snowflake. go elsewhere for workload execution. So, our You have a new book, Amp It Up. What mission is to broadly enable the data cloud with interested you in writing the book and what options that span the workload spectrum. are the key messages you wanted to convey? 6 LEADERS

I had written a book in 2010 to share the experiences at an earlier company called Data Domain. I joined Data Domain in 2003. We took it public on NASDAQ in 2007, and it was acquired by EMC, now Dell Technologies, in 2009. I was pleasantly surprised by the reaction – many readers clutched it like a combat manual for entrepreneurs. It was meaningful to them to hear from a fellow traveler in pointed, unvarnished terms. Amp It Up adds the next 10 years when I served as CEO of ServiceNow and Snowflake. The book is a Snowflake production, and any proceeds will be used for charitable purposes. As before, I feel a responsibility to share experiences that from many accounts can help leaders of all sorts. A book is an efficient and scalable method to do just that. I could not possibly accommodate the constant onslaught of requests for speaking engagements, meetings and events while I hold down a demanding day job as CEO of Snowflake. I do some of that with business schools and VC firms as well, but the book has to serve a broader audience. I wrote an article on LinkedIn with the same “Amp It Up” title in 2018 which received many views and comments, so we decided to expand it and turn that into a book. The key Amp It Up message is that organizations have significant room up on performance by eliminating the slack that tends to amply exist in organizations. Things can get done better and faster by amping up the urgency, energy, pace and focus. It doesn’t require new talent, fancy consultants or strategy changes. You literally can start this today. Every meeting, e-mail, interaction and moment is an opportunity to amp it up. What do you see as the keys to a successful transformation of an organization and how critical is the right leadership mindset to driving true change? The right leadership is the only way to successfully transform an organization. Becoming a high functioning organization is within most people’s reach but you need to amp up your mind set. Insist and demand that we aim higher, move faster, develop clear mission posture and awareness, and narrow the focus on what matters. There are many other aspects so consider this as a journey you would embark on. While I have done a few of these, I am still on the journey every day myself. VOLUME 45, NUMBER 1

Will you discuss your 5 steps to rapid growth and meaningful change? Amp It Up tees up these principles: Raise Your Standards: Too often, our daily existence feels like going through the motions, checking boxes, getting things off our desk. Good enough has become the standard. It sucks the life out of organizations. It doesn’t take that much more mental energy to raise the bar. Expect and demand that we’re excited and thrilled about what we’re doing. The standard is not “passable.” It should be what the late Steve Jobs called “insanely great.” Try applying that standard on a daily basis. Align Your People: The lack of alignment in organizations is everywhere because it doesn’t just happen by osmosis. Humans are not known for pulling on the same oar in the same direction. If you’ve ever seen five-year-olds playing soccer, you know what that looks like. A lack of alignment results in friction, low productivity, marginal progress, and becomes exponentially more pronounced as organizations grow in numbers. Narrow Your Focus: Most organizations don’t have much orientation. They try to progress with a million things to do, a mile wide and an inch deep. It feels like swimming in glue, moving like molasses. Narrow the plane of attack. Instead of moving in parallel, sequence the priority. Figure out what needs to happen first, now, and what doesn’t at all. Park everything else on the backburner. Take things off people’s plates instead of putting more stuff on. The energy and pace will pick up immediately. Pick Up The Pace: Absent leadership, people will move at a glacial pace. Ever seen the inside of a California DMV? There is no purpose, no direction, no urgency. Almost everybody has room up on tempo because they naturally slow down to a trickle. Start compressing time frames. Question and challenge timelines at every turn. It’s actually quite easy because most people do not know why they are timelining things a certain way. They are after comfort, not purpose. Transform Your Strategy: Most of Amp It Up is execution-centric but there obviously is a strategic vector as well. The issue is that execution comes first. You cannot transform strategy without optimizing execution because it is impossible to know what is ailing. Why transform strategy when you are merely a lousy executer? You will become a much better strategist as you become a better operator because it will sort and magnify the issues properly. Most problems tend to be execution-related but humans prefer to tweak strategy instead, especially in places like Silicon Valley where strategy talk is some kind of high-minded parlor game. You can go far with world-class execution whereas you will go nowhere without it, no matter how brilliant your strategy. Amp it Up expands on these principles and uses the examples and learning at Data Domain, ServiceNow and Snowflake to illustrate the ideas. VOLUME 45, NUMBER 1

What do you see as the keys to effective leadership and how do you describe your management style? I describe my management focus a s “mission-driven.” The mission creates constant focus and context to everything we do, and helps us avoid and fight off inevitable distractions, things that do not have sufficient or any mission relevance. Having a clear, compelling and credible mission is an absolute requirement. Everything else flows from there. Without it, you become a rudderless ship.

In terms of personal attributes, you need to develop personal conviction and courage. If you seek approval – try to please and appease – you will be a marginal leader. Popularity is optional. Steve Jobs was quoted as saying that if he wanted to be popular he’d be selling ice cream. Paradoxically, you will be wildly popular when you win, and you will have no friends when you lose. You’re no different than a football coach. They want you to win championships – not to be a cool guy or gal to hang out with. Your life journey took you from a teenage maintenance worker to a groundbreaking leader. What do you attribute to your ability to overcome obstacles and achieve success?

A relentless pursuit of whatever the task or mission at hand is. There are no silver bullets or quick fixes. It’s hard to stop somebody who is completely resolved and committed to making things happen. I learned early on that dogged persistence can carry you a long way. Planning and organization can massively amplify a committed mission posture. Goals drive behavior and are powerful in their own right. Not having goals makes you rudderless. Did you always know that you had an entrepreneurial spirit and desire to build your own company? Strictly speaking, I am not an entrepr eneur because I never started a company. I did join one of our companies, Data Domain, as CEO at an early stage, before it had customers or revenue. I am best described as what they call an “operator” in Silicon Valley – somebody who runs things, as distinct from somebody who starts things (entrepreneurs/ founders) or funds things (venture capitalists). I am a builder at heart though – that seems to be my DNA. I am not motivated by rewards or outcomes per se. I am inspired by envisioning and building great things. The reward is in the journey. With all that you have accomplished in your career, do you take moments to reflect and celebrate the wins? I am not much of a congratulator or a celebrator. I don’t do victory laps. As in football, we are supposed to score touchdowns, so what is the point of celebrating in the end zone? I am always on to the next play. I was semi-retired for a few years not long ago and I found having all the time in the world to be a quite satisfying experience. But, eventually I ended up back in the arena; it’s in my temperament. When I do reflect on our experiences, it is often when I receive a random text, sometimes late at night on the weekend, from a former employee who wants to express their gratitude for how profoundly the journey has affected them and their families. That’s a source of reward we never tire of. What advice do you offer to young people beginning their careers during this unprecedented time? I wrote another LinkedIn article called “Amp Up Your Career” which is intended for young people. It has many pointers, but one stands out – I always suggest they are careful about the so-called “elevator” they are about to step into rather than the job description, title, location and compensation. The “elevator” is a metaphor for the company and, like elevators, some companies go up, some go down and some don’t move at all and there’s not much you can do about it, no matter what your individual merit. So choose wisely; forget the job, they come and go. Instead, pick a good elevator.



Addressing Hunger in America An Interview with Claire Babineaux-Fontenot, Chief Executive Officer, Feeding America EDITORS’ NOTE Claire ORGANIZATION BRIEF Feeding difficult, are actually solvable. A country that Babineaux-Fontenot serves as America® (feedingamerica.org) is the throws away over 66 billion pounds of perfectly Chief Executive Officer of Feeding largest hunger-relief organization in edible food each year (not counting household America. Prior to joining Feeding the United States. Through a network of waste) can choose not to have any of its people America, she spent 13 years as more than 200 food banks, 21 statewide struggle with food insecurity. We are far from a part of Walmart’s leadership food bank associations, and over 60,000 daunted – though the work is certainly not done, team with her most recent role partner agencies, food pantries and meal we’re really making progress! being Executive Vice Pr esident programs, we helped provide 6.6 billion As for what led me to Feeding America, you and Global Tr easur er. In this meals to tens of millions of people in need probably don’t have enough room in this piece r ole, she had global r esponsilast year. Feeding America also supports for the whole story. It will need to suffice to say bility for tax, tr easury operaprograms that prevent food waste and that I’ve always known that we do not need to tions, capital markets, investor improve food security among the people look to distant shores to find people who do r elations, global risk manage- Claire Babineaux-Fontenot we serve, brings attention to the social not have access to enough nutritious food. I’ve ment, casualty and self-insurand systemic barriers that contribute to had remarkable professional opportunities and a ance leading teams across 28 countries with food insecurity in our nation, and advocates for career that exceeds even my childhood fantasies over 1,000 associates worldwide. Befor e legislation that protects people from going hungry. about “what I’m going to be when I grow up.” Walmart, she was partner-in-charge of the Corny though it may sound, I think all of those Baton Rouge office and tax practice leader What excited you about the opportunity experiences that I couldn’t understand the “why” for Adams and Reese LLP, one of U.S. News & to lead Feeding America and made you of have led me to this one – the greatest chance World Report’s “Best Law Firms.” Earlier in feel it was the right fit? I’ve ever had to provide meaningful service to her career, she was dispute resolution pracTwo things rise to the top of the list: the people. I’ve been privileged to partner with so tice group leader for the southwest region fact that the impact on people’s lives is so many people across this country who show at PwC (formerly PricewaterhouseCoopers) meaningful and that the challenges, though generosity and kindness to their neighbors. and an assistant secretary for the Office of Legal Affairs for the State of Louisiana. Later, Babineaux-Fontenot served on a number of nonprofit boards including the C o u r t A p p o i n t e d S p e c i a l A d v o c a t e s f o r Childr en, the board of dir ectors and audit committee for the Thurgood Marshall College Fund, and the boar d of trustees and finance and audit committee for the National Urban League and the National Association of Black Accountants. She also was on the corporate adviso ry bo ar d for the Association of Latino Pr ofessionals for America. Additionally, she served on the global board of directors and executive committee of the Walmart F o u n d a t i o n . H e r b o a r d e x p e r i e n c e a l s o includes the board and the audit committee for Walmart Chile S.A, chair of the board of dir ectors f o r AT L A S T e c h n i c a l C o n s u l t a n t s a n d audit committee member and nominating and governance committee chair at Charah Solutions. Babineaux-Fontenot was named one of TIME’s 100 most influential pioneers, leaders, titans, artists and icons of 2020. She holds a BS degree from the University of Louisiana at Lafayette; a JD from Southern University Law Center in Baton Rouge, Louisiana; and a Master of L a w s i n T a x a t i o n f r o m S MU Dedman Blue Ridge Area Food Bank volunteers unload produce at Mobile Food Pantry distribution in Rustburg, Virginia as they prepare to serve the neighbors that visit during the pandemic School of Law in Dallas, Texas. 8 LEADERS


Claire Babineaux-Fontenot attends the grand opening of the new food bank in Puerto Rico

How do you define Feeding America’s mission and purpose? Feeding America exists to ensure that every person in the United States, no matter where they live, has equitable access to enough nutritious food for a healthy life. We understand that achieving that mission will take more than the conventional concept of food banking and it will take more than just us. So, who are we? Our network includes more than 200 food banks, 21 statewide food bank associations, and over 60,000 food pantries and meal programs, serving all 50 states, Puerto Rico and the District of Columbia. To be sure, getting food to people who need it is core to what we do – from last summer (2020) to this one (2021) our network provided 6.6 billion meals to people facing hunger. We did not stop there. We also recognize that while the food we provide meets people’s immediate needs, it is critical that we also address the factors that cause people to experience food insecurity in the first place. In partnership with food banks, policymakers, supporters, community partners and people with lived experience of hunger, we also support programs that prevent food waste and improve food security among the people who utilize food bank services, bring attention to the social and systemic barriers that contribute to food insecurity in our nation, and advocate for legislation designed to provide the food access that everyone needs and deserves. Is there an effective understanding today about the critical state of hunger in America and what more can be done to build a better understanding of this crisis? The pandemic certainly raised awareness of the existence of hunger in America. I doubt that we will soon forget those lines of cars that went on for miles, sometimes lined up for hours before the distributions started, waiting for VOLUME 45, NUMBER 1

food. The lines included so many people who never imagined being there, having suddenly lost their jobs and turned to our network for support. My concern is that the American public will wrongly think all is well now. But the lines have returned to the insides of buildings – the most recent estimates from the USDA are that 38 million people are food insecure. To heighten the awareness that the crisis continues for so many and that tens of millions of people in this country were living with food insecurity before the pandemic will require partnerships. Trusted sources like yourselves will need to continue to write and televise stories about the ongoing challenges. We will need to celebrate the successes when we have breakthroughs and “fail fast” and learn quickly when something isn’t working. A key and essential missing voice in this work is that of people with lived experience of hunger. They are our key partners and those who are most impacted by our actions or inactions. Imagine how catalytic it would be if they – nearly 40 million people with invaluable expertise – were more actively engaged in this work alongside charitable organizations, lawmakers, community groups, schools, faith-based communities and members of the general public who together truly decide that hunger in our country is unacceptable. If all of those constituencies came together it would have an amazing impact. How has the work of Feeding America evolved and will you provide an overview of Feeding America’s initiatives? The Feeding America network was established in the late 1970s as food banks started operating across the country. In fact, our founder is credited with creating the very first food bank. Our network has grown to be the largest hunger-relief organization in the country. The initial focus was food rescue and food assistance. The food

banks of today have not forgotten – and in fact have improved upon – that important aspect of what we provide, and they have become so much more. They are pillars in their communities, providing food, nutrition assistance, benefits outreach and even job skills training programs. Food banks are a part of their communities, partnering with thousands of local nonprofits and reaching tens of millions of people each year. We know that we cannot be all things to all people, but our access, infrastructure, credibility and resources uniquely position us to be better partners than we have ever been. We are doubling down in four key areas where we believe doing so will result in positive, material and sustainable change: 1. FEED – All people have reliable access to a nutritious mix of food. We are engaging technology and other resources to more quickly, more deeply and more equitably provide food to our food-insecure neighbors. 2. NOURISH – All people facing hunger have the support they need to make healthy choices. We are increasing the nutritional values of our offerings and providing nutrition training that raises awareness of the impact of those new choices on health and well-being, including preparation training and recipes. 3. EMPOWER – All people facing hunger have access to economic mobility pathways. We provide job skills training and employment pathways and support data-informed public policies known to support economic mobility and food security. 4. UNITE – People take action to end hunger. We work to create bigger tables and more chairs with people facing hunger at the center and with a critical and influential seat, joined by partners across the spectrum of public, private and philanthropic partnerships working toward our vision of an America where no one is hungry. Will you discuss the impact that COVID-19 has placed on the issue of hunger in America? Tens of millions of people in our country have long struggled with hunger. COVID-19 has shone a bright light on the challenges that so many face. It has also made clear just how close many of us are to waiting in one of those long lines. It made it easier for us to now ask: What if all income earners, or even one, in my home suddenly lost their job for reasons other than a pandemic? What if I lost everything that I earned in a hurricane, tornado or wildfire? What if medical expenses outpaced my income? What if I suddenly had no access to childcare, so I couldn’t take that job that I really wanted or had to leave one that I really love? These questions have become easier to process with empathy because of the pandemic. Maybe that newfound empathy will be channeled into actions. The good news is that we’ve seen so many more people do just that, but there’s more work to be done. How did Feeding America adapt the way it works to address the challenges caused by the pandemic and how proud are you to see the resilience of your team during this unprecedented time? LEADERS 9

Claire Babineaux-Fontenot volunteers in south Louisiana after Hurricane Ida

The Feeding America network has a long history of rising to crises, like natural disasters, but never in our history have we been called upon to respond to such a widespread and enduring crisis as this pandemic. I am unapologetic in my pride for our network at the national offices, at food banks and across our remarkable partner organizations. We’ve collectively shown such resilience and innovation. To stand in community with people facing hunger despite the personal risks from the very start of the pandemic to today, after standing with them since the very first food bank was created by our founder so many decades ago, is something to behold. To do so, when demand increases practically overnight by 70 percent, is something to laud and respect – I know that I do. Food banks adapted their operating models almost overnight to provide a safe environment for our volunteers, staff and our neighbors facing hunger. Most noticeably, you saw drive-through distributions, which were the most efficient and safest ways to get food to people in need. Food banks also piloted home-delivery programs to drop off food boxes to seniors and families that could not attend a food distribution. Many food banks embraced technology as a way to reach more neighbors in need, providing an online ordering system where they could schedule a pickup at a convenient time and location. You will remember from my earlier response that together, we distributed a record 6.6 billion meals last fiscal year, the most we had ever distributed as a network. This unprecedented feat was accomplished against unprecedented difficulties. What do you see as the keys to effective leadership and how do you describe your leadership style? 10 LEADERS

Others are the better arbiters of whether my approach is effective, but I can certainly speak to what I’m attempting to do and how I’m attempting to do it. I suppose it can be summarized into: 1. Care – People are strikingly good at sensing what other people believe in or, said differently, they can tell when you are being authentic. Care for the People – Have you ever met a person who was a people leader and thought, “I don’t really think that he likes people very much?” I know that I have. When contemplating my own path to people leadership, advising others who aspire to it or deciding whether to promote or hire someone into it, I ask that fundamental question, “do they care about people?” There will be moments when things that are happening in the lives of team members are and should be more important to them than the work assignments they’ve been given. If that’s difficult for you to conceive or accommodate, don’t lead humans. Care for the Work – It’s been my practice to engage in work that I truly care about – choosing an organization whose mission speaks to you, as I have with Feeding America, is only one way to do that. I’ve also found authentic inspiration to work in companies or disciplines because I had a unique opportunity to provide a diverse perspective or I thought others with a passion for the area would feel more confident in pursuing it because I provided an example of someone who was successful in the space and came from a similar background (e.g., first generation high school/college/law school graduate,

woman in leadership, person of color in leadership, HBCU graduate in a position of influence, etc.). 2. Serve – How I define my job description has not changed since 1989 when I got my first job. It is when I got “a clue” about how to thrive in them. My longtime job description is to lend whatever resources I have to the organization in which I have the privilege to serve. That means that, while I am certainly not competent to do every job, no job in my organization is beneath me. Importantly, it also means that it is my responsibility to serve the team and to adopt an enterprise view. 3. Count – It has been said that “one moves what one measures.” My experiences have taught me that such is absolutely true. I came to Feeding America from a role as a finance executive. I’ve joined a team that is purpose-driven and highly sophisticated in finance. We’ve made a number of critically important decisions, a shift toward an outcomes framework is chief among them. We are holding ourselves accountable to be a part of moving metrics that matter to the ultimate arbiters of our success – people facing hunger. We’ve mapped out a Vision, a Mission, a Strategy, Priorities, Incentives and Dashboards to monitor progress and decide when midcourse corrections are necessary. Did you always know that you were attracted to this type of work and that this was your passion? While my path may not always have been clear to me, I believe that all of my experiences led to this place. I am fortunate to have been raised by parents who possessed an extraordinary capacity for love and generosity. Over the course of their lives, they raised 108 children who came into my family through biology, foster care and adoption. Most of my brothers and sisters became members of our family after experiencing some form of neglect or abuse, and most of them suffered from hunger. Until they joined my great big family, that is. I witnessed the restorative power that food had on their bodies and spirits. In this role, I have come full circle and returned to a cause that was so familiar to me as a child. How do you measure success of Feeding America’s work and how important is it for the organization to take moments to celebrate the wins? Our success will be measured by our partners who live with food insecurity and the positive, sustained and tangible impact on their lives. Success won’t come swiftly or easily because there is no quick answer to a problem as complex as hunger. It will be important for us to celebrate the moments and milestones we reach on our journey to an America where no one is hungry. My hope is that we build on the momentum we’ve begun and the lessons we’ve learned from the pandemic to meaningfully address hunger in America. We have an awareness now, and we have a desire, and I know that we have the resources. If we can match up all three of those, we’ll get to real, lasting solutions.


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Public Health An Interview with Ashish K. Jha, MD, MPH, Dean of the School of Public Health, Professor of Health Services, Policy, and Practice, Brown University School of Public Health EDITORS’ NOTE A practicing in General Medicine from Brigham physician, Ashish K. Jha, M.D., MPH, and Women’s Hospital and Harvard is recognized globally as an expert Medical School. In 2004, he completed on pandemic preparedness and his Master of Public Health degree at response as well as on health policy the Harvard T.H. Chan School of Public research and practice. He has led Health. He was elected to the National groundbreaking research around Academy of Medicine in 2013. Ebola and is now on the front lines of the COVID-19 response, leading INSTITUTION BRIEF Brown national and international analysis University School of Public Health of key issues and advising state and (brown.edu/academics/public-health) federal policy makers. He came to is committed to tackling pressing health Ashish K. Jha Brown University School of Public challenges and improving population Health after leading the Harvard health by advancing science and Global Health Institute and teaching at the training tomorrow’s leaders. Its nationally Harvard T.H. Chan School of Public Health and renown research centers have expertise in key Harvard Medical School. Dr. Jha has published aspects of health and the ability to translate more than two hundred original research cutting-edge research into high-impact policies publications in prestigious journals such as the and care initiatives. The School’s studentNew England Journal of Medicine and the center ed academic training and culture of BMJ, and is a frequent contributor to a range of collaboration prepare future health leaders to public media. He has extensively researched respond to urgent health challenges. Public how to improve the quality and reduce the cost Health at Brown goes beyond preventing disease of healthcare, focusing on the impact of public to reshaping healthcare and safeguarding health policy nationally and around the globe. vulnerable populations. Dr. Jha was born in Pursaulia, Bihar, India in 1970. He moved to Toronto, Canada in 1979 and How do you define the Brown University then to the United States in 1983. In 1992, Dr. School of Public Health’s mission and Jha graduated magna cum laude from Columbia purpose? University with a BA in economics. He received Our mission is to champion health and his MD from Harvard Medical School in 1997 and health equity around the world, to improve the then trained as a resident in Internal Medicine health of all populations, especially those most at the University of California, San Francisco. vulnerable, by producing world-class public He returned to Boston to complete his fellowship health scholarships, forging strong community

partnerships, and educating the next generation of diverse public health leaders. We tackle the big challenges facing human health and engage deeply with the world to meet these challenges. Brown University School of Public Health has a clearly defined set of values. Will you highlight these values and how they are at the foundation of the Brown University School of Public Health’s culture? We value diversity, equity and inclusion, excellence and innovation, collaboration and community, curiosity and truth. These values are central to making the Brown School of Public Health an open, nurturing, and welcoming environment to those who don’t always fit in at more traditional public health institutions or who don’t think of themselves in the context of public health. We can stretch boundaries to bring in people who share our values and goals to work with us to confront what the COVID-19 pandemic has exposed: the social determinants of health, the racial inequities, the weaknesses in our public health infrastructure, the need for new global collaborations and partnerships. Will you provide an overview of the Brown University School of Public Health’s initiatives and focus areas? This is a dynamic time for the Brown University School of Public Health. We are working both on ensuring the strength of existing areas of focus and moving to advance new initiatives central to addressing urgent global challenges such as climate change and its impact on global public health. Important

“This is a dynamic time for the Brown University School of Public Health. We are working both on ensuring the strength of existing areas of focus and moving to advance new initiatives central to addressing urgent global challenges such as climate change and its impact on global public health.”



“Our mission is to champion health and health equity around the world, to improve the health of all populations, especially those most vulnerable, by producing world-class public health scholarships, forging strong community partnerships, and educating the next generation of diverse public health leaders.” work continues on addiction, aging and mental health, as we move to create new centers for research, education and action on pandemic preparedness, climate change and health, data science, combating information disorders and addressing racism in public health to promote equity. How critical is the focus on research to Brown University School of Public Health’s impact and efforts? The Brown University School of Public Health ranks among the top five schools of public health for NIH funding with $64 million in annual external funding. Our nationally renowned research centers and institutes focus training and research on key areas including HIV/AIDS, addiction, global health, aging and environmental health and will expand to include pandemic preparedness, climate change and health, and data science, among others. You have been on the front lines of the COVID-19 response. Where does the fight against the pandemic stand today? The fight isn’t over, as Americans and people around the globe recognize. We have new tools to fight COVID-19 – importantly, safe and effective vaccines, now available to children, too. We know how to stop and slow transmission, the importance of vaccines but also of mask-wearing indoors, and improving ventilation. Still, misinformation and disinformation keep too many from getting vaccinated and recognizing the difference between what works in stopping the spread of COVID-19 and what

doesn’t. We have made a lot of progress in the U.S. at a high cost in human suffering and death. People in too many nations have paid – and are still paying – the same price. We must do more to get more people vaccinated, here and around the globe, continue testing, improve data collection and analysis, and confront the inequities in our healthcare system that have left people in communities of color and economic stress bearing an unfair burden throughout this pandemic. How critical is it that there is a focus on lessons learned from the pandemic in order to be better prepared to address future public health crises? It is urgently and critically important to learn from this pandemic as we have from earlier pandemics. That process is already underway around our country and the globe. We are moving to advance this work through a new Center for Pandemic Preparedness we are creating at the Brown University School of Public Health. What do you see as the keys to effective leadership and how do you describe your leadership style? Effective leaders are good listeners and communicators, able to collaborate and create consensus around advancing shared values and goals. These skills – listening, communicating, collaborating, advancing shared goals – are central to my approach to this work. Did you always know that you were attracted to this type of work and that this was your passion?

In high school, I thought I wanted to be a journalist and started down that path in college, but I found I really liked science. I spent college summers in India, where we lived with my father’s older brother, a medical doctor. Every morning, he would make rounds through his village. He provided most of that care for free, but the poor people he cared for would try to pay him with rice or other food. I loved that interaction and it moved me to consider medical school. It was in medical school that my passion for health and public health began. How do you measure the success of the Brown University School of Public Health’s work and how important is it for the organization to take moments to celebrate the wins? We aim to impact and inform public information and public health policy in the U.S. and around the globe. In this time of a pandemic, it has been difficult to stop for celebration when so many challenges remain that make the “wins” illusive, but it is important to recognize positive impact and change and to keep moving. What advice do you offer to young people interested in a career in medicine? Go for it! Talk to people who are engaged in medicine and public health. Where and when you can spend time with them on the job, do so to understand what they do and what it takes. This pandemic has pushed too many away from medicine and healthcare; this is hard – and in a pandemic especially – risky work. But it’s a field where you can literally change people’s lives, health and well-being. It is so worth doing.

“It is urgently and critically important to learn from this pandemic as we have from earlier pandemics. That process is already underway around our country and the globe. We are moving to advance this work through a new Center for Pandemic Preparedness we are creating at the Brown University School of Public Health.”




Addressing the Displacement Crisis An Interview with Eric Schwartz, President, Refugees International EDITORS’ NOTE Eric Schwartz Subcommittee on Asian and Pacific became Pr esident of Refugees Affairs (between 1989 and 1993), International in June 2017, after among other positions in the U.S. serving a six-year term as Dean of the government, at the UN and in the Humphrey School of Public Affairs nonprofit sector. He also served on at the University of Minnesota. He the U.S. Commission on International has had a three-decade career Religious Freedom between 2013 and focused on international refugee, 2016, ultimately in the position of humanitarian, and human rights Commissioner Vice Chair. Schwartz issues. Between 2009 and 2011, he holds a BA degree with honors from served as U.S. Assistant Secretary of the State University of New York at State for Population, Refugees, and Binghamton, a Master of Public Affairs Eric Schwartz Migration. In the 1990s, he was the degree from the Princeton School of senior human rights and humaniPublic and International Affairs, and tarian official at the National Security Council, a law degree from New York University School managing humanitarian responses to crises in of Law. Asia, Africa, the Middle East, and Europe. He also served as the UN Deputy Special Envoy ORGANIZATION BRIEF Refugees International for Tsunami Recovery after the 2004 Asian (refugeesinternational.org) advocates for lifeTsunami; as Washington Director of Asia Watch saving assistance, human rights, and protection (now the Asia Division of Human Rights Watch) for displaced people and promotes solutions to between 1986 and 1989; and Staff Consultant displacement crises. The organization does not to the House of Representatives Foreign Affairs accept any government or UN funding, ensuring

Refugees International’s Sahar Atrache (left) speaking with a Syrian activist in Turkey 14 LEADERS

the independence and credibility of its work. Refugees International was started in 1979 as a citizens’ movement to protect people fleeing Vietnam, Cambodia, and Laos. Since then, it has expanded to become a globally focused advocacy organization and a leading voice for the rights of displaced people worldwide. You joined Refugees International five years ago. What excited you about the opportunity and has it been what you expected? I was excited about the opportunity to steward an organization deeply committed to support the more than 80 million people who are forcibly displaced from their homes around the world due to persecution and conflict, as well as millions more displaced each year by natural disasters exacerbated by climate change. These numbers include those who are forced to flee beyond the borders of their own countries, as well as those who are displaced internally. In a world in which governments are increasingly closing their borders to the former group – that is, refugees – the work has been very challenging, but also exciting and the challenges make our efforts more important than ever. How do you define Refugees International’s mission and purpose? As reflected in our mission statement, “Refugees International advocates for lifesaving assistance, human rights, and protection for displaced people and promotes solutions to displacement crises.” Through public reporting on country situations and advocacy with the media, and with public officials in the United States and around the world, we help to secure practices, funding and policies that improve the well-being and protect the rights of those forced to flee their countries of origin as well as others who are internally displaced within their countries. Our special role is based on the fact that we are the only globally oriented refugee and humanitarian organization that is exclusively focused on field reporting and advocacy on behalf of the well-being and the rights of forcibly displaced persons. How has the work of Refugees International evolved and will you provide on overview of Refugees International’s initiatives? Over the past 2-3 years, RI has reported on a broad array of country conditions, from Syria, Lebanon, and Yemen in the Middle East, to Ethiopia and the countries of the Sahel in Africa, VOLUME 45, NUMBER 1

to the crisis involving the millions of Venezuelans who have fled their country of origin and now are in other countries of South America and throughout the region and the world. We also have special programs on refugee women and girls and climate change and migration. Will you discuss the impact of Refugees International’s work and the keys to driving lasting change in these efforts? The keys to driving change involve information and expertise, reflected in our reporting, combined with perseverance in effective advocacy on behalf of refugees. Effective advocacy involves both high-level engagement with senior government and UN officials, as well as efforts to build broader public support. To cite just one success: the United States is a critical provider of international refugee and humanitarian assistance worldwide, with annual support in recent years of about $9 billion. Despite proposals in recent years to dramatically cut this assistance by one-third, RI’s efforts, in conjunction with other groups, helped to ensure that U.S. overseas assistance during this critical period was sustained. How did Refugees International adapt the way it works to address the challenges caused by the pandemic? Even as we had to suspend travel (which now has recommenced), our reporting and advocacy continued pretty much at pre-pandemic levels, benefitting from the expertise of our team as well as their contacts and connections with counterparts around the world who provided us with critical information about conditions in their countries. In addition, we have been deeply involved in seeking to ensure that the tens of

“As reflected in our mission statement, ‘Refugees International advocates for lifesaving assistance, human rights, and protection for displaced people and promotes solutions to displacement crises.’ ” VOLUME 45, NUMBER 1

RI Director of Government Relations and Policy Advisor Ann Hollingsworth talks with IDPs in Ethiopia

millions of displaced persons around the world are not deprived of the COVID-19 vaccine. We issued one of the first, if not the first, comprehensive reports on COVID-19 and the displaced, and our work on these issues continues. Moreover, we have sought to strengthen our relationships with locally-based groups in countries where we work. What do you see as the keys to effective leadership and how do you describe your leadership style? I think that expertise and good judgment, informed by knowledge and experience, are necessary conditions of effective leadership, but they are not sufficient. I also seek to model integrity – consistency of high purpose – as well as kindness and compassion in my dealings with my staff and with counterparts in the policy world. Finally, a capacity to clearly convey organizational and mission imperatives is also critically important. My style is informal and collaborative, perhaps with a thinly veiled sense of urgency about what we need to be achieving. Did you always know that you were attracted to this type of work and that this was your passion? I was always headed for a career in public life. In other words, I knew I’d be trying, in some way, shape, manner, or form, to make the world a better place. But I did not make this particular career choice – international humanitarian affairs, broadly speaking – until graduate school. I have been very fortunate in my career to have opportunities to work on these issues at the UN, in the U.S. Congress, at the White House and State Department, and in the NGO community.

How do you measur e success of Refugees International’s work and how important is it for the organization to take moments to celebrate the wins? We measure success in many ways – legislation enacted, funds committed, programs established, successful diplomacy – resulting in enhanced rights and well-being for refugees and other forcibly displaced people, and occurring to some degree as a result of our efforts – often in coordination with other advocates. It is certainly appropriate to celebrate the wins, but with keen appreciation of the fact that there is always so much more to do.

RI’s Daniel Sullivan (right) talking to a man in Malakal, South Sudan LEADERS 15


Technology in Service of People An Interview with Bill McDermott, President and Chief Executive Officer, ServiceNow EDITORS’ NOTE Bill McDermott Will y ou provide an overhas been in his current role and has view of ServiceNow’s business and served as a Member of the Board of how you define the ServiceNow ServiceNow since 2019. Previously, difference? he was Chief Executive Officer and We’ve never lost sight of Fred Luddy’s a member of the Executive Board founding vision for ServiceNow – techof SAP. Befor e joining SAP, he nology in service of people. Fred said, served in senior executive roles with “There is no better experience than giving Siebel Systems and Gartner, Inc. someone a piece of technology that lets He launched his business career at them do something they never thought Xerox Corporation, where he rose they could do.” to become the company’s youngest Our platform enables people to Bill McDermott corporate officer and division presdo things they never thought possible. ident. McDermott got his start as a The Now Platform, the platform of young entrepreneur running a small delicatessen platforms, unifies systems, silos and processes business on Long Island, New York, at age 17. into enterprise workflows that deliver fast time to He received his bachelor’s degree from Dowling value and create great customer and employee College and his MBA from the Kellogg School of experiences. The power of the ServiceNow platManagement at Northwestern University. form is that it’s one data model, one architecture and one platform. This allows us to serve COMPANY BRIEF ServiceNow (servicenow.com) as the control tower for digital transformation, is making the world of work, work better for for every business, every industry, and every people. The company’s cloud-based platform person. and solutions deliver digital workflows that We are so proud to work with the world’s create great experiences and unlock produc- greatest organizations as they work to achieve tivity for employees and the enterprise. their goals. We will never lose our focus on the privilege that comes with saying, “The world You have built businesses and achieved works with ServiceNow.” great success in your career, including Will you discuss ServiceNow’s commitleading SAP from $39 billion to $172 ment to innovation and where is innovabillion in value. What interested you in tion taking place in the business? leading ServiceNow and made you feel it ServiceNow has a customer-led innovawas the right fit? tion strategy. Our recipe for success is a mix of I was inspired by ServiceNow’s hungry and empathy to understand customer needs and humble culture. It is rare to find a company that has over 16,000 employees and still maintains its tireless focus on innovation. I saw a once-in-ageneration opportunity at ServiceNow to solve the biggest issue that has haunted enterprises for the last half-century – integration. In the past several years, trillions have been invested in digital transformation, but only a fraction of companies are seeing the ROI. Why? Because of the lack of integration across technologies. That’s where ServiceNow comes in. The Now Platform connects different applications and data sources to create intuitive experiences for employees and customers. Having spent over two years with the best team in the business, I am fired up even more than when I started. It is the honor of my professional career to guide this amazing team on its journey to becoming the defining enterprise software company of the 21st century.

platform flexibility to develop the best solutions at unprecedented speed. In partnership with our customers, we transform the world’s biggest challenges into its biggest opportunities, from turning vaccines into vaccinations to tracking ESG progress and helping solve supply chain issues. Take what we are doing in the manufacturing industry. We’re working with one premium German auto manufacturer who uses ServiceNow as a control tower to orchestrate 30 million parts dispatched from more than 4,000 supplier locations to production centers in Europe and Mexico. The Now Platform identifies potential disruptions and triggers the next-best action. We’re seeing this across all major industries and we’re only just getting started. That kind of innovation is a hallmark of ServiceNow’s best-in-class engineering tradition. Where do you see the greatest opportunities for growth for ServiceNow as you look to the future? Digital transformation is the opportunity of our generation. According to IDC, companies will spend $7.8 trillion on digital technologies over the next four years. Every CEO has digital as a top priority because digital organizations leverage the multiplier effect of platforms to deliver exponential growth. We’re also seeing a fundamental shift in how work gets done which will lead to an explosion of productivity. In its Low-Code Development Technologies report, Gartner estimated 70 percent of new applications developed by 2025 will use low-code or no-code technologies. ServiceNow empowers anyone to build applications on our platform.

“ T he power of the ServiceNow platform

is that it’s one data model, one architecture

and one platform. This allows us to serve as the control tower for digital transformation, for every business, every industry, and every person.”



“Our platform enables people to do things they never thought possible. The Now Platform, the platform of platforms, unifies systems, silos and processes into enterprise workflows that deliver fast time to value and create great customer and employee experiences.” We are reinventing the customer experience by creating consumer grade user experiences for employees and customers. Whatever systems, challenges, or opportunities you have, however fast you need to move, you have a trusted innovator in ServiceNow. ServiceNow is here to help our customers take the biggest possible share of the digital opportunity. How did ServiceNow adapt its business to address the challenges caused by the pandemic and how proud are you to see the resilience of ServiceNow’s workforce during this unprecedented time? When COVID hit, my leadership team and I were going into blue sky thinking when we realized there would be no blue sky if we didn’t handle COVID well. We immediately got to work. Our workforce transitioned to work from home in a day and listened to the needs of our employees and customers. We started regular communication with our employees through all hands and leadership team meetings. We also engaged our colleagues through virtual events with luminaries from diverse industries. We provided flexibility for our employees to handle their lives outside of work. With all of this, we continued to operate and innovate at speed and scale, releasing a complete suite of applications to meet the evolving needs of organizations and their employees – from our Workplace Service Delivery solution to our Safe Workplace and Vaccine Administration Management apps, and our twice a year seamless upgrade experience for customers.

Will you shine a light on the Safe Workplace apps that ServiceNow rolled out during COVID? Employee and workplace safety are top of mind for every business right now, and we are the only company with a complete suite of applications to meet these critical needs. I’m incredibly proud of how ServiceNow responded to the pandemic, both as a company responding to the needs of our customers and how our employees adapted overnight to the new way of work. Since the start of the pandemic, we’ve helped solve the many unprecedented challenges that businesses and society face. Our ability to quickly innovate – in a matter of days rather than weeks, months, and years – has allowed us to support our customers during every turn. From ServiceNow’s Workplace Service Delivery solution and Safe Workplace Suite that helps safely return employees to the workplace, simplify the complexity, and navigate the new world of work, to our Vaccine Administration Management solution that helps convert vaccines into vaccinations more efficiently and seamlessly, we’ve helped millions around the world get vaccinated, stay safe at work, and adapt to hybrid work. How important is it for ServiceNow to build a diverse and inclusive workforce in order to bring diverse perspectives to the table when making business decisions? ServiceNow’s purpose is all about people, and that’s why we are so focused on DIBs – Diversity, Inclusion and Belonging. The world works when every empowered person can pursue big dreams, be themselves and live to

“We are focused on leading with our purpose and making a positive impact on society – using our technology to help the world work better. We take this responsibility seriously, working in partnership with our customers to reinvent business models at digital speed.”

their full potential. Creating a true sense of belonging is one of the most powerful things we can do to recruit and retain top talent. We want people with big dreams to be able to fulfill them here at ServiceNow. When people unlock their unique magic it creates happy people, loyal customers, and true prosperity for all. What do you see as ServiceNow’s responsibility to the communities it serves and to being a force for good in society? We are focused on leading with our purpose and making a positive impact on society – using our technology to help the world work better. We take this responsibility seriously, working in partnership with our customers to reinvent business models at digital speed. For example, we know ESG is part of every CEO’s agenda, but things are changing in record time. We developed an integrated solution for companies to activate their ESG strategy, programs, and initiatives – from reducing carbon emissions to enabling business resilience across the enterprise. ServiceNow’s goal is to help companies improve their ESG posture while driving greater environmental, social, and business impact for years to come. What do you see as the keys to effective leadership and how do you describe your management style? The pendulum has swung toward leaders being in service to their people as their highest purpose. Lead with empathy and selflessness and never forget that trust is the ultimate human currency – it’s earned in drops and lost in buckets. Everyone values open and honest communication and everything worth communicating is almost always under-communicated. It’s through consistent and clear communication that you can help people realize their own dreams because together, everyone achieves more. As a leader, inspiring people to live up to their greatest potential is the ultimate reward. What advice do you offer young people interested in building a career in the industry? There is no replacement for passion. Show up authentically and be intellectually hardworking. In other words, be curious, but also do your homework. Make sure you understand what makes you unique and how your accomplishments can easily translate into impacting the goals of the company. The intersection of those two forces makes magic happen. Winners define destiny. They dream, and they remain ever hungry and humble.



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T H R Fortis E E Arduis C E N |T Brave U R I in E Difficulty S I N A R T

Fortis Arduis | Brave in Difficulty Ronnie Landfi eld American Colorfield Abstractionist O N





The lyrical abstractions of Ronnie Landfield have become icons of the modernist Color Field movement. From a young age, growing up in New York City, Landfield would visit the avant-garde galleries of the time, taking in the Abstract Expressionists’ work such as Jackson Pollock and Willem de Kooning. Landfield studied at the Kansas City Art Institute, the San Francisco Art Institute, and The Art Students League in New York. In a reaction to the all-over, process-oriented abstraction of the mid-century Landfield painted his abstractions from nature, incorporating the horizon as he used random effects of pouring and staining. In 1967, at the age of 20, The Whitney Museum of American Art invited Landfield to exhibit and later included his work in their biennials of 1969 and 1973. In 1969, Landfield began showing with David Whitney Gallery in Soho. Ronnie Landfield has garnered much critical acclaim since he began his artistic career. In 2020, Art Forum’s Ara Osterweil said, “Although nearly all of his images invoke the metaphysical, his approach nonetheless extends the vital dialogue between landscape and abstraction explored by mid-century pioneers such as Richard Diebenkorn, Helen Frankenthaler, and Joan Mitchell.” In the same year, Dana Gordon wrote, “Ronnie Landfield, one of the greatest living painters, comes out of the Color Field milieu of New York in the 1960s and maintains its fervent artistic purity...[His work is] free from preconceived ideas of what and how to paint, he finds beauty in color and form, with love and generosity. Upholding the autonomous and emotive powers of painting, Landfield offers an experience both deep and uplifting.” Today, Landfield’s work is in the Metropolitan Museum of Art, the Museum of Modern Art, the Whitney Museum of American Art, the Art Institute of Chicago, and other important public institutions.

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

Ronnie Landfield in his studio, New York, 2017

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


Growing a Village An Interview with Ashlee Hypolite, Operations Manager, Social Change Fund United EDITORS’ NOTE Prior to assuming her current role, Ashlee Hypolite spent nearly five years at Creative Artists Agency. Hypolite earned a BA degree in politics and sociology with a minor in legal studies from Brandeis University.

for all through holistic, communityled initiatives focused on Public Safety and Criminal Justice Reform, Civic Engagement, Economic Investment, Arts & Education, and Health Equity. Carmelo Anthony, Chris Paul, and Dwyane Wade founded Social Change Fund United in direct response to the ORGANIZATION BRIEF Social Change acts of racial police violence on Black Fund United (thesocialchangefund.org), lives including George Floyd, Breonna f o u n d e d b y Carmelo Anthony, Taylor, Ahmaud Arbery and sadly too Chris Paul, and Dwyane Wade, many countless others. They felt it was Ashlee Hypolite was established to invest in and important to channel their collective support organizations focused on frustration into action, creating a space empowering communities of color and advo- for like-minded athletes to build a philanthropic cating for the human rights of all Black lives movement utilizing their collective voices, influthrough the lens of policy solutions, commu- ence, and resources in the fight for social and nity representation and narrative change. Social economic justice. Change Fund United supports critical and timely How important has it been to have issues impacting the Black community including Carmelo Anthony, Chris Paul, and Dwyane ending police brutality and championing criminal Wa d e w h o a r e s u c h p a s s i o n a t e a n d justice reform, economic equity, and voting and outspoken activists for social justice and civic engagement. All donations are tax-deduct- equality as the creators of the organization? ible through Social Change Fund United’s Athletes in both the WNBA and NBA have 501(c)(3) fiscal sponsor, the Entertainment pushed their leagues to use their platforms to Industry Foundation (EIF). EIF is a Charity give voice to and name those who have been Navigator Four-Star Charity that meets all 20 Better victims of police violence, particularly in 2020. Business Bureau charity standards and carries the Our founders, in addition to our Executive GuideStar Platinum Seal of Transparency. Council members, Candace Parker, CJ McCollum, Khris Middleton and Natasha Cloud, have always What was the vision for creating Social utilized their global platforms to speak out Change Fund United and how do you against social injustices. These individuals, with define its mission? support from their teams, bring together their Social Change Fund United’s (SCFU) personal philanthropy, experiences, learnings, mission is to create a fair and equitable society and connections to uplift, amplify, and fund

the vital work of local community leaders while collectively using their influence to speak on the realities of Black lives in America. How has the work of Social Change Fund United evolved since its founding in July 2020? It has been an inspiring year. We have piloted partnerships and programs through financial and in-kind investments in both national and grassroots organizations including Equal Justice Initiative, When We All Vote, The Bail Project and DonorsChoose. In just one year, we have donated $1.1 million in-kind donations, committed to multi-year support for our grantees, as well as empowered and invested in over 5,000 young people. Through our collaboration with Bleacher Report, seven Black designers were selected to create a one-of-a-kind HBCU Homecoming collection that celebrates six Historically Black Colleges and Universities (HBCU) and brings visibility to these pillars of higher education for the Black community and the students that attend them. As we embark on our second year, we plan to deepen our work with local grassroots organizations and partner with more corporations to bring the needed resources to communities across the country. Will you highlight the issues Social Change Fund United is addressing and how it approaches its work? Social Change Fund United was founded to challenge institutional and systemic racism that permeates all aspects of life for communities of color, specifically the Black community in America.

“We are committed to supporting organizations that directly represent and benefit the Black community with the Social Change Fund United. Our goal is to create a pathway for inclusion and success by deploying the necessary funds and resources to invest in long-term change.” Dwyane Wade



“On behalf of my brothers, Dwyane and Melo, we are excited to partner with bold.org to offer two scholarships for Black students aspiring to be mental health professionals in honor of Mental Health Awareness Month. We need more professionals in this space that look like us in order to continue to break the stigmas around mental health in the Black community. Through the work the Social Change Fund United does, we are committed to contributing to changing the narrative.” Chris Paul SCFU has five pillars that guide our grantmaking and strategic partnership – Public Safety and Criminal Justice Reform, Civic Engagement, Economic Investment, Arts and Education, and Health Equity. We address the problem of social injustice by focusing on solutions using a holistic approach that directs support, representative change and narrative change. One example of this approach is our Social Justice grant to the Bail Project. The grant allows the Bail Project to post bail for roughly 10 clients directly, and many others as the funds are returned and are reused for additional clients. Of the more than 17,000 clients for whom The Bail Project has posted bail since January 2018, 64 percent are people of color, and 21 percent identify as women. Not only is the Bail Project providing the much-needed immediate support to their clients now, but they are also publishing reports and educating the public to understand how predatory the cash bail system is. We will continue to identify initiatives and organizations that apply this approach to their work and align with our mission and values. What are the key characteristics that Social Change Fund United will look for when deciding to support and partner with other organizations? We prioritize high-need cities based on guided research and recommendation. Some of those cities include Chicago, Miami, Phoenix, Los Angeles, Portland, Charleston, Milwaukee,

Atlanta, Baltimore, Winston Salem/North Carolina, and Canton, Ohio. In addition to partnering with national organizations, we prioritize creating local impact and look for nonprofit organizations with deep ties to the Black community, initiatives with diverse representation in their leadership, and a successful track record of impact. What is the relationship between the Entertainment Industry Foundation and Social Change Fund United? Social Change Fund United is fiscally sponsored by the Entertainment Industry Foundation (EIF) which has a long history of managing charity organizations. EIF mobilizes the powerful voices of the entertainment industry and partners with a robust roster of such clients as Akim Aliu, Charlize Theron, Colin Kaepernick and Jennifer Hudson. EIF has served as a great connector as we are able to share learnings with other funds and build awareness while developing and enhancing programs on the local, national and global level that facilitate positive social change. Leading companies such as Goldman Sachs and Creative Artists Agency (CAA) have signed on to support Social Change Fund United. What opportunities exist for other leading companies to become involved and support SCFU’s work? We are continuing to grow our Village – we refer to our partners, collaborators, supporters, and grantees, as our Village because we believe

to create real impact, we all must commit to systemic change. Overall, we look to truly collaborate with our corporate partners to identify mutual community interests and maximize our platform. We welcome opportunities to discuss partnerships that will create impact through our grant-making and programmatic endeavors. We will launch our Gamechanger Fellowship program in 2022 to equip young people in a cross section of fields with the resources and skills they need to effectively lead, support, and thrive for the betterment of their community. How will you measure success for Social Change Fund United’s efforts and what are the keys to driving lasting, sustainable change in the fight for social justice and equality? We understand that by supporting local organizations, Social Change Fund United is directly investing in Black lives. We are doing the work to know where our dollars are spent and to measure our impact over time. We realize that this work is long-term and ongoing, and although we can sometimes feel defeated as we react to real time events, we continue to fight on and grow our village. Our success will be measured by the number of individuals served through our grant-making, the investment in communities by equipping the next generation of changemakers through our programs, and the number of companies and corporations who join us in this work.

“We established the Social Change Fund United to invest in and support organizations working to advocate for the human rights of all Black lives. From championing criminal justice reform to enacting policy solutions, we strive to create change that will uplift the Black community now and for generations to come.” Carmelo Anthony




Positively Impacting Lives An Interview with Keith Wargo, President and Chief Executive Officer, Autism Speaks EDITORS’ NOTE Keith War go When Autism Speaks announced it was joined Autism Speaks as President searching for a new leader, I pursued the and CEO in October 2021. He opportunity. brings a unique and diverse backAs the father of an adult on the gr ound to Autism Speaks with spectrum, I have been part of the nearly 30 years of business building Autism Speaks community for a long experience at leading global finantime. My family has experienced all the cial institutions including Goldman critical life stages with our son – from Sachs, Deutsche Bank, BMO Capital diagnosis to intervention; from school Markets and Mizuho Securities. placements to, most recently, transiIn the year before joining Autism tioning to the workforce. Just like my Speaks, Wargo combined his busifamily did, the entire autism commuKeith Wargo ness expertise and personal values nity needs support in reaching each when he became an owner of of these milestones and I want to Monarch Cypress, an industry-leading amenity help make that support more readily available, manufacturer and supplier with a mission to reliable and accessible for all. I am committed to employ autistic individuals. He and his wife, moving the organization forward in addressing Anne, are parents of two adult children, one the needs of those with autism and their families. of whom has autism. Wargo holds a bacheHow has the work of Autism Speaks lor’s degree in finance from Boston College and evolved and will you provide an overview earned an MBA degree from Harvard Business of Autism Speaks’ initiatives? School. Since we were founded in 2005, a lot has changed. At that time, less was known about OR GANIZATION BRIEF Autism Speaks autism and the way it impacts people and their (autismspeaks.org) is dedicated to promoting families. In fact, in 2006, the prevalence was 1 in solutions, across the spectrum and throughout 110 and today the prevalence is 1 in 44 – a 156 the life span, for the needs of individuals with autism and their families. It does this through advocacy and support; increasing understanding and acceptance of people with autism; and advancing research into causes and better interventions for autism spectrum disorder and related conditions. You recently assumed the role of President and CEO of Autism Speaks. What excited you about the opportunity and made you feel it was the right fit? In late 2020, as the world was beginning to see signs of progress with COVID-19, I decided to make a change and left the investment banking industry after 27 years. Pretty quickly thereafter, I found the opportunity to become an investor in Monarch Cypress, an industry-leading amenity manufacturer and supplier that services the hospitality industry. In this new role, I made it a company mission to employ individuals with autism. We quickly saw success in this effort, and I witnessed first-hand the positive impact that providing meaningful work provides to the autistic employee and the overall workplace culture. Every member of Monarch Cypress feels more engaged and committed to the business. This sparked an interest in me to take this effort much further. 22 LEADERS

percent increase in 15 years. Importantly, today over 2 percent of children are being diagnosed with autism. In 2016, we refocused our mission to better serve the autism community and to reflect what Autism Speaks represents today. We approach each of our mission objectives with an eye toward making the most meaningful impact for the most people on the autism spectrum – from those for whom autism may be a great strength, to those who require significant support just to remain safe. Each person on the autism spectrum is unique, and we aim to address these diverse needs. On the back of our business card, it says, “We’re here to help,” and we are. Last year our Autism Response Team made contact with over 70,000 individuals looking for advice or guidance. The support provided ranges from referrals to local clinics or doctors to assistance in finding employment resources. We also offer vast amounts of information and resources to the community. Last year over 1.3 million people downloaded one of our more than 42 free toolkits and over 20 million people have accessed our curated online database of nationwide autism services and resources. The breadth of our initiatives continues to grow as we

An Autism Speaks Walk in Atlanta VOLUME 45, NUMBER 1

“We approach each of our mission objectives with an eye toward making the most meaningful impact for the most people on the autism spectrum – from those for whom autism may be a great strength, to those who require significant support just to remain safe.” are aggressively tackling employment challenges through our Workforce Inclusion Now™ (WIN) program, as well as Delivering Jobs, the inclusion campaign dedicated to creating pathways to one million employment and leadership opportunities for people with autism and/or developmental differences by 2025. We actively advocate to protect the rights, services, and support of people with autism including insurance coverage, education and housing. Finally, we partner and support research to improve the lives of people with autism by investing in science that will allow more personalized treatments and therapies. We also fund research into better treatments of medical conditions that often accompany autism, such as GI issues, sleep disorders, eating disorders, anxiety and seizures.

disorder to ensure policymaking benefits individuals across the spectrum, increasing funding for autism research at federal agencies, ensuring that autistic individuals have access to the healthcare they need, irrespective of whether a private payer or a public payer such as Medicaid pays for their healthcare costs, and improving the quality and accessibility of employment-focused training systems. These are only a few of the highlights of our work. We are also committed to enhancing support services and assistance that address the unique risks and challenges, including those resulting from the COVID-19 pandemic, faced by individuals with autism and their families. What do you see as the keys to effective leadership and how do you describe your leadership style?

A participant in the Workforce Inclusion Now program at Lee Container in Centerville, Iowa

What are Autism Speaks’ current advocacy priorities? Our advocacy aims to protect the rights, services, and support of people with autism. As an example, we funded advocacy efforts to pass legislation to have autism insurance benefits covered for 204 million people in 50 states. Currently our priorities include educating legislators and regulators on autism spectrum VOLUME 45, NUMBER 1

I am a strong believer in transparency and collaboration. As a leader, I believe you should spend at least as much time listening as you do speaking. I have found in my career that very often, the best ideas come from the team and I am in a position to afford the ability for everyone to voice their ideas in order for the organization to be its best. At the same time, it is a leader’s job to set the tone and be transparent about the direction and expectations of the organization.

I have been blessed to work in several financial services organizations that instilled in me a belief that you need to deliver excellence in what you do. At Autism Speaks, we are addressing a broad community with diverse and urgent needs. One of the questions I consistently ask the team is whether what we are doing is best in class or can we do it better, because our community deserves our absolute best. Did you always know that you were attracted to this type of work and that this was your passion? Throughout my career, I have looked for opportunities where I could bring my skillset, my energy and my passion to projects for which I believed I could have real impact. In my finance career, this meant building businesses and setting strategies. I joined Autism Speaks because I saw the opportunity to apply 25 plus years of learnings to a leading organization that is serving a very large community with real needs. Clearly a great deal of my motivation to join Autism Speaks was driven by our personal journey with our son, but I also passionately believe in our mission and our opportunity to have tremendous impact. How do you measure success of Autism Speaks’ work and how important is it for the organization to take moments to celebrate the wins? This is something I think about a lot. We work to invest in initiatives that do the most good for the most people and we measure our success through the positive impact these initiatives have on the community. Listening to and understanding the needs of our communities, then directing our efforts to make advances in these areas and thus improving lives, is our success. We have many stakeholders, so our success is ultimately driven by understanding their needs and delivering solutions. I think it’s critical to celebrate wins. For 16 years, Autism Speaks has driven awareness and acceptance of people with autism. Over 20 million people have turned to us for information and resources. We have invested $222 million in scientific grants. We have successfully advocated for autism insurance benefits covering 204 million people in all 50 states. These are wins. They are wins because they positively impact lives. We will have many more wins and I am excited for that.



Advancing Justice An Interview with Vivek Maru, Chief Executive Officer, Namati EDITORS’ NOTE Vivek Maru started Hands,” has been viewed over a million Namati in 2011. From 2003 to 2007, times. Maru received the Pioneer Award Maru co-founded and co-directed the from the North American South Asian Sierra Leonean organization, Timap Bar Association in 2008. He was named for Justice, which has been recogan Ashoka Fellow in 2014 and a “legal nized by the International Crisis rebel” by the American Bar Association Group, Transparency International, in 2015. He, Namati, and the Legal and President Jimmy Carter for Empowerment Network received the Skoll advancing justice in the context of a Award for Social Entrepreneurship in weak state and a plural legal system. 2016. In 2017, the Schwab Foundation From 2008 to 2011, he served as and the World Economic Forum named senior counsel in the Justice Reform Maru and Sonkita Conteh, director of Vivek Maru Group of the World Bank. In 1997Namati Sierra Leone, two of its Social 1998 he lived in a hut of dung and Entrepreneurs of the Year. He serves on sticks in a village in Kutch, his native place, working the boards of Renew New England, which is on rainwater conservation and girls’ education pursuing a Green New Deal across that region, with two grassroots development organizations – and the Constitutional Accountability Center, Sahjeevan and Kutch Mahila Vikas Sanghathan. which is focused on fulfilling the progressive He co-teaches the Legal Empowerment Leadership promise of the U.S. Constitution. He serves on adviCourse, which is co-hosted by Central European sory councils for the Climate Justice Resilience University and the Bernstein Center for Human Fund and the evaluation firm ID Insight. Vivek Rights at New York University School of Law. Maru was an affiliate expert with the UN Commission on is co-author of Community Paralegals and the Legal Empowerment and is a member of the global Pursuit of Justice (Cambridge University Press). His Task Force on Justice. He graduated from Harvard TED talk, “How to Put the Power of Law in People’s College, magna cum laude, and Yale Law School.

Vivek Maru discusses a citizenship case with partners in Garissa, Kenya 24 LEADERS

INSTITUTION BRIEF Namati’s (namati.org) mission is to advance social and envir onmental justice by building a movement of people who know, use, and shape the law. Namati and its partners train and deploy community paralegals to take on some of the greatest injustices of the times. Together with the communities it serves, it strives to translate the lessons from grassroots experience into positive, lar ge-scale changes to laws and systems. Namati also convenes the Legal Empowerment Network – over 2,500 groups and 10,000 individuals from every part of the world. Members are lear ning from one another, advocating together, and joining forces to bring justice everywhere. How do you define Namati’s mission and purpose? In the face of deep inequality and climate emergency, Namati and our partners advance justice by combining the power of people with the power of law. We’ve built deeply rooted teams in six countries: Myanmar, India, Mozambique, Kenya, Sierra Leone and the United States. In each place, we’re supporting communities to take on immense challenges, including environmental destruction, ethnic discrimination and broken systems for delivering essential services. Globally, Namati convenes the Legal Empowerment Network, the largest group of justice organizations in the world, with 2800+ groups, across 170+ countries. Collectively, our community is striving to make justice a reality for everyone, everywhere. What does it mean to advance justice by combining the power of people with the power of law? Let me tell you about a woman I know. I’ll call her Ziya in order to protect her safety. Ziya is a single mom and a house cleaner who has lived in Nairobi, Kenya all her life, but she spent five years trying and failing to secure a Kenyan ID card. Most Kenyans give hardly a thought to getting their national ID cards; they fill out a form when they turn 18 and receive their card in a month. But for Kenyans from specific tribes – most of them Muslim, totaling 5 million people – getting an ID is a nightmare. People from these tribes have to wait months to go before a special vetting committee. They get asked to pr oduce extra supporting documents – even documents from their grandparents or great-grandparents – and the process VOLUME 45, NUMBER 1

“Globally, Namati convenes the Legal Empowerment Network, the largest group of justice organizations in the world, with 2800+ groups, across 170+ countries. Collectively, our community is striving to make justice a reality for everyone, everywhere.” can take years. Without an ID, you can’t apply for a job, you can’t get a bank loan, you can’t enroll in higher education. You are excluded from society. Ziya is from the Nubian community, one of the tribes subject to vetting. She applied for an ID as soon as she turned 18. She didn’t get an appointment with a vetting committee till the following year; when she did, the committee rejected her. She tried to get additional documents from the Civil Registry, but they rejected her as well. Because she wasn’t able to get an ID for herself, she couldn’t obtain a birth certificate for her son, and without a birth certificate, she couldn’t enroll him in preschool. No ID also meant she couldn’t apply for a job. Even cleaning apartments was hard – security guards often demanded to see an ID before letting her into a building. We work with grassroots groups from communities subject to vetting – like the Nubian Rights Forum, Haki na Sheria, and Haki Centre – to train “community paralegals.” They are organizers who have knowledge of law and who help their neighbors to navigate an unjust system. Paralegals across Kenya have supported over 15,000 people to track down supporting documentation, appear before vetting committees and successfully secure ID documents. Ziya is one of them. A pair of paralegals helped her gather additional evidence and prepare for another appearance before the vetting committee. This time, she prevailed, and when she found out, she wept. She said she felt like a Kenyan for the first time. Our goal in Kenya is not to provide paralegal assistance to all 5 million people who face discrimination. Our goal is to end discrimination altogether. Today, people like Ziya, who have managed to make their way through the system, and learned about law in the process, are leading a movement for a citizenship system that treats all Kenyans equally. Kenya is currently aiming to transition from an analog ID system to a digital one. In 2020, our partners won a landmark court judgment – the first of its kind in the world – requiring that the new, digital ID system remedies historic discrimination rather than reproducing it. You can learn more about Ziya’s story, the court judgment, and the importance of addressing discrimination in the context of digital ID systems in an essay I co-wrote that was published in WIRED. VOLUME 45, NUMBER 1

Much of your work focuses on environmental injustice. What do local struggles against pollution and land grabs have to do with the global climate crisis? Our climate crisis is a justice crisis. Everywhere I go, the harms causing climate change, including deforestation, fossil fuel extraction and pollution, are concentrated in communities with less wealth and power, and in communities who face discrimination. Organizer and farmer Hop Hopkins puts it this way: “You can’t have climate change without sacrifice zones, and you can’t have sacrifice zones without disposable people.” Finding a way through this crisis is going to take more than better technology and top-down commitments to reduce emissions. We need to confront the underlying injustice that makes the destruction possible. We can do that by combining the power of people with the power of law. In India, where, according to the government’s own figures, rates of environmental noncompliance are as high as 57 percent, paralegals and communities working with the Centre for Policy Research have achieved remedies in over 120 cases across four states: stopping a coal plant from unlawfully encroaching on community grazing

land, for example, and ensuring that a bauxite refinery implements compulsory measures to mitigate air emissions. In the U.S., Namati co-convenes a regional environmental justice coalition across Delaware, Maryland, Washington, D.C., and Virginia. Communities across the region are using law and organizing to take on violations by trash incinerators, factory farms, and mines, among others. They are drawing on those grassroots struggles to demand legislation that would give them a greater say in permitting decisions, and that would ensure that federal monies for green infrastructure reach the people who need those investments the most. This is a path that everyone can walk: Identify an injustice near you, environmental or otherwise. Are there people you know working without adequate safety gear? Is the river flowing through your town being poisoned? Get to know the people most affected. Find out what the rules say. Come together and use those rules, imperfect as they may be, to pursue a solution. And bring that experience into wider movements to make the rules more just. Know law, use law, shape law. It’s how we deepen democracy.

Paralegals meet with community members at the Nubian Rights Forum in Nairobi, Kenya LEADERS 25

You’ve taken an unusual path since Harvard College and Yale Law School. What led you to this work? My grandfather was a Gandhian who served multiple jail sentences for his activism during India’s independence movement. Listening to his stories, I glimpsed a timeless and beautiful struggle. I started law school at the age of 23, but I almost dropped out during my first year. The law seemed distant from the ideas and real-life struggles that inspired me. Two classmates convinced me to hang in there. I graduated, clerked for a judge on the Ninth Circuit Court of Appeals, and worked for a year at Human Rights Watch. Then, in 2003, I moved to Sierra Leone at the invitation of several local human rights groups there, and with sponsorship from the Open Society Foundation. It was the year after the end of an 11-year civil war, which ravaged institutions and led to the deaths of 50,000 people. Sierra Leoneans agreed that it was injustice, and arbitrariness in governance, that had led to the war in the first place. The groups that invited me wanted to find a way to help people address injustice in their daily lives as a way of rebuilding the country, and as a way of preventing a return to conflict. How to do so was an open question. There were 100 lawyers total in the country at the time, 90 of whom lived in the capital, Freetown. Like many countries, Sierra Leone has a dual legal system, with customary institutions based on tradition working alongside formal ones inherited from an empire, in this case the British. Most people use the customary institutions, and lawyers aren’t allowed to stand up in those at all, so a lawyer-focused model would have been unworkable.

Two boys fish their cricket ball out of the heavily polluted Daman River in Gujarat, India, one of the states where paralegals working with the Centre for Policy Research-Namati team are active

Instead, we took inspiration from South Africa, where community paralegals first emerged in the 1950s as part of the struggle against apartheid. The paralegals I worked with in Sierra Leone helped me see how it’s possible to squeeze justice out of even broken systems, and how the law can be inverted – from an elite domain, often designed to oppress – into something that

A paralegal assists a community member with an ID application in Kenya 26 LEADERS

ordinary people can understand, use, and shape. Their work pointed to a way of pursuing justice that is both visionary and grounded. I’ve been obsessed ever since. You were part of an international Justice Task Force, co-chaired by ministers from Argentina, Sierra Leone, and the Netherlands, which found that 5.1 billion people lack basic access to justice. One of the key barriers the Task Force identified was a lack of financing for bottom-up efforts to secure justice. Will you highlight the work of the Task Force? Our task force drew on data from over 100 countries. The scale of the problem is horrific, but there are solutions that work. The task force drew on a large body of evidence to conclude that grassroots legal empowerment efforts can be a powerful catalyst to remedy violations of rights and to build fairer, more effective systems of governance. And yet work of that kind has been systematically underfunded, perhaps forever. Part of the reason is that grassroots justice efforts inherently challenge imbalances of power, and so those in power are wary. But I do see today, in many countries, greater recognition that we won’t tackle any of our enormous challenges, from climate change to violence to poverty, if we don’t take on injustice head-on. In 2021, we launched with partners the Legal Empowerment Fund, with the goal of investing $100 million in grassroots efforts to advance justice by combining the power of law with the power of people. We have raised $20 million so far; we hope that more governments and philanthropists will join in.


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A Story of Hope Amidst a Humanitarian Crisis An Interview with Georgette Bennett, PhD, Founder, Tanenbaum Center for Interreligious Understanding and Multifaith Alliance for Syrian Refugees EDITORS’ NOTE Dr. Georgette Bennett refugee policies; raise awareness of the has spent nearly 30 years advancing contributions of the Syrian people; and interreligious relations. A sociologist, make a tangible difference in restoring author and advisor on philanthropic their lives. and public affairs matters, she is founder of the Tanenbaum Center for In addition to your work in public Interreligious Understanding, as well policy and related fields, you also as the Multifaith Alliance for Syrian founded the Tanenbaum Center for Refugees. In these roles, Dr. Bennett Interreligious Understanding and works globally with top interfaith the Multifaith Alliance for Syrian leaders to delegitimize the misuse Refugees, and you are very active of religion to justify violence. She in humanitarian causes. How does Georgette Bennett has served on many task forces and all of this experience fit together? committees to promote conflict resoA starting point is my history. I’m lution, including with the U.S. State Department a child of the Holocaust and a refugee. The expeReligion and Foreign Policy’s working group on rience of displacement, injustice, and prejudice is conflict mitigation for countering religion- imprinted in my psyche, so I feel driven to respond. based violence. Earlier in her career, she received Another common thread flows from Jewish values. awards for her work as a criminologist, and was It’s no accident that the title of my new book borrows a network correspondent for NBC News, as well from Leviticus 19:16: “Thou shalt not stand idly by as host of Walter Cronkite’s PBS current affairs while the blood of your neighbor cries out from series, Why in the World?. Among many honors, the earth.” My religion commands me to respond Dr. Bennett has been recognized by the Syrian to suffering, to care for the stranger, to refrain from American Medical Society for her work on behalf hate speech, to do my part to repair the world. A of Syrian war victims and has been awarded the third thread is the inspiration I drew from my prestigious AARP Purpose Prize. In 2021, she was late husband, Rabbi Marc Tanenbaum. Marc was named as one of Forbes 50 Over 50 Women for one of the most charismatic and impactful religious Impact and was specifically cited, along with leaders in the U.S., a pioneer in the interreligious Condoleezza Rice, Dr. Najat Arafat Khelil, and movement, and a committed human rights activist Susan Rice, as one who “shaped the course of modern American foreign policy and human rights.” In the private sector, Dr. Bennett serves as Managing Director of Government Relations and Public Affairs for Emigrant Bank, the oldest and largest family owned and operated private bank in the nation. She works closely with Emigrant’s Chair, Howard Milstein, and the Milstein family on public affairs, civic, and philanthropic matters. ORGANIZATION BRIEFS The Tanenbaum Center for Interreligious Understanding (tanenbaum.org) is a secular nonprofit organization that works to promote mutual respect and combats religious prejudice in workplaces, schools, healthcare settings and conflict zones. Headquartered in New York, the Center was founded to build on the work of Rabbi Marc H. Tanenbaum (1925-1992), ranked one of the country’s most influential and respected religious leaders and a renowned human rights activist. The Multifaith Alliance for Syrian Refugees (multifaithalliance.org) was founded to harness the collective power of faith-based and secular partners to deliver aid to Syrians whose lives have been disrupted by war; advocate for rational U.S. 28 LEADERS

with a special commitment to refugees. That’s why I founded the Tanenbaum Center and the Multifaith Alliance after his death, and now work closely with my husband of 20 years, Leonard Polonsky, who is the inspiration for my philanthropy and works tirelessly to execute on this vision. Your new book, Thou Shalt Not Stand Idly By: How One Woman Confronted the Greatest Humanitarian Crisis of Our Time, describes how you built unprecedented partnerships across national, tribal and religious boundaries to alleviate suffering of war victims in the brutal conflict in Syria. How did you come to write the book? I felt this was a story that needed to be told, in which unprecedented and improbable partnerships between sworn enemies alleviated terrible suffering. If Syrians and Israelis can bridge their divides, there’s hope for conflicts everywhere. I hope to encourage others who want to tackle a crisis to find an entry point where they can make a difference. Sadly, refugee policy has been driven by fear. I wanted to replace fear with facts, so that well-intentioned people can find realistic ways to offer help. I also wanted to show that small organizations can move faster in the face of urgent needs. Government organizations are subject to bureaucracy and regulations that often hamper

Dr. Bennett with a family at the Zaatari refugee camp in Jordan. VOLUME 45, NUMBER 1

their efforts. Ultimately, I sought to illustrate in detail how and why humanitarian diplomacy works – and why it’s critical for dealing with disasters in the future. What does your work in business, in philanthropic enterprises, and in humanitarian arenas teach us about the power of networks and personal diplomacy? My work and our family philanthropy have brought me into contact with people in many spheres: entertainment, journalism, politics, government, diplomacy, business, charity. Many have become good friends. Others are colleagues and acquaintances who form various networks through which I’ve been able to advance my passion for conflict resolution and intergroup relations. The Multifaith Alliance and the Tanenbaum Center are great examples of networks that can operate at the grassroots level. They serve as models for how religion can be used as a means to resolve conflict instead of being its source. I’m also a great believer in people-to-people diplomacy. Our work on behalf of Syrian war victims included a two-year process in which a small group of influential Syrians and Israelis met secretly in European capitals to identify areas of partnership and lay the groundwork for future relations. Agreements at the governmentto-government level often can’t succeed unless supported by dialogue at the people-to-people level – this is a lesson for both business and life. The peace between Israel and Egypt, and Israel and Jordan, are just two examples. These are “cold” agreements because they lack interaction between the people. The normalization agreements between Israel and the UAE, Bahrain, Sudan and Morocco are the exact opposite. The ground is prepared for people with cultural, business, and educational exchanges. You are a woman of achievement. What leadership lessons have you learned along the way? In addressing any issue, I always start by identifying the gaps – either through mapping, research, observation, or just plain gut instinct. I go with my gut because instinct is the highest form of knowledge. It is the whole, made up of the sum of parts, that have been synthesized at an unconscious level in the brain. I also always try to view a problem from an angle that isn’t

“If Syrians and Israelis can bridge their divides, there’s hope for conflicts everywhere. I hope to encourage others who want to tackle a crisis to find an entry point where they can make a difference.” duplicative of what others in the same space are doing. The key is to find an entry point and that’s what I’ve done in my entire career as a change agent. In my prior life as a criminologist, for example, we were able to bring about tremendous reforms in criminal justice through community policing. Today community policing is an international movement – practiced even in the Zaatari refugee camp in Jordan. In those early years, two of my colleagues and I also succeeded in lobbying the NYPD for the first sex crimes unit in the country. Today, these “Special Victims Units” are ubiquitous and the TV show of that name has had a 23 year run. I also came up with the idea for the first federally funded victim rights center in the country – and that helped launch the victim rights movement. After the death of my first husband, I transferred the approach that had enabled me to kick-start movements in the criminal justice system to interreligious relations. The Tanenbaum Center pioneered programs that address the religious dimension of diversity in the workplace. As such, we work with many Fortune 500 companies to deal with issues of workplace accommodation and culturally sensitive marketing. Tanenbaum, literally, wrote the book on religio-cultural competency in healthcare settings where we do grand rounds and audits. We were the first to create coexistence curricula and teacher training for the primary grades – programs that were recognized as an International Best Practice. Our case study methodology has enhanced the role of grassroots peacemakers in conflict zones around the world.

“I’m also a great believer in people-to-people diplomacy. Our work on behalf of Syrian war victims included a two-year process in which a small group of influential Syrians and Israelis met secretly in European capitals to identify areas of partnership and lay the groundwork for future relations.”

When I have a vision, I run with it and share it with like-minded people. These people are the wind beneath my wings. Along the way, I’ve learned the importance of being generous and public with sharing credit, while remaining measured and private when attaching blame. Emigrant Bank has a unique history in that it was founded to support the needs of an early wave of refugees to American soil and has always supported new communities of immigrants seeking a better life in the United States. Will you highlight the bank’s history and how its work relates to the topics covered in your book? Emigrant was founded as a response to The Great Potato Famine in Ireland in the mid-19th Century. The two million Irish who arrived on our shores were the most impoverished of all the immigrants to come to the U.S. They suffered enormous discrimination, and few had access to resources of any kind. The Irish Emigrant Society founded Emigrant Bank to provide banking services and economic opportunity to this community. Today, under Howard Milstein’s leadership, Emigrant continues that legacy, as new generations of immigrants seek the promise of America. With Howard, Emigrant Bank has broadened its philanthropy – especially in response to crises. In the wake of Hurricanes Katrina and Sandy, for example, Emigrant did something unheard of: After Katrina, the bank sent money to every Emigrant client in the impacted region. After Sandy, it sent a check to every first responder whose own home was damaged. The work I am doing to help displaced Syrians is entirely consistent with the Emigrant legacy and Howard has been supportive of that work. He has provided office space and financial support for the Multifaith Alliance, and Howard funded a Harvard Law School report that made a strong case for overcoming misperceptions and welcoming Syrian refugees to our shores. Such support allows us to keep operating costs low in relation to the value of the aid we deliver – with an annual budget of under $2 million, we’ve delivered $175 million in aid over the past few years, benefitting 2.3 million Syrian war victims. This is a testament to visionaries like Howard who quietly support efforts like ours.




A New Dawn in Rural Thai Education An Interview with Mechai Viravaidya, The Mechai Bamboo School EDITORS’ NOTE Mechai home villages, thus fulfilling Viravaidya founded the Population their individual social responsibiliand Community Development ties. Our aspiration is to foster a new Association (PDA) in 1974. In generation of youth that is sincere between running PDA’s activiand caring. After 13 years of operaties, he was appointed to such key tions of the Bamboo School, we positions as Thailand’s Cabinet see clearly that future schools can, spokesman, the Minister of the and must, become platforms for Office of the Prime Minister, and social and economic advancements Chairman of several of Thailand’s in surrounding communities. We largest government-owned enterbelieve that this approach can be prises. He was also elected to the replicated in the neighboring counMechai Viravaidya Senate between 1987 and 1991, tries of Thailand as well as in most 1996 and 2000, and 2000 and parts of the world. 2006. Recognizing that civil society organizaHow has the Bamboo School evolved tions cannot survive and expand solely on the and will you highlight its commitment to generosity of others, he established Thailand’s being a lifelong learning center? first social enterprise to help fund the operating Over the past ten years, many of the costs of PDA in 1975. Since then, this company 9,000 neighboring community members has spawned 28 other social enterprises which have visited the Bamboo School to befriend have contributed significantly to the financial students and to train them in local arts and needs of the association. crafts and local delicacies, including crickets. In return, the students have provided skills ORGANIZATION BRIEF The Mechai Bamboo in modern vegetable cultivation using little School (mechaipattana.ac.th) is an innovative secondary school which is also engaged in community development. The rural boarding school was established to become a lifelong learning center for all and to act as a hub for social and economic advancement in surrounding villages. The school educates 180 students and also has a community development arm which provides assistance and cooperation to small rural schools and their surrounding communities, as well as a Social Enterprise arm that aims to provide financial support to the schools for the running of the school. The Bamboo School is located in Buriram province, Northeast Thailand, near the Cambodian border.

land, little water and light labor. Following the training, poor villagers can borrow from a micro-credit savings and loan fund to start income generating activities by using labor as collateral. The most recent initiative during the COVID-19 pandemic was the launch of the Food and Income Security for the Elderly by the students and the school which has already benefitted 240 elderly households. The Bamboo School students have played an important role in training elderly citizens in the cultivation of bean sprouts, mushrooms, green vegetables and banana plants, and provided soil, fertilizer and growing containers to grow vegetables in poor soil. Each elderly couple was provided with a one-time grant of $250 to cover costs. Elderly couples are now growing these crops and are happily working with our students, consuming their produce, selling some vegetables to other villagers as well as to the Bamboo School. The income earned will enable this project to be sustainable without further funding.

How do you define the mission and purpose of The Mechai Bamboo School? The mission of The Mechai Bamboo School is to create a new type of educational institution for rural youth where life skills and occupational skills go hand in hand with academic subjects. We aim to foster good citizens who are innovative change-makers, who are also honest, embrace empathy and are willing to share. The Bamboo School aims to guide the young to respect and practice equality of all forms and to become active community development leaders in their 30 LEADERS


The next endeavor is to work with other rural schools to launch Food and Income Security for the Elderly programs for citizens in villages surrounding their schools. All 32,000 government schools in Thailand are provided with budgets for school lunches which can be used to purchase vegetables from the elderly. If this concept is accepted on a wider scale, schools can establish sustainable food and income security for the elderly nationwide. The Bamboo School students are now preparing to generate funds to launch a pilot project entitled “Homeward-Bound” to entice couples who have left the village to return to their parents and children in the home village. A loan fund will be provided for these “homeward-bound” couples to grow vegetables and establish other income generating activities. Apart from the “homeward-bound” project, students will also launch a project early in the New Year to promote gender equality whereby five women and youth will be appointed as “honorary assistant village heads” to introduce new sanitation and environmental activities to combat global warming. What has made it so critical for the Bamboo School to focus on community development? All our students come from rural settings. In most rural communities, people are leaving their homes in search of income instead of starting vegetable and other income-generating activities in their home villages. This migration is causing a severe disruption to village life and further exacerbates the problem of rural poverty. When these people were young and studying at schools, they were not taught how to earn income via agriculture or business.

With the help of the private sector, we have introduced poverty eradication vegetable farms and training in income generating activities for students in 122 primary and secondary schools in 40 of Thailand’s 77 provinces. We are confident that these students will one day be able to earn a good income without having to migrate. Apart from income generation, we have also launched many other activities paralleling the United Nations Sustainable Development Goals (SDGs). These activities begin in the school and move into the villages. Water, sanitation, hunger, environment, gender equality and education are among the activities chosen and launched in the schools and villages. Do you feel that the Bamboo School model can be replicated in other parts of the world? Launching a school like this in other countries would be a most exciting venture. It is important that the private sector plays a significant role in this endeavor. We look forward to this possibility. Will you highlight some of the success stories from the Bamboo School? Most students have received university scholarships and many have come back to work at the school. Some have gone home to do rural development work. While at university, our graduates have also launched projects similar to their old school projects for other rural schools and communities. They also help to raise funds. In general, our students are known to be polite and friendly to people with disabilities. Empathy is an important quality of the Bamboo School students. Students with hearing impairment come to the school on a regular basis to teach our students sign language and in return our

students teach them vegetable growing, tissue culture and swimming. All students must use a wheelchair for an entire day each month so that acceptance and admiration to wheelchair-bound is experienced. We have been able to acquire funds from the private sector to help launch poverty eradication farms and set up a savings and loan fund to encourage students to launch businesses. How did the Bamboo School adapt the way it works to address the challenges caused by the global pandemic? During the COVID-19 pandemic, the school adopted strict controls and practiced social distancing. Our school is one of the very few schools that has been allowed to open. Our students prepare food for elderly citizens and health workers on a weekly basis, and the school asks for the recipients to arrange for pickup or, in special circumstances, the food is delivered to the village by the school drone which generates a great deal of excitement for the elderly and their grandchildren. As for the project for Food and Income Security for the Elderly, students continue with training on vegetable growing techniques via online meetings. What are the keys to driving sustainable change in addressing rural education? People who are progressive about education should seriously emphasize student engagement and empowerment and creating an atmosphere for practical, real-life learning, student ownership and involvement in their education, as well as community social responsibility. In the long run, we aim to bring some subjects which are normally taught at university down to the school level and turning the school into a future career academy.

“The Bamboo School is a school that truly makes real-life learning and skills connected to the curriculum, student voice and choice, empathy building, social entrepreneurship, and community social responsibility. Often these words are represented in a school’s vision and mission statements, but the evidence is often very superficial or difficult to find. The trust that you have built in your students through the opportunity to lead their own projects, support and work with local communities, take part in the governance of the school, would be the envy of many schools internationally. Again, many schools talk about this, but too often the focus is solely on academic skills which detract from the child as a whole being. Your school is a genuine example of working towards reducing inequality through a flexible curriculum program.” Karen O’Neill, International Freelance Learning Development Consultant VOLUME 45, NUMBER 1



The Power of the Entertainment Industry An Interview with Nicole Sexton, President and Chief Executive Officer, Entertainment Industry Foundation (EIF) EDITORS’ NOTE Nicole Sexton has been in her current role with EIF since October 2017. Prior to this, she was the Chief of Staff of the Central Park Conservancy after having served as Executive Outreach Director of The ONE Campaign. Additionally, she helped to establish the FEED Foundation as its first Executive Officer and has remained on the Board. Sexton received her education at Yale University, Georgetown University and Southern Methodist University.

Will you discuss the history and heritage of the Entertainment Industry Foundation and how EIF has evolved? We are celebrating our 80th a n n i v e r s a r y this year, and I am pleased to say that EIF is providing support just as our founders, Samuel Goldwyn, Humphrey Bogart, Joan Crawford, James Cagney, and the Warner Brothers, envisioned in 1942. They committed to use the power of Nicole Sexton the entertainment industry to help those in need. In the early days of EIF, that included granting to wartime agenINSTITUTION BRIEF Founded in 1942, cies like the USO and helping to eradicate polio. t h e Entertainment Industry Foundation Today, we have created campaigns that focus (eifoundation.org) is a multifaceted organiza- on disaster relief, health, educational and social tion that occupies a unique place in the world of issues. The pressing issues of the day may have philanthropy. By mobilizing and leveraging the changed, but our commitment to philanthropy powerful voice and creative talents of the enter- and the reliability of our community to step up tainment industry, as well as cultivating the in times of need remain firmly in place. support of organizations (public and private) How do you define the mission and and philanthropists committed to social respon- purpose of the Entertainment Industry sibility, EIF builds awareness and raises funds, Foundation? developing and enhancing programs on the EIF is the entertainment community’s local, national and global level that facilitate trusted partner in philanthropy. By mobilizing positive social change. and leveraging the powerful voices and creative

talents of the entertainment industry and cultivating the support of organizations and philanthropists committed to social responsibility, EIF builds awar eness and raises funds, developing and enhancing programs on the local, national, and global levels to facilitate positive social change.

Nicole Sexton with Maria Shriver

“EIF is the entertainment community’s trusted partner in philanthropy. By mobilizing and leveraging the powerful voices and creative talents of the entertainment industry and cultivating the support of organizations and philanthropists committed to social responsibility, EIF builds awareness and raises funds, developing and enhancing programs on the local, national, and global levels to facilitate positive social change.”



“In addition, EIF helps artists, athletes, and influencers expand their philanthropic footprint by providing fiscal sponsorship services that increase their impact and leverage their platforms for social good.”

In addition, EIF helps artists, athletes, and influencers expand their philanthropic footprint by providing fiscal sponsorship services that increase their impact and leverage their platforms for social good. These philanthropic partners have launched programs to combat the immediate needs created by the coronavirus while also addressing perennially important causes like equality, social justice, public health, mental wellness, disaster relief, inclusion, and youth advocacy. Will you highlight the Entertainment Industry Foundation’s programs and areas of focus? Defy:Disaster is the entertainment community’s collective and immediate response to natural disasters. It is dedicated to providing aid to survivors and communities affected by natural disasters to help them recover and rebuild. Defy:Disaster has responded to more than 40 natural disasters, including wildfires, hurricanes, and the COVID-19 pandemic. In 2020, the program and its fund partners supporting disaster response granted over $14 million to more than 100 organizations. Delivering Jobs was created to forge one million employment and leadership opportunities by 2025 for the 81 percent of adults with autism, intellectual and/or developmental differences who do not have a paying job. Our collaboration with Autism Speaks, Best Buddies, and Special Olympics challenges all businesses to identify ways they can incorporate people with neurodifferences into their diversity and inclusion plans to build the workforce of the future. Our aim is to ensure that this population has access to a minimum of one percent of all employment and leadership opportunities and to empower Human Resources professionals to invest in the long-term success of all employees. The EIF Careers Program (EIFCP) aims to create a more diverse talent pipeline into film and television careers. In collaboration with Crewvie, a global hiring platform of entertainment professionals, and with funding from the James Irvine Foundation and Best Buy Foundation, EIFCP presents qualified talent for entry-level roles from esteemed career pathway programs like Hollywood CPR, ManifestWorks, L.A. Mayor Eric Garcetti’s Evolve Entertainment Fund, Academy of Motion Picture Arts and Sciences’ Academy Gold Rising, and the Television Academy Foundation. As founding partners, NBCUniversal, Sony Pictures Entertainment, Disney General Entertainment, VOLUME 45, NUMBER 1

and WarnerMedia are looking to EIFCP to hire and advance candidates of color, those from lowincome communities, and women. Stand Up To Cancer raises funds to accelerate the pace of cancer research, providing new therapies to patients quickly and saving lives now. By leveraging the assets of the entertainment industry, SU2C generates awareness and educates the public about cancer prevention, early detection, and treatment options. SU2C’s collaborative, scientifically rigorous, treatment-focused research model has revolutionized cancer research helping more people with cancer become long-term survivors. How critical are metrics to measure the impact of the Entertainment Industry Foundation’s work? Successfully hitting campaign targets is meaningless if it does not help us achieve our vision and translate into positive change for our partners and those they serve. We strive to build measurement tracking that assesses the impact of our campaigns by creating processes that allow us to collect more data consistently over time. The Entertainment Industry Foundation has an experienced and engaged board of directors. How valuable is it in leading EIF to have such a strong and supportive board? EIF’s Board of Directors is comprised of influential and philanthropically committed leaders from the creative community. In times of crisis, they create a pathway for collaboration for our entire industry. In 2020, as high school graduation ceremonies across the country were canceled due to the pandemic, EIF, XQ Institute, and the LeBron James Family Foundation hosted a joyful, one-hour prime-time special paying tribute to the Class of 2020. The nation’s biggest media companies joined forces to celebrate their achievement. Broadcast outlets ABC, CBS, FOX, and NBC, with social media and streaming platforms Facebook, Instagram, PEOPLE, and YouTube, simulcasted the show on Saturday, May 16, 2020, to honor more than 3 million high school seniors across the country. Graduate Together: America Honors the High School Class of 2020 was nominated for a prestigious Peabody Award, recognizing it as some of the most compelling and empowering content released in broadcasting and streaming media during 2020. Without the leadership among

Nicole Sexton with Lin-Manuel Miranda

our Board, this memorable event would not have been possible. Throughout the years, blockbuster television specials, made possible by our Board, have raised millions of dollars for people in need around the world. Did you always know that you were attracted to this type of work and that this was your passion? I’ve always been attracted to campaigning as a way to mobilize public concern to achieve a community or political goal. It is a public motivational exercise. When I realized the power of collaborative campaigning as an instrument for social change, I was hooked. By convening multiple organizations concerned about an issue, larger audiences become engaged, creating the opportunity for lasting social change. There is no better work. What are your key priorities for the Entertainment Industry Foundation as you look to the future? We must substantially grow our team to build capacity and expertise, including new sector knowledge and skills in impact measurement, operations, and technology. Our plan to perform increasingly cross-cutting and systemic work also requires us to integrate our teams and develop greater collaboration across our staff. As we offer more sophisticated and collaborative services, we will need to build more robust systems and processes that enable us to communicate more effectively between teams, manage relationships, serve partners and track outputs and outcomes.



Conquering Depression An Interview with Audrey Gruss, Chairman, Hope for Depression Research Foundation (HDRF) EDITORS’ NOTE Audrey Gruss is In Palm Beach, Gruss served President of The Audrey and Martin on the Executive Committee of The Gruss Foundation, which she and Intracoastal Health Foundation her husband, Martin, established Board and co-chaired the St. Mary’s/ 30 years ago to support charitable Good Samaritan Hospital expansion activities in education, medical campaign, for which she received the research and the cultural arts. She 1998 Palm Beach Chamber of Commerce brought the skills of her executive Charitable Achievement Award. She experience in the fields of internais a Board member of the Society of the tional marketing and advertising Four Arts, the Preservation Foundation to the nonprofit arena. She was the of Palm Beach and the Hospice Guild. former co-owner and President of She was Chair of the 2000 Bicentennial Audrey Gruss Terme di Saturnia, Inc., an interGala of the Norton Museum. She is national scientific skincare firm, a three-time Gala Chair of the opening and held executive positions at J.P. Stevens and night of the Palm Beach International Fine Art Elizabeth Arden, as Director of Advertising and and Antique Fair, benefitting the Community Creative Services Worldwide. Foundation. She has been a three-time Chairman Gruss is Founder and Chairman of the Hope of The Preservation Foundation’s annual fundfor Depression Research Foundation (HDRF), raising Gala Dinner. Gruss is a Founder of the which she established in 2006 in memory of her Kravis Center for the Performing Arts. She was late mother, Hope, to fund pioneering neurosci- honored by Palm Beach Atlantic University in ence research into the origins, new treatments Florida as a 2019 “Woman of Distinction.” and prevention of depression. She is President Internationally, Gruss is a Board member of Hope Fragrances International, where 100 of the American Friends of the Victoria & Albert percent of net profits go to depression research Museum in London and a member of the at HDRF. She graduated with honors from Tufts International Advisory Council of the Royal University with a Bachelor of Science degree in Academy of Arts. She was previously on the Biology. A fellow of Tufts University, she estab- Advisory Board of FAI, the premier architectural lished the Audrey Butvay Gruss Science Award preservation group in Italy, and is a former for women. In January 2021 she was named as member of the International Council of the one of America’s Most Influential People for 2020 Museum of Decorative Arts in Paris. by Marquis Who’s Who on its annual list. Gruss’ philanthropic efforts have a U.S. FOUNDATION BRIEF The mission of the Hope and international dimension. In New York, she for Depression Research Foundation (hopefordeis the longest-standing female Board member of pression.org) is to fund cutting-edge, scientific Lincoln Center for the Performing Arts. She is a research into the origins, diagnosis, treatment Board member of Lenox Hill Neighborhood House, and prevention of depression and its related The FIT Couture Council and Robert Wilson’s Byrd mood and other emotional disorders – bipolar Hoffman Watermill Center. She is a former Board disorder, postpartum depression, post-traumatic member of The Public Theater/NY Shakespeare stress syndrome, anxiety disorder and suicide. Festival. She is on the Chairman’s Council of the In 2012, HDRF launched its Depression Task Metropolitan Museum of Art, a member of the Force (DTF) – an outstanding collaboration of Director’s Council at the Museum of Modern Art, leading scientists at the frontiers of brain science Patrons Circle of The Guggenheim Museum and from different research institutions across the is on the Creative Council of The Shed. Gruss U.S. and Canada. These scientists have develis a Patron of The Metropolitan Opera, Lincoln oped an unprecedented research plan that inteCenter Theater, The New York Botanical Garden grates the most advanced knowledge in genetics, and The NY Horticultural Society. The Audrey epigenetics, molecular biology, electrophysiand Martin Gruss Foundation was a Benefactor ology, and brain imaging. To accelerate breakof the Weill Greenberg Medical Center at Columbia through research, they share ongoing results, in Presbyterian Hospital. It was also the key sponsor real time, at a centralized data bank, the HDRF of The Audrey and Martin Gruss Heart & Stroke Data Center. HDRF was founded in April 2006 Center at Stony Brook Southampton Hospital in by Audrey Gruss in memory of her mother, Hope, Southampton, New York. who suffered from clinical depression. 34 LEADERS

What was the vision for creating the Hope for Depression Research Foundation (HDRF) and how do you define its mission? It is an honor and a privilege to have the opportunity to communicate the information I have learned about the importance of mental health in our personal lives and globally. As many of your readers who may have a husband or wife, a parent, child, family member or work associate struggling with depression, I had a family experience that shaped my life. My mother’s name was Hope. She had been a talented, outgoing woman who had been a teacher, a writer and a poet. She loved to sing, dance and had a wonderful sense of humor. Decades ago, in the early 1960s, my father and my two younger sisters and I were stunned when my mother suffered what was then called a “nervous breakdown.” We know today that she had major depressive disorder, or MDD. For decades my sisters, father and I witnessed revised diagnoses, trials of medication, troublesome side effects, intermittent trips to the hospital, and the constant life-sapping loss of energy that is the mark of depression. We were confused, scared, at times embarrassed and ashamed of having a mother with mental illness, and frustrated that more wasn’t done to bring our real mother back to us. My mother died 15 years ago and I was devastated. That lingering frustration of wondering why the field didn’t have new and better treatments led me to action. I dug deeper and talked to psychiatrists, psychopharmacologists and neuroscientists. I had been under the impression that all the different antidepressants my mother was given over the last 30 years were each a distinctive new category of medication. Well, they weren’t. I learned that they were variations of Prozac, a serotonin-type antidepressant that had been introduced over 35 years ago, and variations of SNRIs – norepinephrine-based antidepressants. I learned that 30-50 percent of patients do not fully respond to these existing medications and that we didn’t even know the causes and origins of depression. I learned that many major drug companies had closed their brain research operations. It became clear to me that depression treatment and research were on the back burner and that was unacceptable, considering that over 20 million Americans struggle with depression every year. No one is spared because everyone can get depression – every race, age, sex, VOLUME 45, NUMBER 1

“The mission of the Hope for Depression Research Foundation is to fund the most innovative neuroscience research into the origin, diagnosis, treatment and prevention of depression and its related mood disorders – bipolar disorder, postpartum depression, post-traumatic stress disorder, anxiety disorder and suicide.” religion, education level and socioeconomic level. Depression is the number one reason in the world for disability. Depression was misunderstood by the general public; it was under-researched and under-funded. For years, I had both raised funds for, and donated to, many worthy charities in culture and the arts. While I think it’s important to have a breadth of interests in our lives, I vowed to do everything in my power to help conquer this dreaded illness. So 15 years ago, in 2006, with my husband Martin’s encouragement, support and seed capital, I founded the Hope for Depression Research Foundation in memory of my mother, Hope. The mission of the Hope for Depression Research Foundation is to fund the most innovative neuroscience research into the origin, diagnosis, treatment and prevention of depression and its related mood disorders – bipolar disorder, postpartum depression, posttraumatic stress disorder, anxiety disorder and suicide. In addition, HDRF aims to raise awareness of depression as a medical illness and to educate the public about the facts of depression. We educate and inform in order to help remove the stigma that still surrounds depression. Will you discuss how HDRF defines depression and highlight the range of related mood disorders that the Foundation is focused on addressing? When we focus on depression at HDRF, we mean not only unipolar depression, but also its related mood disorders – bipolar disorder, postpartum depression, post-traumatic stress disorder, anxiety disorder and suicide. For example, schizophrenia and other psychotic illness that is out-oftouch with reality represents less than 1 percent of the U.S. population, or 2 million people. Depression and anxiety represent over 27 percent or approximately 87 million people. Depression and its related mood disorders are as prevalent as the common cold. At HDRF, we felt that if we focus on depression, our findings would enlighten the understanding of the rest of the field. Will you provide an overview of the cutting-edge, scientific research that is taking place around the issue of depression through the New Treatment Initiative? Advanced scientific research is taking place with our New Treatment Initiative program, which we started last year. We have selected four projects to receive transformative funding to start clinical trials. VOLUME 45, NUMBER 1

•James W. Murrough, MD, PhD, who is Director, Depression and Anxiety Center for Discovery and Treatment and Associate Professor of Psychiatry and Neuroscience, Icahn School of Medicine at Mount Sinai, has identified a link between depression and inflammation of key mood circuits in the brain. HDRF will fund a three-year pilot clinical trial at Mount Sinai to test a new drug that targets this inflammation. • HDRF will fund a study at Johns Hopkins that uses advanced neuroimaging to measure the brain’s immune cells in depressed patients, a potential new way for doctors to diagnose depression early and target any inflammation to promote brain health. This will be led by Jennifer M. Coughlin, MD, who is Associate Professor, Department of Psychiatry and Behavioral Sciences, with joint appointment in the Department of Radiology at Johns Hopkins. •HDRF will fund a clinical trial at the University of California-San Diego to develop the next generation of neuro-stimulation (TMS) approaches that greatly improve on those that exist today because they are based on a more sophisticated understanding of the brain. This will be under the direction of Jyoti Mishra, PhD, who is Founder and Human Research Director, Neural Engineering and Translational Labs at the University of California-San Diego. •Heather Abercrombie, PhD, who is Scientific Director, Center for Healthy Minds and Simon Goldberg, PhD, Assistant Professor, Department of Counseling Psychology at the University of Wisconsin-Madison will lead an HDRF funded field study of a mindfulnessbased, cognitive therapy intervention that is delivered via mobile app, with great potential for massive scaling. How valuable has it been to bring together world renowned neuroscientists in creating the Depression Task Force and will you highlight the work of the Task Force? Although our mission is two-fold – research and raising awareness – the core of HDRF’s mission is research. We spent the first six years at HDRF laying the groundwork for what was missing in depression research and studying the most essential brain biology for the causes of depression. A primary goal at HDRF had been to establish a collaboration and an overall research strategy with a group of researchers from different universities, and we accomplished that in 2012 with the formation of the Depression

Task Force (DTF). Each member is a leader in their specific discipline – genetics, epigenetics, cellular biology, molecular biology, etc. They all agreed to collaborate and share their information in real time by inputting it into the Hope Data Center at the University of Michigan. They work together, instead of in silos as does most of the rest of the field. The DTF has largely defined the entire field of depression over the past decade. They have defined the importance of epigenetics in showing how our brain’s stress response can throw cells and circuits off balance. They have discovered dramatic sex differences in mouse stress models, essentially demonstrating that depression in men is fundamentally different from depression in women. They have led the field in the study of brain circuits that underlie depression, using tools like optogenetics, fiber photometry, calcium imaging and brain imaging to map brain circuits and see how they influence mood and behavior. They then relate their findings in rodent models to humans, and they study post-mortem samples of brain tissue to verify disrupted circuits in human depression. COVID has increased isolation and loneliness for people and contributed to the challenges around depression. How has the pandemic impacted depression? The CDC, in combination with the Census Bureau, did a study last year that showed that one-third of Americans have clinical depression and anxiety. That means 112 million people are experiencing the most prevalent mental health issues of the entire mental health field. In pre-COVID days, from 18 to 20 million people struggled with depression annually, but the increase during COVID is a major statistic and a statement of how much mental health is affected by quarantine and lack of social interaction. How critical is it to build a better understanding of the causes and challenges of depression and to work to alleviate the stigma around depression? To raise awareness and to reduce the stigma of mental illness, we knew that we had to educate the public. There was so much misinformation and disinformation about depression out there. We strategized that depression had to be viewed not only as a mind disorder, but as a medical disorder. Our approach was to hold annual luncheon seminars where we would bring in leading psychiatrists from all over the LEADERS 35

U.S. and Canada who were well-recognized leaders in specific aspects of depression. At our special events, we also used the positive aspect of celebrity status to raise awareness about depression and reduce the stigma. We realized that each time a high-profile individual publicly shared his or her own experience with depression, they helped overcome the lingering stigma of depression. They spoke as a celebrity; they suffered like any other human being. For every celebrity with the courage to speak out, there are millions of people who suffer from depression in silence. These celebrity stories get media visibility and encourage people to seek help. Some of the celebrities who appeared at our luncheon seminars are Michael Phelps, Jane Pauley, Taraji P. Henson, LeAnn Rimes, Ali Wentworth, Ashley Judd, Anderson Cooper, Mariel Hemingway, David O. Russell, Richard Dreyfuss, Candace Bushnell, Callie Thorne, Felicia Taylor, Brooke Shields, Terry Bradshaw, Linda Hamilton, Lorraine Bracco, Dominick Dunne, and Jay McInerney. When you are addressing an issue like depression that is a long-term, complex issue, how do you measure success of Hope for Depression Research Foundation’s efforts? Depression is a long-ter m, complex issue that needs to be studied from all facets. The Depression Task Force is looking at the very root causes of depression by utilizing animal research and also analyzing human brain slides to confirm findings of the animal research. HDRF has made great strides in identifying the pathways or circuits of depression in the brain, potential causes of depression, and potential new treatments. As a matter of fact, we currently have a clinical study underway at both Mount Sinai and Columbia hospitals in New York. They are studying a compound called “Tianeptine” to evaluate its antidepressant qualities. If successful, this compound would be the first new category of antidepressant for common use in the U.S. in over 35 years, since the introduction of Prozac and its SSRI-type medications. We are not celebrating until the study is complete, and it has unfortunately been delayed because of COVID. The overall work of the DTF has numerous aspects that represent successful advances in understanding depression. I think it is very important that everyone know the 10 most important signs of depression. If you have been experiencing some of the following signs and symptoms most of the day, nearly every day, for at least two weeks, you may be suffering from depression: •Unexpected sadness or crying •Anxiety or irritability •Loss of interest, no sense of pleasure •Low energy, fatigue •Feeling of hopeless or helpless •Sleeping too much or too little •Loss of appetite or weight gain •Difficulty concentrating •Aches or pains with no clear physical cause •Thoughts of suicide

One of Hope’s most moving poems:

“I leave” I passed through earth like the wind… I was led by a storm, love and death… I passed like a pale shadow Like a stream of water that never returns. I passed through people and their hearts, Through my beloved children’s eyes I passed like a jaded thief Like a thief that never returns.

“Depression is a thief that we will catch and conquer so it will never return.” Audrey Gruss



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Security Solutions An Interview with Steve Jones, Global Chairman and Chief Executive Officer, Allied Universal EDITORS’ NOTE As Global going to execute that strategy, and Chairman and Chief Executive what resources we’d need. We have Officer of Allied Universal, Steve acquired over 75 companies in the Jones presides over Allied Universal past 20 years, and each and every one companies and their respective of those companies share common divisions. He was previously CEO values, strength and leadership with of Universal Services of America, us. Our history and heritage highwhich merged with AlliedBarton in light the importance of honoring the 2016 to create Allied Universal, the customer with the best possible seculargest security services company in rity program. North America. He began his secuBefor e the G4S acquisition, rity career with Universal Protection we heard from some of our Fortune Steve Jones Service in 1996, after holding exec500 clients about their desire for us utive level and management posito help with their security needs in tions within two Fortune 500 companies. Jones other markets around the world. G4S brings a is the author of No Off Season – a story of his global footprint and world-class operating path to success and the priceless wisdom gained capabilities. With the integration, we were able along the way. Over the years, he has received to combine two phenomenal companies, each numerous honors and awards including being with rich histories in technology and security named the top job creator for two consecutive innovation. years by Inc. Magazine, winning the Vistage The integration provides a unique opporInternational Leadership Award, and earning tunity to work with a talented global team, take the prestigious Ernst & Young Entrepreneur of the best building blocks from each, and requires the Year AwardTM. Additionally, he is a member that you recognize and adapt to the cultural and of the Young Presidents’ Organization and business differences in multi-cultural/global serves on various boards, including that of environments to build the world’s best services Allied Universal. Jones recently won the presti- company. gious Entrepreneur of the Year 2020 award Will you provide an overview of Allied from Orange County Business Journal. Universal’s business and key areas of focus? As the world’s leading global security COMPANY BRIEF Allied Universal (aus.com), and facility services company, our excellence a leading global security and facility services starts with our local leadership and local prescompany, provides proactive security services ence. In fact, in North America alone, we have and cutting-edge smart technology to deliver an extensive network of offices to support our tailored, integrated security solutions that allow its clients to focus on their core business. Through its vast network of more than 800,000 employees, Allied Universal leverages global best practices in communities all over the world. With revenues of $18 billion, the company is supported by efficient processes and systems that can only come with scale to help deliver on its promise locally: keeping people safe so communities can thrive.

local communities and customers. We take pride in our extensive knowledge in a range of specialty sectors such as education, healthcare, retail, commercial real estate, logistics and distribution, government and corporate campuses, etc. We believe there is no greater purpose t ha n serving and safeguarding customers, communities and people in today’s world which is why our slogan is: “Allied Universal is There for You®.” As an integrated services provider, we offer our clients a one-stop shop to receive an array of security solutions to meet all of their needs. Allied Universal is so much more than manned guarding. We have raised our profile as a leader in security services by going beyond manned guarding by offering risk advisory and consulting, executive protection and intelligence services, event services and advanced technology solutions. We understand that risk mitigation is multidimensional, which is why we continue to evolve and adapt with the ever-changing security landscape. How do you define Allied Universal’s culture and what have been the keys to mainlining culture as the company has grown in size and scale? The company’s ascension didn’t come without growing pains. When you’re growing organically, you want to keep up and promote from within or acquire great people to build your business. When we started to acquire businesses, we had to make sure we had the

“As an integrated services provider, we offer our

What have been the keys to Allied Universal’s growth and leadership in the industry? Growing the company from a small business to a billion-dollar enterprise through a mix of organic growth and M&A came through a carefully articulated plan. We spent a lot of time laying out the strategy, and then we spent even more time figuring out how we were 38 LEADERS

clients a one-stop shop to receive an array of security solutions to meet all of their needs.”


“We believe there is no greater purpose than serving and safeguarding customers, communities and people in today’s world which is why our slogan is: ‘Allied Universal is There for You®.’ ”

right playbook to integrate those acquisitions. The successful integration becomes key. When you bring in a half a dozen people into your company, it’s easy to teach them your culture. When you bring in thousands of people, it becomes much more difficult. This is why we have built an inclusive culture that encourages, supports, and celebrates a diverse workplace. It fuels our innovation and connects us closer to our customers and the communities in which we serve. How is Allied Universal attracting new talent to the company in order to meet its workforce needs for the future? We are currently in the midst of a mysterious economic recovery – there are more than 10 million job openings, yet more than 8 million unemployed are still actively looking for work and, we can’t forget, we are still in the middle of a pandemic. With over 300,000 employees in North America, we are continually looking to hire new people. In fact, we hired approximately 45,000 people in the fourth quarter of 2021 alone. Attracting talent in this tight labor market is not for the faint-hearted. As security professionals, we are frontline workers who are deemed essential workers. We completely re-hauled the way we recruit and hire, we implemented creative hiring programs and tactics and shifted to virtual and online hiring so people would feel as comfortable as possible going through the recruiting process. We are also leveraging our AI technology to

schedule, interview and on-board candidates and new hires remotely. In this challenging labor market, we are also offering hiring bonuses for new employees in certain states. The opportunity for growth within Allied Universal is unlimited. We take great pride in our promote-from-within culture. We have many examples of employees who began their career as security professionals and now are working in all facets of the organization, from the finance department, to sales, to human resources, to marketing to operations – there is truly something for everyone. In addition, we are committed to employing men and women who have served in the military by helping advance their second career in the security industry. Allied Universal connects veterans with military groups/mentors and offers specific training to ensure a smooth transition from the military to Allied Universal. How critical is it for Allied Universal to build a diverse and inclusive workforce and will you discuss the company’s efforts in this regard? Recognizing diversity is a top priority for Allied Universal. By fostering diversity in the workplace, we are able to attract and retain outstanding talent and provide optimal service for clients. We celebrate our diverse employees with the company’s Diversity in Security editorial spotlight, which includes a focus on different leaders in the company. We also believe that Supplier Diversity is an important component of our business strategy.

“We understand that risk mitigation is multidimensional, which is why we continue to evolve and adapt with the ever-changing security landscape.”

Through subcontracted security partnerships and centrally sourced products and services, we work to integrate Supplier Diversity processes into how our company purchases goods and services. The ability to effectively attract and engage minority-owned, womenowned, veteran-owned and small business suppliers is critical for successfully achieving our goals. We make every effort to be inclusive in all of our sourcing activities. What do you see as the keys to effective leadership and how do you describe your management style? As most of us have experienced, failure will be part of your career and personal life. But you should never give up. Never accept less than your maximum effort. Whatever the task may be, keep doing that until it becomes second nature. And then do it some more. Be the hardest worker and you will eventually succeed. Throughout my career, I have recruited, hired and mentored more than 1,000 people. Even though I have always been keenly focused on the success of my company, I have been equally committed to pushing every employee I have to realize their true potential as individuals. The rewards for this have been tremendous for all involved. At the end of the day, there is absolutely no question in my mind what a leader gets out of their team members is directly related to the investment that he/she is willing to make in them. That said, I have shared equity opportunities with hundreds of members of the company’s leadership team so they feel invested in the business. What advice do you offer young people beginning their careers during this challenging and unprecedented time? The pandemic has devastated economies ar ound the world r esulting in less job opportunities in some countries for young people who are beginning their careers. Whether young or old, there are still outstanding opportunities available that offer training and continual opportunity as part of the pathway. You may need to try something different, even if it is not your dream job. I advise young people who are beginning their careers to look at industries that are growing, even in tough times, and assess whether that industry can be the first building block of their professional career. Whatever you decide to do, focus on being the best in your craft.




Accelerating Social Change An Interview with Judee Ann Williams and Aubree Curtis, Global Co-Founders and Co-Heads, CAA Social Impact, Creative Artists Agency EDITORS’ NOTE Judee Ann Williams is a senior executive with 20 years of experience within the worlds of impact, pop culture and brand strategy. In 2018, Williams was appointed to the Board of Trustees of Save the Children. She has served on the Boards of the Carrie Underwood Foundation, Katy Perry’s Foundation, First Book, and the USO Entertainment Council. She also serves as an Adjunct Professor of Sports and Philanthropy at George Washington University. Williams earned a BS degree in political Science from Shepherd University. Aubree Curtis is an industry veteran, whose work over the past two decades at Creative Artists Agency has straddled the fields of entertainment and sports marketing, brand strategy, social impact and CSR. She is a Member of the Board of Habitat Humanity International. Curtis earned a BA degree in cultural anthropology and marketing from Duke University. AGENCY BRIEF Positioned at the nexus of talent, content, brands, technology, sports, and live events, CAA (caa.com) creates limitless opportunities for the storytellers, trendsetters, icons, and thought leaders who shape popular culture. Across film, television, music, sports, digital media, marketing, and beyond, CAA represents thousands of the world’s leading actors, directors, writers, producers, musical artists, comedians, authors, athletes, coaches, broadcasters, teams, leagues, chefs, designers, fashion talent, consumer brands, and more. Since its founding in 1975, CAA has continued to deliver on its promise that every client is represented by the whole agency. With a global network of employees and strategic partners in North America, Europe, Asia, and beyond, CAA taps its unequaled internal and external ecosystem of experts, relationships, access, and industry intelligence to help ensure that its clients achieve their goals.

Judee Ann Williams

Aubree Curtis

What was your vision for creating CAA Social Impact and how do you define its mission? Curtis: Our mission, simply put, is to help our clients solve their biggest challenges and inspire them to use their business influence to have the greatest impact. Our team at CAA Social Impact specializes in helping brands define and amplify what they want to stand for as it relates to issues of people and planet. We operate from the belief that to prosper over time, every company must not only deliver financial performance, but also demonstrate how it positively contributes to a better society. From evaluating the full business vertical, employee engagement, purpose marketing campaigns and storytelling – through the lens of culture – our team is uniquely suited to help brands and business leaders take a long view on impact. As Co-Founders and Global Co-Heads of CAA Social Impact, how do you focus your efforts? Williams: We started CAA Social Impact as an offering that sits at the intersection of brand marketing and social responsibility, and our backgrounds rooted us in those two different, but increasingly overlapping, disciplines. Initially, we

leaned into our individual expertise, as we were getting the business started – approaching clients either aligned to a company’s purpose-oriented brand marketing efforts or their philanthropy and CSR efforts. However, over time, and as we predicted, that intersection has become less distinct, with corporate leaders understanding that their impact efforts define their brand and business, and that it needs to be painted with one strategic brush, rather than two. Accordingly, our roles have become more interchangeable, and we spend much of our time cultivating new client relationships, leading and growing our team, and doing the most important aspect of our job – servicing clients. What is the value for CAA Social Impact to sit at the intersection of CAA Brand Consulting and the CAA Foundation? Curtis: People and planetary issues are intersectional and complex. We essentially brought together two teams and ways of looking at social impact to create what we felt was a collaborative and more informed perspective. The ability to actually change an issue is not solved singularly by an individual business or organization. It’s the bringing together of heads and resources to tackle challenges collaboratively that yields positive change. We approach our business with a similar mentality – that having just a business and brand lens without the application of true social good thinking eliminates the “why” of impact; and just having a social good bent without business/brand application eliminates the “how” we can accelerate social change. How did CAA Social Impact adapt to address the challenges caused by the global pandemic and how proud are you to see the resilience of your team during this unprecedented time?

“We started CAA Social Impact as an offering that sits at the intersection of brand marketing and social responsibility, and our backgrounds rooted us in those two different, but increasingly overlapping, disciplines.” Judee Ann Williams 40 LEADERS


“Our mission, simply put, is to help our clients solve their biggest challenges and inspire them to use their business influence to have the greatest impact.” Aubree Curtis Williams: First, we are always proud of the individuals on our team, but know that this moment in time has not only called for personal resilience, but also the need to answer the call of our clients who are challenged by responding to a global pandemic. We have never been busier as a team, and the work has never felt more critical. In this moment, as our world is literally changing on a daily basis, we are grateful to see brands being thoughtful and intentional about the shifts they need to make. We are currently in the midst of helping a large number of brand clients navigate various fronts from dealing with COVID-19 ramifications, supporting vulnerable populations, urgent planet needs, social inequalities and justice platforms to a variety of non-partisan efforts for brands in the civic engagement space. Will you provide some examples of the work that CAA Social Impact has done with its clients? Curtis: For one of our team’s original clients, Delta Air Lines, we advised on their volunteerism/employee engagement programming and helped create their signature impact engagement platform called “Delta’s Force for Global Good.” We also launched Hudson’s Bay Company’s mental health work and CEO profile in the impact space and advised the PGA TOUR on their milestone announcement and roll out of $3 billion in giving. Williams: We also worked closely with Walmart on their work to engage their employees and how they show up in their top markets to give back. For AppHarvest, North America’s largest greenhouse, which opened in Fall of 2020, we helped bring in premiere brand partners, investors and thought leadership opportunities for the CEO and operations team. Further, we have worked on behalf of KPMG, helping amplify its Community

Impact program for their 100,000+ employees, as well as advancing their efforts in the literacy and education space. Who is the CAA Social Impact client and how broad is the target market? Curtis: Our clients include CMOs and Chief Communications Officers, senior level marketers, and more recently appointed heads of impact or CSR at corporate brands. Mostly, they are leaders who understand that their success in building resilient, modern brands is increasingly dependent on an interconnected set of stakeholders – internally and externally – who value the role that brands/ businesses play in solving for social and planetary issues. Williams: They are also top executives who lead by a defined set of values that give way to business practices, and who become thought leaders in issue spaces that impact their business. Our most ideal clients are those same leaders who are deeply and relentlessly committed to the responsibility to do good business. The target market is broadening, as the importance of the application of impact strategies to all aspects of a business is growing. We are integrating our social impact team into broader work within Creative Artists Agency – servicing talent clients who are starting purpose-led businesses, or sports leagues who are trying to define new ways to engage sponsors and partners through shared values. Will you provide an overview of the talent and expertise of the CAA Social Impact team? Curtis: Our team are a group of the best and brightest social impact minds who come from different backgrounds including strategy, creative, and media, and intersect with a broader team who offer full-service marketing and communications

including content creation, cultural and consumer insights, communications, experiential, and data and analytics. You both devote your time and resources to supporting many causes. Will you highlight some of this work and what makes giving back so important to you? Williams: We’ve both been fortunate to work with so many transformational organizations who work tirelessly to better their communities on a daily basis. Every day, we feel an urgent sense of responsibility to help advance their mission critical work via the private sector. Growing up in Appalachia with an extraordinary community, who to this day is still deeply embedded in my DNA, I’ve always been drawn to organizations like Save the Children who do critical work across our most vulnerable communities. Now as a mom, I’m even more committed to doing whatever it takes to make sure every child is given a fighting chance. Curtis: For us, the only way to do business is to put people first, and as leaders, we feel that orientation translates to results and stronger performance. So, to be fair, a lot of what we do is not about “giving back,” but about finding ways to drive business while aligning our values and ethics. Business necessitates choices, but we can choose to support positive outcomes. And, of course, we can also commit our personal time and money to issues that we care about as individuals. We are both mothers, and being a working mom is such a grounding orientation to the rest of the world. There is no other way forward but to challenge the systems that threaten the future for our kids. I support affordable housing and give my time to Habitat for Humanity International because there is nothing more important than shelter as a stable foundation for people and their health, education and human rights.

“In this moment, as our world is literally changing on a daily basis, we are grateful to see brands being thoughtful and intentional about the shifts they need to make.” Judee Ann Williams VOLUME 45, NUMBER 1



Enhancing Empowerment An Interview with Dr. Janine Händel, Chief Executive Officer, Roger Federer Foundation

Roger Federer Foundation CEO, Janine Händel, together with Roger Federer in Zambia, listening to representatives of the Children Council

EDITORS’ NOTE Dr. Janine Händel joined the Roger Federer Foundation in 2010, seven years after its inception. She describes the Foundation as a learning organization, which is still only at the beginning of its journey. Through her leadership and professional approach, the Foundation has transformed itself from a straightforward donation charity to an ambitious impact-oriented and professional and systemic operation. Händel served for eight years as a Swiss diplomat with a focus on conflict transformation and human rights. Additionally, she was the head of philanthropy at the chairman’s office of a global company, and holds a doctor in law. She describes herself as a “naïve optimist,” believing that things can only change for the better and has devoted her professional life to humanitarian causes across the world. As a board member of and a philanthropy advisor to other foundations, she combines her experience in strategic grantmaking with her know-how in good governance and community development. ORGANIZATION BRIEF The Roger Federer Foundation (roger federer foundation.org) enhances a world where children living in poverty are able to take control of their future 42 LEADERS

and actively shape it. There is sufficient evidence that proves that education is a prerequisite for reducing poverty, improving preventive healthcare and creating a committed civil society. In particular, access to quality early education is crucial as it is the foundation of all learning. In low-income countries, more than 80 percent of children do not have access to early education. The Foundation aims to give children the best start on their educational path through life by establishing and further develop existing early educational services in a sustainable way. Will you highlight the history of the Roger Federer Foundation and how you define its mission? Back in 2003, Roger won Wimbledon for the first time. It was a milestone in his young career, because he realized that he would be able to live his dream as a successful professional athlete. At the same time, he started reflecting on how he would like to develop further as a person. As a result, he set up his foundation to be able to empower children living in poverty. Roger was only 22 years of age at that time. Since then, it has been a learning journey and

the Foundation has consistently become more professional, impactful, and ambitious behind its aim to achieve sustainable change. Will you provide an overview of the work of the Foundation and its initiatives? We are committed to strategic philanthropy and to our mission of empowering children living in poverty. The most effective and sustainable theory of change to achieve this goal is to provide a high-quality education system. Therefore, and in accordance with Sustainability Goal 4.2, we are fully focused not only on improving children’s readiness to go to school, but also on making schools ready for children. Together with our local partners, we have developed a regional comprehensive school readiness program which is implemented in six Southern African countries and Switzerland. By the end of 2026, we will have empowered approximately 12,000 preschools and 35,000 educators to give 1.5 million pre-primary aged children a good start into education. What are the keys to driving lasting, sustainable change in addressing the issue of early childhood education? Quality early childhood care and education requires a comprehensive package of systemic intervention which makes it complex. It needs a range of stakeholders around the child to become involved as guarantors of quality education. Our approach is empowerment at all levels. In our programs, we sensitize, mobilize and capacitate not only educators, but also parents, school management committees, community leaders and government officials in order to achieve systemic and therefore sustainable change. We establish a process of joint responsibility to improve the learning environment with better classrooms, nutrition and playgrounds. We arrange learning groups and peer-to-peer mentoring among teachers and educators. Lastly, we prepare the ground for ongoing income generation for the learning institutions so that they can pay the educators and have funds to keep the high-level of quality. How did the Foundation adapt the way it works to address the challenges caused by the global pandemic? The pandemic represents in the countries of our engagement not only a health crisis, but foremost an education and social crisis. Schools have been closed for almost an academic year without any options for home-based learning. A whole generation of young learners have missed their full pre-primary education. This will have a VOLUME 45, NUMBER 1

“I believe in the strength and potential of the people. To achieve this fully, they sometimes require just a little support and empowerment. That is why, as a matter of principle, we enhance empowerment with my foundation because we are convinced that, ultimately, only those affected can make lasting changes to their lives.” Roger Federer long-term negative impact on their school performance. We arranged for rapid response to secure feeding during school closures and introduced a learning package for parents to stimulate at home. The Foundation, together with its partners, was able to implement programs despite many challenges. Nevertheless, many children will never reach their full potential because their education has been stopped for too long. How critical are metrics to measure the impact of the Foundation’s work? It is our commitment to professionalism and our responsibility towards the beneficiaries that we are critically questioning our interventions on all levels. We need to understand and learn which measures are the most impactful ones and which activities don’t lead to the expected outcomes. Hence, our programs are implemented in line with a measurable and tangible indicator on an output, outcome and impact level. We are reviewing our planning on a biannual basis, revise certain approaches or add new components if the context has changed, or open up new opportunities to increase our leverage of impact. Impact measurement is very crucial, but it is also a major challenge to establish an efficient and

accountable monitoring and evaluation system in the field. Lately, we have digitalized our data collection system together with our local implementing partners in a comprehensive manner so that a field officer is empowered not only to collect quality data, but also understands what the data is collected for. Will you discuss Roger’s passion and commitment for the work of the Foundation and how deeply engaged he is in its efforts? Roger is highly committed and ambitious when it comes to his philanthropic work. He lives the motto: Just doing good is not enough, we also have to do it well. This explains why he founded his own foundation instead of becoming an Ambassador to an existing organization. He wanted to take full responsibility for his charitable actions and aim for the highest standard in terms of governance and impact. There is no Foundation Board meeting without its President and all strategic decisions are taken by him. Although he has a very busy schedule, the work of the Foundation ranks high on his priority list. But what I most admire is his ability to learn and his openness to advice. This allows the Foundation to grow, both in size as well as in the quality of our work. Roger Federer at a preschool in Malawi, 2015

With Roger Federer, children immediately loose their shyness – Eastern Province of Zambia, 2018 VOLUME 45, NUMBER 1

Did you always know you had a passion for this type of work and what makes the work so special for you? I have been working in the humanitarian field for my whole life and was already active as a volunteer in my early teenage years. My job is definitely my passion and my calling. In all these years, I haven’t given up the belief that I can change the world – at least a bit. This is my daily experience in my work and it is my motivation every morning to aim for the highest level of impact with what we plan and do. What are your priorities for the Roger Federer Foundation as you look to the future? Our mission and ambition is to bring our ongoing School Readiness Strategy to create systemic change in the countries where we operate. By 2026, we hope that our approach and tools will not only be recognized by the education ministries, but will find further dissemination without our external support as part of the education system. In some countries there are already first developments in this direction, but there is still a long way to go – and a little bit of luck certainly couldn’t hurt us either.



Opportunity Through Education An Interview with Flaviana Matata, Founder, Flaviana Matata Foundation (FMF) and Founder and Chief Executive Officer, LAVY Beauty EDITORS’ NOTE Flaviana Matata and/or start their own businesses – ultistudied Electrical Engineering mately helping them to fulfill their a t Arusha Technical college in dreams. Flaviana Matata created FMF Tanzania. In 2007, she won the first as her way of giving back to her commuedition of the Miss Universe Tanzania nity. FMF has grown from initially and went on to represent Tanzania pr oviding scholarships to pay for in the Miss Universe pageant, where school fees, to supporting the multiple she finished in 6th place. She then needs of girls so that they can feel safe moved to South Africa in 2009 to thr oughout their entir e education start her career in modeling and and have the skills and support they need was scouted and moved to the U.S. in to get a job or start a business. Since 2012, 2011 to pursue modeling. Alongside FMF has reached over 5,000 students in Flaviana Matata her modeling career, she pursued her Tanzania. This has included providing passion to give back to the commustudents with needed school supplies as well nity by founding her nonprofit organization, as renovating and refurbishing school infrastructure. Flaviana Matata Foundation, and her beauty Other accomplishments include distributing toiletry company, LAVY, with one goal in mind, to create boxes to girls to use during their menstrual cycle and future leaders by teaching them how to empower purchasing desks and chairs for all students. FMF has themselves. She is determined to ensure LAVY also been able to provide girls with full scholarships to products become available globally. stay in school. The next phase of FMF will be to ensure that these same young women have the support they INSTITUTION BRIEFS The Flaviana Matata need to go to university or vocational school. Foundation (flavianamatatafoundation.org) LAVY Beauty was initiated with a vision is a 501(c)(3) that works to ensure girls and young of establishing a trustworthy beauty brand in women have the resources and opportunities they the market whilst making a long-lasting social need to complete their education, find employment, impact. Initially offering nail polish, to fill a gap in

the market as there was no locally owned nail care brand and the industry was dominated by male nail technicians, the LAVY Beauty brand was created.

FMF provides much needed clean water to students in Tanzania

Flaviana Matata with some of the students supported by FMF 44 LEADERS

H o w d i d y o u b e c o m e i n v o l v e d with Miss Universe Tanzania and how did this experience impact your life? After graduating from college, a good friend of mine urged me to try out for Miss Universe Tanzania. I had no expectations and was participating for fun. I didn’t even think I would make the top 10, let alone win. I only had two weeks to prepare for the worldwide competition where I made the finals and placed sixth overall. When I flew back home, I thought about my friend who saw the potential in me and made the decision to pursue modeling as a career and from there, the rest has been history in the making. It was an epiphany for me and truly the experience that changed the trajectory of my life. What was your vision for creating the Flaviana Matata Foundation and how do you define its mission? VOLUME 45, NUMBER 1

Flaviana Matata helps distribute backpacks full of supplies for young students

As the winner of the title of Miss Universe Tanzania, I served for a year as a goodwill ambassador, role model and charitable fundraiser. For me, it wasn’t enough to simply use the platform and provide support while holding the title. When I signed my modeling contract and moved to the U.S., I decided to use my platform as a bridge to continue to give back. Although I had no real idea exactly what I would do or how to bring my vision to fruition, I knew I had to do something. I used that realization to create the Flaviana Matata Foundation (FMF), a registered 501(c) (3) nonprofit organization empowering girls through access to quality education. At the heart of our work at FMF is providing opportunity through education. There are millions of girls across the globe who are denied access to education. I began in my birthplace of Tanzania with one simple goal: transform generations to come by educating girls and creating a world where girls can stay in school and grow up to become leaders who are confident, economically independent, and supportive of their communities. Will you pr ovide an overview of FMF’s work? My father raised us to believe that, if you see a problem and if you are in a position to do so, solve it. Our approach focuses on girls and young women, although our impact reverberates through the community. With transformative projects like the Classroom Renovation Project which built and renovated seven classrooms, two offices and a library; and the Teachers’ Housing construction project set to host at least ten families, we broaden our vision to serve. We believe girls can only have better economic, social and health outcomes if they stay in school. Our work provides the opportunity and resources to do so. VOLUME 45, NUMBER 1

FMF has expanded from providing scholarships for young girls to complete their education to benefitting over 794 students and the surrounding community with a 32,000-liter safe water facility. In addition, we provide sanitary napkins to over 2,000 girls monthly and have impacted over 8,000 girls through various initiatives including menstrual hygiene management trainings. To continue to increase our effectiveness, we have secured community and government partners. Through a myriad of programming, including our “Back to School” project, we’ve been able to impact over 8,500 girls and boys,

and counting. Working collaboratively with our community partners, Msisune Primary School, located in Bayamoyo, increased enrollment by 85 percent since 2015 and significantly decreased the school dropout rate. We currently have 25 students being sponsored through educational support under our scholarship program, 2093 girls receive free sanitary pads every month and 29 women are currently being trained under my beauty and personal care brand, LAVY. How important is it to have metrics to measure the impact of FMF’s work and how do you define success for the Foundation? Helping just one has the power to change and transform an entire generation. Success for us is changing the trajectory of even just one life. Having said that, metrics are an imperative for FMF. We must measure progress as well as our effectiveness and budgets. We have limited resources and continue to tackle more and more. I have been and continue to be one of the largest donors and I will always hold the foundation accountable for every dollar spent. As we continue to grow and bring on sponsors, investors, and endowments, they need to clearly see how their support is impacting the next generation. To do so, we provide annual reports that assess our contributions and impact while continuing to refine the metrics for success. What interested you in creating your own beauty and personal care line, LAVY, and what is your vision for the brand? I founded LAVY, a beauty and personal care brand, in 2016. I had a vision of establishing a trustworthy beauty brand while making longlasting social impact. I’m a beauty enthusiast, and I have a deep love for self-care. I saw a need for safe, quality, and affordable beauty products. I also realized the market was heavily

A student showing school supplies provided by FMF LEADERS 45

Flaviana Matata at the launch of FMF’s Donate A Period Campaign

dominated by men and wanted to create an opportunity for women to gain a skill and run their own businesses. I partnered with my sister, Jema, and together we set out on a mission to level the playing field by introducing a trustworthy beauty brand. We look to make a long-lasting social impact through training girls and women to be nail technicians while bringing highquality, locally owned and affordable products to the market. We run a vocational training program that seeks to train more women in the nail care industry and we provide them with employment opportunities. Do you see brand extensions for LAVY and what it your outlook for growth for the brand? To date, the LAVY brand has garnered significant milestones and is now looking to continue to explore and expand into other beauty and personal care products. In July 2020, we expanded the LAVY product line and introduced sanitary pads. We understood the magnitude of the prevalent stigmas around menstruation and the gap in supply of clean and safe pads, especially for school girls, and decided to do something about it. We believe that there is a solution for every problem just waiting to be implemented, and we used our brand to help provide a solution for this issue. We designed pads that are fragrance and chlorine free with fast absorption properties. Since everything we do has a social impact component, 10 percent of the profit from the sale of sanitary pads helps to fund the distribution of free sanitary pads to schoolgirls. You are deeply engaged and committed to Tanzania’s future. What do you feel the world needs to know about Tanzania and how important is it for the country to tell its story? 46 LEADERS

It’s my first love. I’m so excited and proud of what we have accomplished, but we still have much to do. We now have our first ever female president who is investing in infrastructure, natural resources and committed to bringing the country back, while continuing to strengthen international relations. There are also so many natural resources, including natural gas, gold, Tanzanite and potentially

so much mor e. With the world moving towards the energy transition and with the growing calls to take climate change seriously, Tanzania is also in a prime position to embrace renewable energy like solar and wind power as well as having much to offer in agriculture. Investors have a vast arena in which they can look to grow and diversify their investments and we welcome them to come and take a look for themselves. You have been a role model to many girls in Tanzania and have made a great impact with the work of your Foundation. Do you take moments to reflect and appreciate what you have accomplished or are you always looking to the future? I consider it a blessing when I look at what we have accomplished. I’m filled with an immense sense of gratitude. I often think back to winning the title of Miss Universe Tanzania and serving my first year. For me, it wasn’t enough. I have and will continue to use my platform as a bridge to give back. To whom much is given, much is required, and much is expected. We have leveraged the gift of education, access and opportunity to create more for those who do not have the same. I am deepening my impact now, and I am showing how to start where they are and using what they have to make powerful change. I have personally financed FMF and a portion of everything we do under LAVY goes back to the community through the Foundation. We do well by doing good and each time I reflect on that, my soul smiles. So, yes, I look to the future, but I also enjoy the goodness and the impact of now.

A selection of LAVY Beauty products VOLUME 45, NUMBER 1

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


Ending Homelessness An Interview with Myung J. Lee, President and Chief Executive Officer, Volunteers of America - Greater New York, Inc. EDITORS’ NOTE Myung Lee is the me. I want everyone to have access Pr esident and Chief Executive to those same opportunities that I Officer of Volunteers of Americahave enjoyed and am fortunate to Greater New York, Inc. (VOA-GNY). be passing on to the next generaShe joined VOA-GNY from Cities of tion in my household. That’s why I’ve Service, a global nonprofit organispent most of my professional life zation founded in 2009 by Mayor supporting people who are impacted Michael R. Bloomberg, where she by poverty – whether trying to end served as its inaugural Executive homelessness or ensure quality early Dir ector. Befor e joining Cities childhood education for children in of Service, Lee served as a Deputy low-income communiCommissioner of New York City’s ties or advocate for those Myung J. Lee Administration for Childr en’s communities having a Services where she was responsible voice in the democratic for the $1 billion Division of Early Care and process. And that’s why our mission Education. She was also the Tri-State Region at VOA-GNY, an anti-poverty orgaExecutive Director at Jumpstart for Young nization looking to end homelessChildren, Vice President of Marketing and ness by the year 2050, is also to Development at Safe Horizon, Program Director help our clients access housing, at the Partnership for the Homeless, and helped h e a l t h a n d w e a l t h - b u i l d i n g launch AmeriCorps at The Corporation for opportunities. Achieving our National and Community Service. She has held goal requires advancing programsenior positions in the private sector at Major ming with those key ends in mind League Baseball Advanced Media, LRN the Legal while also addressing systemic Knowledge Company, Modis legal staffing, and barriers to our clients’ success, the Wallace Law Registry. Lee is a New Yorker such as racism. who graduated from the Bronx High School of I was also drawn to VOA-GNY Science. She holds a BA in political science from as an established organization, the State University of New York at Binghamton founded in 1896, with a seasoned and a JD from Georgetown University Law Board. We share a mutual interest School. in securing what we have while planning for the next phase of ORGANIZATION BRIEF Volunteers of America- our work as an organization – in Greater New York (voa-gny.org) is the local affil- continually improving to meet iate of the national organization, Volunteers of the challenges of our time. So America, Inc. and is one of the largest providers V O A - G N Y p r o v i d e s a s t a b l e of human services in the metropolitan New York foundation for leaping off into area. Founded in New York City in 1896 as a entrepreneurial ventures – my charity staffed by volunteers tending to the city’s favorite combo. poor, today VOA-Greater New York has 1,300 How has the work of paid staff that provide life-changing, often life- VOA-GNY evolved and will you saving services through 80 programs in New provide an overview of its York City, Westchester County and Northern initiatives? New Jersey. When an organization that began in 1896 chooses, as its next What excited you about the opportunity leader, a cisgender female lawyer to lead Volunteers of America – Greater raised in New York City but born New York and made you feel it was the in South Korea, that’s a pretty right fit? powerful statement about evolution VOA-GNY allows me to pursue the causes right there. What has also evolved I feel most strongly about in the city I call is our focus on the work – we will home. I arrived in New York City from Seoul continue to provide shelter and in 1976 with my parents, and I am grateful for support, but will do so with a focus the opportunities this country has afforded to end homelessness. In short, we 48 LEADERS

understand that genuinely ending the cycle of homelessness means developing more affordable housing while also helping people get off the hamster wheel of being housed, then losing their housing, then entering the system again. That key next step means we must help our clients address core issues like domestic violence, or mental and behavioral health problems, and substance abuse issues while also developing pathways to build generational

East Clarke Place Senior Residence VOLUME 45, NUMBER 1

A community room at East Clarke Place Senior Residence

wealth, whether through home ownership or a career that allows our clients to earn meaningful wages – or even build their own business. On that note, we’re very excited about our latest proactive response to the dual homelessness and aging crises: East Clarke Place Senior Residence, our recently opened, $68 million, 14-story, 122-unit housing facility for lowincome and chronically homeless seniors. It’s the result of a partnership between the public, private, and nonprofit sectors created to meet the growing demand for affordable housing for older adults. East Clarke Place is also proof positive of our belief that breaking the cycle of homelessness requires not only affordable housing, but also the kinds of resident services that keep people housed. So we have support staff, including a Wellness Coordinator and social workers, helping our residents who have been chronically homeless learn how to pay rent and utilities, shop and cook, and maintain their health and sense of community. What does a movement class that strengthens a senior citizen’s hip muscles while also getting her out of her apartment and connecting her to her neighbors have to do with ending homelessness? Everything! The Bronx Times says that East Clarke Place “could be a blueprint for addressing NYC homelessness” – and a blueprint is precisely what this moment calls for as millions more Boomers become seniors amidst skyrocketing housing costs. How did VOA-GNY adapt the way it works to address the challenges caused by the pandemic and how proud are you to see the resilience of your team during this unprecedented time? First of all, our staff are incredible. They didn’t get the type of attention and adulation that the healthcare workers, very deservedly, VOLUME 45, NUMBER 1

received, but my staff are absolutely and every bit #Essential #Heroes. They showed up to work every single day, putting their own lives and their families’ lives at risk, so that they could care for the people who depend on us. I’m proud of VOA-GNY’s quick response time, too. Even before the government went into action, we moved quickly to keep clients and staff healthy and safe by putting emergency protocols in place around cleaning, PPEs, social distancing, etc. We also advocated for our clients with kids in shelters so that they could get the equipment they needed to keep going to school virtually. That included raising funds to set up learning pods at shelters so that kids who wouldn’t have had Wi-Fi access otherwise could get it. The logistics around COVID health and safety measures were especially tricky when it came to the many program staff who provide 24/7 services. Accounting for staff safety as well as the safety of our clients, and the fact that our staffs’ lives and the lives of their families were also being upended, meant that we needed to be flexible about scheduling at each of our program sites. Another way we needed to adapt was by reimbursing staff for taking car services to work instead of public transportation. Staff helped out by doing everything possible to fill in for one another: maintenance workers did front desk duty, if necessary, and office staff did maintenance work. We are proud of how effective our safety measures were. But when a few of our clients did contract COVID, our staff went the extra mile to keep them and the people around them safe – making sure they were socially distanced, getting their food and medicine, and in one case even going to the local store to get a client’s favorite chicken soup. Amazing. I simply can’t say enough good things about our staff.

What do you see as the keys to effective leadership and how do you describe your management style? Driven, imaginative, curious, entrepreneurial. I think that one of my greatest strengths is having enough self-awareness to surround myself with people who have strengths that are different from mine. I aim to be transparent and approachable and I try to allow for mistakes – mine and other people’s. We’re all human, and that’s how we learn. Did you always know that you were attracted to this type of work and that this was your passion? Yes. When I was a young child, I used to tell my parents that I wanted to run an orphanage like my maternal grandfather did during the Korean War in Pusan, South Korea. I spent some of my professional life in the private sector and while I succeeded, I never felt complete. It was only when I started working in the nonprofit and public sectors that I felt I had found my calling. I love being in the people business. How do you measur e success of VOA-GNY’s work and how important is it for the organization to take moments to celebrate the wins? We measure our outputs and outcomes like any other business, though our ultimate outcomes take much longer to achieve. After all, we’re dealing with the arc of people’s lives as well as poverty, racism, and other issues that impact progress along the way. We set achievable KPIs to mark our progress and celebrate our victories. We want to end homelessness – for today’s client to receive the kinds of services and programmatic support so that they will never have to return to us. It takes time for a client to be on their own, in their own home and doing well for themselves and their family and receiving the kind of follow-up care that will help keep them there. On the way to that goal, there’s a step-by-step process with clear procedures and milestones. We need to start with the more immediate win of placing our clients in a safe setting to help them get stabilized. From there, we might need to seek help for some of their health issues. That’s another win. Once those healthcare needs are dealt with, we can help clients stabilize their financial situation – often by connecting them with benefits while also helping them find wellpaying work, or the kind of training that can help build a career. It’s vital to celebrate the successes along the way. Otherwise, it’s going to feel like a long, impossible slog – remember the last time you tried to stop drinking coffee or vowed to start every morning with meditation or a three-mile run? It’s akin to what I tell people who move to my home city, New York City, for the first time. Don’t try to get to know the Big Apple all at once. Start with your neighborhood, then move out from there. In just a few years, you’ll feel like a native New Yorker, and you’ll know what you need to know.



Public Service An Interview with The Honorable Jesse White, Secretary of State, Illinois EDITORS’ NOTE Jesse White is What attracted you to public The Illinois Secretary of State’s office is the Illinois’ 37th Secretary of State. service and did you know that largest of its kind in the nation. As the secondWhite was first elected to the office this was a passion of yours from largest state constitutional office, the Secretary in 1998 and was r eelected in an early age? of State’s office is visited by more Illinois resi2002, 2006, 2010, 2014, and I have always been drawn to dents than any other office in state governthen for a record-breaking sixth helping people. I was proud to serve ment. The office generates nearly $2.5 billion in term in 2018. Prior to his elecmy country as a paratrooper in the annual revenue with more than $1.5 billion a tion as Secretary of State, White U.S. Army’s 101st Airborne Division year designated for state highway construction served as Cook County Recorder and as a member of the Illinois funds. The office registers investment advisers, of Deeds – a job to which he was National Guard and Reserve. In addi- securities dealers, lobbyists and businesses. It first elected in 1992 and re-elected tion, I played professional baseball also manages one of the largest computer datain 1996. Before that, he served 16 with the Chicago Cubs organization. bases in Illinois, keeping track of approximately The Hon. Jesse White years in the Illinois General After returning home, I began teaching 9 million drivers, 11 million registered vehicles Assembly, representing the most school and planned a successful show and more than 875,000 registered business enticulturally, economically and racially diverse in the gymnasium with children tumbling. I ties. The office provides an important resource district in Illinois. In 1959, White founded the founded the Jesse White Tumbling Team in to educate the public about traffic and school internationally known Jesse White Tumbling 1959 to serve as a positive alternative for at-risk bus safety, drunk driving, securities fraud, Team to serve as a positive alternative for children residing in public housing in and literacy and organ/tissue donation. at-risk children residing in public housing around the Chicago area. Since its inception, In general, there are three keys to being in and around the Chicago area. Since its more than 18,500 young men and women have successful in this unique role: providing the inception, more than 18,500 young men and performed with the team, which is designed to highest level of customer service possible by women have performed with the team. White help kids stay away from gangs, drugs, alcohol streamlining operations and expanding online has spent 61 years working as a volunteer with and smoking, and to help set at-risk youth on transaction capabilities; striving to make the the team to help kids stay away from gangs, the path to success. roads of Illinois safer; and establishing an office drugs, alcohol and smoking, and to help set I enjoyed a 33-year career with the culture that encourages employees to have the at-risk youth on the path to success. In 2014, Chicago Public Schools as a teacher and highest levels of integrity and ethical behavior. the Chicago Park District opened the Jesse administrator. It was rewarding to help As the Secretary of State, I feel it is important to White Community Center and Field House in students achieve their goals and to provide travel the state listening to, responding to and honor of White’s lifelong contributions to the them with guidance and support. After my communicating with the public. community. In addition, a school in Hazel teaching career, pursuing public service Will you highlight the Organ and Crest, Illinois, was recently named the Jesse C. was a natural progression for me, and I Tissue Donor program that you spearheaded White Learning Academy, and Division Street was fortunate to have the support of many in Illinois and the impact of the program? in Chicago was designated Jesse White Way in p u b l i c f i g u r e s , i n c l u d i n g C o o k C o u n t y The Organ and Tissue Donor Program is a honor of White. White served as a paratrooper Board President George Dunne. program that is very meaningful to me personally in the U.S. Army’s 101st Airborne Division My first elected and as a member of the Illinois National position was as a state Guard and Reserve. He played professional r epr esentative in the baseball with the Chicago Cubs organiza- Illinois General Assembly, tion, which was followed by a 33-year career representing the most with the Chicago Public Schools as a teacher culturally, economically and administrator. He earned his BS degree a n d r a c i a l l y d i v e r s e from Alabama State College (now Alabama district in Illinois. I spent State University) in 1957, where he was a two- 16 years as a state represport athlete earning all-conference honors in sentative before I was baseball and basketball. In May 1995, White elected Cook County was inducted into the Southwestern Athletic Recorder of Deeds – a Conference Hall of Fame. He was an all-city position I held for six baseball and basketball player at Chicago’s years before I was elected Waller High School (now Lincoln Park High Illinois Secretary of State. School) and was inducted into the Chicago How do you define Public League Basketball Coaches Association the role of Secretary of Secretary White is the longest-serving Secretary of State in Illinois history. He was first elected in Hall of Fame in June 1995. In 1999, he was S t a t e a n d w h a t a r e 1998 and won landslide victories in 2002, in which he won all 102 counties, and again in 2006, inducted into the Alabama State University t h e k e y s t o b e i n g 2010, and 2014. In 2018, White was elected to a record-breaking sixth term, in which he earned over 3.1 million votes statewide – the most ever by a statewide candidate in a midterm election. Sports Hall of Fame. successful in the role? 50 LEADERS


As State Librarian, Secretary White has promoted literacy at events and libraries across the state.

and professionally. My sister received a kidney transplant and lived an additional 27 years because of the gift. As Secretary of State, I head the organ donor program, and because of our donor registry and public outreach, more than 7.2 million people have registered with the program. We initiated legislation creating the First Person Consent Organ/Tissue Donor Registry, which makes a person’s decision to donate legally binding. I have also championed legislation to allow 16- and 17-year-olds to register when they receive their driver’s license and ID card. I will continue to promote this lifesaving program after my sixth term as Illinois Secretary of State has concluded. Will you discuss your key priorities and initiatives as you look to the remainder of your term? First and foremost, I want to continue serving the people in a manner that makes them proud. Recently, we have launched an appointment system for behind-the-wheel road tests, REAL IDs, standard driver’s licenses and ID cards at 16 Chicagoland Driver Services facilities. This addresses the heavy customer volume caused by the ongoing COVID-19 pandemic. We are expanding this program to an additional 13 facilities throughout central and downstate Illinois over the next couple of months. This program will improve the delivery of services and address the heavy volume at our larger facilities. In addition, I want to continue expanding online services so even more people can transact business from the comfort of their homes. We have seen online transactions with my office nearly double over the last couple of years. During the pandemic, my office has continued to serve the public, including VOLUME 45, NUMBER 1

face-to-face transactions, in a safe and responsible manner. This will also continue as the health and safety of my employees and the public remain paramount. What made you decide that this would be your last term serving as Secretary of State in Illinois? I have been blessed with good health and have accomplished many initiatives I set

out to fulfill when I first ran for Secretary of State over 23 years ago. We have built the state’s Organ and Tissue Donor program into a national model. We have made the roads much safer, and teen driving deaths are down by 74 percent since we overhauled the state’s Graduated Driver Licensing (GDL) program. We reformed the trucking program, transforming it from one of the nation’s worst into one of the best. We cleaned up an office that had been under a cloud of controversy and changed the culture, eliminating all forms of institutional corruption. I can say we have made a difference in the lives of Illinoisans, and this makes me proud. You have accomplished many achievements during your long tenure as Secretary of State. What are you most proud of? As the longest serving Secretary of State in Illinois history, I am proud to have impacted this state by improving road safety and saving lives, building the state’s organ and tissue donor registry into a national model, cleaning up an office that was under a cloud of controversy and corruption under my predecessor, and providing the highest level of customer service possible by streamlining operations and expanding online transaction capabilities. What do you tell young people about the importance and fulfillment of public service? Public service is a way we can give back to the community and make a difference in improving other people’s lives. Regardless of whether a young person wishes to pursue public service or another career, I encourage them to believe in themselves, to never stop learning and to do something good for someone every day. That is how I try to live my life.

Secretary White was signed to an honorary Major League contract by the Chicago Cubs in honor of his 7-year professional baseball career with the Cubs organization. White played for the AAA Salt Lake City Bees in 1963 and 1964, during which time he was named the most popular player on the team both years. White had a career batting average of .291 and was elected to two All-Star games. LEADERS 51


Climate Action An Interview with Leonardo Lacerda, Global Managing Director, Climate, The Nature Conservancy (TNC) EDITORS’ NOTE Leonardo Lacerda also a strong believer in the power of oversees TNC’s work to advance institution-building and partnerships. It climate change solutions in mitigahas been wonderful to have pioneered tion, adaptation, and energy tranand helped build philanthropic infrasition. He brings nearly 30 years of structure in climate-critical geogglobal experience building diverraphies including Europe, India, sity and inspiring teams to achieve China and Brazil. Prior to joining The high-level goals in the environNature Conservancy as global lead for ment, human development and our climate change work, my most social justice sectors. He started his recent focus was in the philanthropic career in Brazil with a local NGO arena, helping address climate change, working on conservation and then marine conservation and illegal wildLeonardo Lacerda spent 14 years with WWF as Latin life trade. But, as inspiring as that work America and Caribbean Program was, I felt a strong pull to get back to Coordinator, Mediterranean Program Director, delivering tangible action. Conservation Director for Brazil, and Manager The decade ahead is critical for mitigating of the Global Forest Conservation Program. He climate change and reversing biodiversity loss, and also served as Environment Program Director for my new role gives me a chance to catalyze realthe Oak Foundation in Switzerland where he world solutions that have scalable potential managed a portfolio of grants worldwide in for addressing these interconnected crises. TNC’s excess of $550 million and built a team to address breadth and depth are almost unrivaled among climate change, marine conservation, and illegal large international conservation organizations wildlife trade. Lacerda received his BA degree in which, coupled with its science-based focus, strong international relations from the University of history of bringing innovative funding mechanisms Brasilia in Brazil and his MA degree in inter- to market and direct engagement with Indigenous national relations with a focus on international peoples, all spoke to my personal motivations. finance and Latin America from Johns Hopkins The chance to return to my home country, University, Paul Nitze School of Advanced while continuing to lead an international program, International Studies. was also an important factor. Brazil’s struggle to end deforestation is an issue of personal imporO R G A N I Z A T I O N B R I E F T h e N a t u r e tance to me, and working collectively to deliver Conservancy (nature.org) is a global environ- solutions with both Brazilian and international mental nonprofit working to create a world where actors is very exciting. people and nature can thrive. Founded in the Will you discuss your role and areas of United States in 1951, The Nature Conservancy focus? has grown to become one of the most effective In 1930, Brazilian composer Heitor Villasand wide-reaching environmental organiza- Lobos returned from a career in Europe to teach tions in the world. Thanks to more than a million music in Brazilian public schools through a members and the dedicated efforts of its diverse technique known as the “Orpheonic Chant.” He staff and more than 400 scientists, it is able to composed and directed choral pieces to be sung impact conservation in 79 countries and territo- by thousands of people in soccer stadiums. As ries across six continents. I return to Brazil after three decades in Europe, I think of my job as its own Orpheonic Chant – What excited you about the opportunity to helping to inspire and orchestrate a 4,000-strong join TNC and made you feel it was the right workforce across over 70 countries, while simulfit? taneously working with a variety of partners to My entire career has been spent in pursuit help deliver on our climate goals. of high-level outcomes for people and nature The Nature Conservancy is pursuing two via the environment, human development, and key targets for climate action: First, we will social justice sectors. What drives me is impact, help remove or sequester 3 billion metric tons and I’m proud of having supported the creation of carbon dioxide emissions (CO2e) per year of forest and marine protected and sustainable by 2030, which is the equivalent to taking 650 use areas that, together, would cover an area million cars off the road. We can reach that goal the size of India and Mexico combined. I am by using the power of nature to absorb carbon, 52 LEADERS

and the strength of policy to cut emissions equivalent to nearly a tenth of global emissions from fossil fuels. We are also committed to using all available resources to help deliver a clean energy transition that will further reduce greenhouse gas emissions; Second, to help 100 million people who are most likely to be affected by climaterelated emergencies such as floods, fires and drought by investing in nature to improve the health of habitats such as mangroves and reefs that absorb wave energy and equitably protect people in coastal communities, enabling adaptation and building resilience to climate change. To achieve these ambitious goals, our climate program focuses on three main pillars. First, we work to accelerate the deployment of renewable energy globally, ensuring we optimize the production of solar, wind and hydropower by siting infrastructure intelligently. In the U.S. alone, our scientists estimate that deployment of wind and solar energy and the associated improvement in transmission lines will require an area equivalent to that of Colorado and Wyoming combined. Siting is generating conflicts that can delay the deployment of renewable energy at the scale and pace that is required. When sited on lower-productivity farmland, reclaimed mines, and areas that avoid social and environmental impacts, renewables can be deployed faster and in a manner that maximizes biodiversity conservation and economic development, while also taking into account the need for a “just transition” to new employment opportunities. The recent approval of the funds associated with the Infrastructure Bill in the U.S. and the Green Deal in Europe create excellent opportunities for this work. Our second pillar is what we call Natural Climate Solutions (NCS). Through protection, improvement management and restoration of habitats, science shows we can reduce greenhouse gas emissions as well as capture and store carbon. Our scientists and field staff are prototyping and implementing solutions on 20 different NCS pathways, ranging from reduced deforestation, to forest and mangrove restoration, to reduced impact logging. For example, here in Brazil, we have developed a partnership with over 200 national and local partners, the Union for Restoration, that aims to restore four million hectares of forest. Finally, our third pillar focuses on embracing the power of nature to help people adapt and become more resilient to the impacts of climate change, both in terms of their safety and also sustainable food/water access. VOLUME 45, NUMBER 1

Virginia’s Cumberland Forest, an area in which TNC is working for both forest protection and climate action

You have said that the world is at a tipping point and needs to act quickly to address climate change and the biodiversity crisis. What are the keys to driving lasting, sustainable change in this effort? We find ourselves living through an energy revolution of a magnitude that has perhaps only been seen twice before in human history: first, with the discovery nearly 2 million years ago of how to master fire; and then the 18th century discovery of electricity that accelerated the Industrial Revolution. This current energy revolution, fundamental to constraining global warming within the necessary 1.5-2° Celsius range, can only be achieved if signals to the major economic actors that fossil fuels have no place in the future economy are strong, urgent and unequivocal. Pricing carbon in the economy remains perhaps our best opportunity. Although there are limited examples of where carbon pricing is already in place and driving change, such as Europe, California and Ontario, it has been politically difficult to take these models global. Financial flows are critical. The fact is that more funds still currently flow to fossil fuels than clean energy infrastructure. We thus need to push for climate finance pledges to be accelerated immediately. Government action is fundamental in providing such signals; similarly critical is setting clear deadlines for peaking and then rapidly phasing-down coal consumption. But emissions reductions from the land use, energy and transportation sectors alone will not suffice – we also need to sequester the excess carbon already circulating in the atmosphere. In this transitional phase, the role of natural carbon sinks like forests, wetlands, and well-managed farming soils will be fundamental. The transformation we need must further take place across four areas of our livelihood: how we produce and consume energy, what and VOLUME 45, NUMBER 1

how we eat, how we travel across the planet, and how we build. I have already mentioned the changes required for energy production. Agriculture and food production need to be similarly transformed. First and foremost, we need to stop trading and consuming products that result from deforestation. But it is not just about ensuring agriculture reduces its carbon footprint – “regenerative food systems” that don’t just avoid harmful practices, but actively restore nature, are also central. For transportation, we need major advances in the adoption of electric vehicles, mass-adoption of public transport, and low-emission fuels for airplanes and shipping. And for manufacturing, it is critical that we invest in new building materials and a forestbased economy that, where appropriate, utilizes wood rather than emissions-intensive steel and concrete as a building material. Will you highlight TNC’s focus on building partnerships that will deliver on its high impact climate mitigation and adaptation efforts? One of TNC’s primary strengths as one of the world’s largest conservation organizations is our ability to deliver impactful partnerships for climate action. Whether it i our direct work with the governments of nations such as Colombia or Gabon, where we are helping to accelerate the implementation of NCS to help meet national Paris Agreement targets; or our collaborations with businesses, such as Amazon where we’re helping small landowners access a more sustainable source of income while also restoring native rainforests and naturally trapping and storing carbon; or working with First Nations peoples in the Pacific Northwest of the U.S. and Canada to manage old-growth forests – we have a long history of using radical collaboration to deliver solutions that can be replicated and scaled across multiple geographies and with a variety of actors.

It is this creativity and openness to unlocking the full toolkit of climate strategies that makes TNC such a sought-after partner for engagement. The only way to reach the low carbon future we seek is through pursuing all available opportunities and engaging all actors who have potential to contribute. How critical is it for TNC to have a diverse workforce in order to bring diverse perspectives and experiences to the table when addressing the issue of climate change? Conservation is best advanced when diverse teams, partners and local communities are working together to better understand and protect our planet. We cannot address climate change without bringing all actors to the forefront of the conversation, and ensuring Indigenous peoples, vulnerable frontline communities and developing nations have just as loud a voice and presence as those from the Global North. TNC works hard to have a team that represents as many regions, languages and experiences as possible to help foster diverse knowledge and collective strength in delivering the strongest possible outcomes. A personal goal of mine is to elevate the role of key actors that have historically stewarded lands, forests and sustainable livelihoods, such as Indigenous peoples, who often have the best track record on climate and biodiversity too. At the recent UN Climate Change Conference COP26, as part of the Glasgow Declaration on Deforestation and Land Degradation, a budget of $1.7 billion was earmarked for Indigenous peoples. If this is delivered as pledged, the mechanism of granting directly to Indigenous peoples, and not through intermediaries, could be transformational in changing the power relations between these groups. We look forward to continuing our partnerships with Indigenous peoples across the globe, under their own terms and priorities. How do you measure success for TNC’s efforts around climate change and how important are metrics to measure the impact of TNC’s initiatives? Climate cuts across about every program area at TNC. Our work on agriculture, forests, freshwater, grassland, marine conservation, alongside innovative finance and corporate engagement – to name just a few areas – includes specific targets that contribute to our climate mitigation and adaptation efforts. Measuring impact is not only important for ensuring accountability with donors, but is also fundamental in helping us to better understand where our strategies are delivering versus where we need to coursecorrect in order to meet targets. We do however need to be honest and acknowledge that the issue of metrics it is not always straightforward – some of the most significant achievements, for example, are a result of major policy-level changes. In such a complex arena, it is rarely possible to attribute policy changes to just one organization, but this issue of attribution should not prevent us from moving forward. The key is to be authentic with our donors, stakeholders, and ourselves about the nature of our contribution to the many collaborative endeavors of which TNC is a part.



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Compassionate Care An Interview with Laura L. Forese, MD, MPH, Executive Vice President and Chief Operating Officer, NewYork-Presbyterian EDITORS’ NOTE Dr. Laura Forese in patient care, education, research, is the Executive Vice P r e s i d e n t and community service at ten hospital and Chief Operating Officer campuses: NewYork-Presbyterian/ of NewYork-Presbyterian, one of Weill Cornell Medical Center, NewYorkthe nation’s most comprehensive, Presbyterian/Columbia University Irving integrated academic healthcar e Medical Center, NewYork-Presbyterian systems. Dr. For ese has ultimate Morgan Stanley Children’s Hospital, operational responsibility for the NewYork-Presbyterian Allen Hospital, NewYork-Presbyterian enterprise, NewYork-Presbyterian Westchester including 10 hospital campuses, Division, NewYork-Presbyterian Lower 200 primary and specialty care M a n h a t t a n H o s p i t a l , N e w Yo r k clinics and medical groups, more Presbyterian Lawrence Hospital in Laura L. Forese than 45,000 employees and affiliBronxville, NewYork-Presbyterian ated physicians, and more than $9 Brooklyn Methodist Hospital, NewYorkbillion in revenue. Under Dr. Forese’s leader- Presbyterian Hudson Valley Hospital and ship, NewYork-Presbyterian launched an inno- NewYork-Presbyterian Queens. vative suite of digital health services called NYP OnDemand, implemented groundbreaking Will you provide an overview of your role employee programs for paid parental leave and and areas of focus? respite care, and achieved significant gains in I’m the Chief Operating Officer for patient satisfaction scores as well as employee NewYork-Presbyterian, a role I’ve been in for engagement and front-line empowerment by five years. I’m responsible for overseeing the focusing on building a culture of respect. Among daily operations of our system to ensure our Dr. Forese’s top priorities and accomplishments is staff thrives and we deliver the highest quality the regionalization and standardization of financial, operational, and clinical practices across the enterprise so that every patient receives the same exceptional standard of care no matter where they go in the NewYork-Presbyterian system. Active in multiple healthcare and civic organizations, Dr. Forese chairs the hospital board of the NIH Clinical Research Hospital in Bethesda, Maryland; she is also a Trustee of Princeton University, a board member of the Mother Cabrini Health Foundation and of LiveOnNY, and previously served on the board of a healthcare related public company. She has been named among the 100 most influential people in healthcare nationally, the top 25 women leaders, and the 50 most influential physician executives by Modern Healthcare magazine. Dr. Forese has also been named among the 50 most powerful women in New York by Crain’s Business, and has been honored as Mother of the Year by the American Cancer Society. INSTITUTION BRIEF Located in New York City, NewYork-Presbyterian (nyp.org) is affiliated with two of the nation’s leading medical colleges, Weill Cornell Medicine and Columbia University Vagelos College of Physicians and Surgeons. NewYorkPresbyterian provides state-of-the-art inpatient, ambulatory, and preventive care in all areas of medicine, and is committed to excellence VOLUME 45, NUMBER 1

NewYork-Presbyterian David H. Koch Center

care to our patients. I originally entered the medical field as a practicing orthopedic surgeon but have been in hospital executive positions for the past 20 years. I often get asked if I miss practicing, and the truth is that while that was an incredibly important part of my career trajectory, my current role is very fulfilling. I thrive off the challenge of finding new opportunities and easier ways to operate within the NewYorkPresbyterian system, and most importantly removing barriers. My top priority is to make sure that our employees can focus on what they do best – caring for our communities. H o w d o y o u d e f i n e N e w Yo r k Presbyterian’s mission and purpose? NewYork-Presbyterian is one of the nation’s most comprehensive, integrated academic healthcare delivery systems. We are dedicated to providing the highest quality, most compassionate care, and service to patients in the New York metropolitan area, nationally, and throughout the globe. Our mission is to care for everyone who walks through our doors. Everyone needs healthcare and the lights of our hospitals are always on. We are deeply connected to local communities and have a long-standing commitment to understanding and serving their needs from the everyday to the extraordinary. How proud are you to see the resilience of NewYork-Presbyterian’s workforce as it has been on the front lines of fighting the pandemic? I’m so incredibly proud of our employees. This pandemic has continued for almost two years and while many of us within the hospital system are trained to manage emergencies and traumatic events, the impacts of COVID-19 have really tested our strength. Our workforce at NewYork-Presbyterian, spread across 10 campuses and five boroughs, has sacrificed so much to support the continued safety and care of our patients. In medicine, we take an oath to serve and protect, and I couldn’t be more thankful to our employees for going over and above during one of the worst public health crises of our time. H o w i s N e w Yo r k - P r e s b y t e r i a n supporting the emotional and mental health wellbeing of its workforce coming out of the pandemic? It’s critical that we remain vigilant to make sure that our staff’s emotional and mental health well-being is supported. Throughout LEADERS 55

the pandemic, we domiciled over 3,000 of our employees in either dormitories or hotels who were concerned about going home and infecting a loved one, as well as providing four meals a day so that they did not have to worry about food. We offered services for kids, such as day camps or youth work programs, to ease the burden of childcare. We also arranged a bus service with over 80 buses so that they did not have to take mass transit to work. Now that we’ve entered a different phase of the pandemic, where a sense of normal feels a bit closer, we need to consider longterm services for our employees. For example, in March 2020, we created CopeNYP, an in-house pandemic-driven acute crisis support program that has now been added to NewYorkPresbyterian’s Employee Assistance Program. The CopeNYP program was developed by clinical psychologists and administrative leaders in anticipation of a significant pandemic-driven elevation in mental health needs among healthcare workers. It is available to all hospital staff, including frontline workers, general hospital, and support staff. As a member of our leadership team, it’s incredibly important that we remain aware of how our employees are feeling to implement solutions that support their health and well-being. How critical is it to focus on lessons learned in fighting COVID in order to be most effectively prepared for future public health crises? It’s extremely critical to retain everything we’ve learned from the COVID-19 pandemic. As quickly as our system pivoted to accommodate the initial surge in Spring 2020, we were still unprepared due to extraneous factors including PPE supply shortages and manufacturing issues. However, as we continue to navigate the pandemic, we’re avidly incorporating what we’ve learned into our everyday operations as unfortunately, another public health crisis may happen again. We’ve set up task forces with employees across all disciplines, including infectious diseases experts, who will continually evaluate how to be wholly prepared for future events.

“As a member of our leadership team, it’s incredibly important that we remain aware of how our employees are feeling to implement solutions that support their health and well-being.”

The pandemic has also exposed a long history of racial and health disparities across the United States that must be addressed. At NewYork-Presbyterian, we have dedicated time and resources to this issue for many years and with the launch of the Dalio Center for Health Justice, we will continue to identify and find solutions to the systemic inequalities that cause health inequities across the communities we serve. W i l l y o u h i g h l i g h t N e w Yo r k Presbyterian’s focus on building a diverse and inclusive workforce that mirrors the diversity of the patients and communities it serves? Employing and maintaining a diverse workforce is critical to our mission of being able to serve communities and people of diverse socioeconomic backgrounds, races, ethnicities, cultures, sexual orientations, religions and genders. By doing this, we not only create impact at an institutional level by having diversity of thought, but it also positively impacts our patients, the care they receive, and our support of communities at large. Do you feel that there are strong opportunities for women to grow and lead in the industry? Having spent my career working in a historically male-dominated field, I am acutely aware

“At NewYork-Presbyterian, we have dedicated time and resources to this issue for many years and with the launch of the Dalio Center for Health Justice, we will continue to identify and find solutions to the systemic inequalities that cause health inequities across the communities we serve.”

of the value of having different perspectives at the table – whether gender, race or ethnicity. It’s exciting to see the difference now from when I first entered medicine and the increasing number of women in positions of influence and leadership. However, women still only account for 18 percent of hospital CEOs and 16 percent of all deans and department chairs in the United States, which means there is more work to be done. At NewYork-Presbyterian, we are making sure that women continue to be accurately represented in leadership roles, with 50 percent of our leadership (C-suite/SVP- level) being women. Our system is made up of a vibrant, diverse community of doctors, nurses, and staff. In fact, I am very proud of the Women Physicians Initiative of NewYork-Presbyterian that seeks to make our hospital the best place in the country for female physicians to work, train, and flourish. What advice do you offer to young people interested in pursuing a career in medicine? Healthcare is fundamental to the greater good and health of the population, and if that wasn’t clear to people before the pandemic, it’s certainly evident now. Working in healthcare is an extremely rewarding career because you are always part of a team, no matter your role. It’s so gratifying to know that you can partner with brilliant colleagues to make a significant difference in the lives of many every single day. I encourage young people to get involved by checking to see if their local hospitals have volunteer or mentorship programs. At NewYork-Presbyterian, the Lang Youth Medical Program enables our system to offer a six-year science enrichment program to inspire and prepare students in the Washington Heights and Inwood school districts of New York City. We help them explore careers in healthcare and become future leaders who give back to their communities. Every year, graduates of the Lang Youth Medical Program go to college, enter the healthcare profession, and many alumni return to take positions at NewYork-Presbyterian. The next generation is the future of medicine. It’s extremely important that we, as today’s leaders, mentor and help shape the bright minds of the future.



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The Intersection of Business and Technology An Interview with Nitin Seth, Chief Executive Officer, Incedo, Inc. EDITORS’ NOTE Nitin Seth is an focus on digital transformation. Digital accomplished industry leader with transformation is not just about techa unique combination of experinology, it is about business transforences – entrepreneur, management mation that is driven by technology. consultant and senior executive. We are focused on specific industries Prior to Incedo, he was the Chief such as banking, wealth management, Operating Officer of Flipkart, where telecommunications, healthcare and he was responsible for customer and life sciences. supply chain operations, strategy-toWe have a dual mission. We are execution capabilities and corporate focused on how we can provide our functions for the company. He has clients with sustainable advantages – if also headed Fidelity International our clients win, Incedo wins. Then Nitin Seth as the Managing Dir ector and there is the people mission which is Country Head for India. Prior to to attract the best talent and create a Fidelity, Seth was the Director of McKinsey’s culture where everyone is able to reach their Global Knowledge Centre in India (McKC). He potential. Our strategy to achieve this mission is a well-known and respected leader of the IT, has been very clear. In order to make a difference BPO sector and Analytics industry. He has been in your clients’ business, you have to go deep, elected twice to the NASSCOM Executive Council which for us means focusing on a core group and was also the Chairperson of the NASSCOM of clients, building multi-year relationships with Regional Council (NRC) in Haryana. He holds a them and then growing those relationships. We degree in engineering (BTech) from the Indian work with roughly 20 large clients and have Institute of Technology, Delhi, and an MBA deep relationships at multiple levels of those (Majors in Finance and Operations) from the organizations. In order to drive transformation Indian Institute of Management, Lucknow. Seth through an organization, it is critical to have a was recently honored by PharmaVOICE as a top strong relationship at the C-suite level because 100 Life Sciences industry leader. in the digital transformation space, these initiatives cut across every area of the organization, COMPANY BRIEF Incedo (incedoinc.com) is and that needs senior level sponsorship. a U.S.-based digital transformation consulting, In regard to our people mission, it was very data science and analytics, and technology clear to me when I joined Incedo four years ago services and solutions firm. It helps clients that it was critical to focus on talent. Technology achieve competitive advantage through end-to- companies are great marketers and great at end digital transformation and works across selling technology, but we needed people who the financial services, telecommunications, life were problem solvers. We wanted to attract sciences, healthcare and product engineering a different type of talent that was focused on sectors. The company brings together strong starting with the problem and then working to engineering, data science and design capa- develop technology solutions. bilities with deep domain understanding, thus What does the term digital transformablurring the boundaries between services and tion mean to you? products to maximize business impact from Digital transformation is a very broad term. emerging technologies. There are some who look at it as AI, for some it is blockchain, for some it is the notion of digital Will you provide an overview of Incedo marketing, automation or marketplace. The and how you define its mission? reality is that all of these pieces are components Incedo operates at the intersection of busi- of digital transformation. The way I simplify ness and technology. The role of technology digital transformation is based on three things: has been changing quite dramatically over the first is the customer and how you change the past 10-15 years from being a support func- way you engage with the customer; second is tion to being an enabler in driving business how you operate internally, which entails autostrategy. Traditionally, there are organizations mation, efficiency and processing; and third is that had the business DNA and others that had creating a new business model. It comes down the technology DNA; Incedo is working to bring to those three buckets – Client, Internal and those together. In today’s world, there is a large Business Model. 58 LEADERS

Where do you see the great opportunities for growth for Incedo? We see a very significant opportunity to grow even deeper business with our existing clients and this is a major focus for us. However, we also see opportunities to build new client relationships within our target industries. We are also looking to grow our brand awareness and the understanding in the market that Incedo is a company that is bringing business and technology together and is focused on impact and transformation. My focus is that the companies we serve understand that and know our capabilities since this is our brand promise. When we look at growth for Incedo, it is important to mention that we are laser focused on certain verticals where we can go deep with the clients we serve.

What interested you in writing your book, Winning in the Digital Age, and what were the key messages you wanted to convey in the book? I have been very fortunate to have had a ringside view of the digital space as a consultant VOLUME 45, NUMBER 1

“Traditionally, there are organizations that had the business DNA and others that had the technology DNA; Incedo is working to bring those together. In today’s world, there is a large focus on digital transformation.”

at McKinsey and through opening McKinsey’s digital analytics practice. At Fidelity, I was able to lead strategy and transformation, and then at Flipkart, which is India’s largest Ecommerce company. I have seen how the digital space has evolved and it has always struck me that while this is a huge opportunity and companies are spending massive amounts of money, the success rate is very low. Harvard Business Review research says roughly 70 percent of these efforts fail to reach their objectives. I felt that my perspective, having been both a consultant and a practitioner, was valuable in addressing both theory and practice. There is so much failure in this work due to a failure of vision and a failure of execution. The failure of vision relates to legacy companies who, many times, just transpose what they have always done in the physical world onto the digital world, not appreciating that this is not just a new channel, but it is an entirely new business. In addition, they are very worried about cannibalization since this fundamentally changes your business model. Digital brings transparency and competition, so it drives down pricing and this causes legacy companies to be very nervous about the change. The failure of execution is that many companies still see digital as a technology initiative which is very limiting since there are so many aspects to it. I feel that business transformation is equal to digital transformation, and digital transformation is equal to organizational transformation. When companies understand this, it can seem like too big of a change and this can also lead to failure. How did Incedo adapt the way it works to address the challenges caused by the pandemic and how proud are you to see the resilience of your team during this unprecedented time? It has been an incredible two years and we have gone through the complete gamut of emotions during this time. We were able to shift our business model dramatically and very successfully. We shifted our workforce to 100 percent remote with no revenue loss and the customer experience improved and productivity increased. Our profitability also improved since there was no travel and we carefully managed costs. When the second wave hit, especially in India, it was very difficult as we experienced deep tragedy at a personal level and lost five employees in a matter of weeks. This was the VOLUME 45, NUMBER 1

first time in my career that I had experienced this type of tragic human loss. It was so hard to not be able to help these people. As a company, we did everything we could to support our teams and their families by setting up a 24 hour, 7 day a week emergency healthcare call center and creating our own healthcare supply chain. This was an extremely difficult time, and it is in these times that you have your moments of truth. I am so proud of the way the organization stepped up to support each other and it was an important moment for the organization to mature and come together. I am amazed at the human resilience that I witnessed during this challenging and uncertain time from our people who work in the United States and our team in India. When you look back four years to when you assumed your role at Incedo, has the journey been what you expected?

“The way I simplify digital transformation is based on three things: first is the customer and how you change the way you engage with the customer; second is how you operate internally, which entails automation, efficiency and processing; and third is creating a new business model.”

The journey has been very rewarding, but it has also been very challenging. When you join a smaller operation, you need to operate at a different level since many of the things that you take for granted in a large organization around processes and talent and brand are not in place in a start-up or turnaround situation. While it was not easy, that is what makes it so rewarding. I think that being an entrepreneur is the greatest gift and being in a position to transform and evolve an organization is so exciting. We created a strategy called “Good to Great” and we developed a three-year plan with the goal of completely transforming the company because the business I inherited was a traditional IT services business. I wanted to convert it into an organization that was more like a McKinsey that executes. I am very pleased that we have met the majority of the goals we set out to achieve which were focused around transformation, and now we are looking at the next three years which is centered around scaling up. The wonderful thing about being an entrepreneur is that the level of change and the speed of change that you are able to create is fascinating. What are the keys to being a successful entrepreneur? My view is that everyone has to be an entrepreneur because, in this digital age, that is the leadership model. An entrepreneur is somebody who focuses on creation and you cannot create without taking risks. This is the definition of an entrepreneur. Whether you are Satya Nadella leading Microsoft or Larry Fink leading BlackRock or Jamie Dimon leading JPMorgan Chase, these executives are entrepreneurs who are fundamentally changing their organizations and their industries. It is a fallacy that corporate and entrepreneur are two different things. If you look at the most successful companies, whether large or small, you will find they are led by executives who are entrepreneurs. Incedo has achieved strong growth during your time at the helm. Are you able to take moments to reflect and celebrate the wins or are you always looking at what is next? I think it is important to do both. I have been active in meditation for many years and I think this has helped me to be able to step back and reflect and see the bigger picture. Having said that, when I look at the mission we set out for Incedo to be at the intersection of business and technology, and our success so far, I get very excited for the future.



A Community Treasure An Interview with Kwofe Coleman, President and Chief Executive Officer, The Muny EDITORS’ NOTE Kwofe Coleman and local business leaders brought began his Muny career in 1998 as an open-air theater to St. Louis in 1919. usher and served as the Managing As true today as it was 103 summers Director since 2018 before assuming ago, the importance of bringing people his current role. Over the past two together for shared experience is paradecades, he has advanced through mount to the strength of a community several other positions at The Muny, and there is no clearer example of that including staff accountant, house truth than in St. Louis with The Muny. manager, digital communications Nestled in the heart of St. Louis’ Forest manager and director of marketing Park – recognized as one of the best and communications. He oversees civic parks in America – The Muny has the or ganizational and busiwelcomed over 54 million theater goers Kwofe Coleman ness affairs of The Muny, while over its 103-year history. What began as embracing and articulating the a grass hill overlooking a natural stage artistic and institutional vision, developing is now an impressive 11,000 seat state-of-the-art progressive income streams and new strategic theater filled with tradition, where memories are initiatives to deepen the organization’s commu- cultivated, careers launched, and community is nity engagement, educational and outreach celebrated. efforts. In addition, Coleman serves on The Muny’s The Muny is recognized as the nation’s Second Century Committee, a combination of oldest and largest outdoor musical theater. Now key staff and board members who, together, are with a season ticket base of 25,000 across all now implementing the theatre’s Second Century socio-economic levels, outreach and education Strategic Plan. He is the current President-Elect of initiatives and industry-leading financial the National Alliance for Musical Theatre, previ- stability, The Muny is not simply a theater, it ously serving as Vice President. He was a 2018 has become a community treasure. As it begins Fellowship Advisor for the DeVos Institute of Arts its second century, the dreams of its founders Management at the University of Maryland and is an active contributor to the St. Louis community, serving on the St. Louis University High School Board of Trustees, Cor Jesu Academy Advisory Council, the Advisory Board for Common Circles and as a founding board member of Atlas School. He also serves on the Board of Directors for the Saint Louis Club, as well as other various social service organizations. During the 2020 holiday season, he served as Executive Producer for A New Holiday, a short musical film created by LIFE Creative Group. Coleman is a 2015 recipient of the St. Louis American’s Salute to Young Leaders Award and an inductee into the 2020 St. Louis Business Journal 40 under 40.

have been realized. The success and longevity of the institution is most directly driven by its ability to maintain a flourishing relationship with the community it serves while continuing to evolve its national profile as a leading institution in the performing arts landscape. In 2018, we announced our now completed $100 milliondollar Second Century Capital Campaign to not only completely renovate the sprawling campus, but to more importantly position us to continue making investments in and impacts across the St. Louis region. Since 1919, 54 million people have made The Muny their summer tradition, with 10 million experiencing the magic of The Muny at no cost. While production costs continue to rise, we remain accessible to all, regardless of income. Over a century old, The Muny is dedicated to continuing the tradition of producing theater on its grandest scale. How do you define the mission and purpose of The Muny? In abbreviated form, our mission speaks to “enriching lives by producing exceptional musical theater that is accessible to all” and I believe there is great importance in the

THEATER BRIEF The Muny (muny.org) is a nonprofit 501(c)(3) organization whose mission is to enrich lives by producing exceptional musical theater, accessible to all, continuing its remarkable tradition in St. Louis’ Forest Park that began in 1919. Will you highlight the history and heritage of The Muny and how the theater has evolved? The foundation and history of The Muny rests in a century old, civic endeavor. A partnership between the then Mayor of St. Louis 60 LEADERS

The cast of An Evening with the Stars on stage at The Muny VOLUME 45, NUMBER 1

second half of that phrase. Resources, community support and unparalleled scale allow us to produce musicals in a singular way. Our success comes with responsibility. If our impact fails to extend beyond our stage, we haven’t fulfilled our promise to enrich lives. I measure our progress by our ability to achieve and ensure the “accessible to all”. Free seats and community partnerships allow The Muny to welcome 28 percent of our audience at no cost. Pathway programs provide access for young people to work alongside the leaders of this industry so that we can ensure that the next generation of theater makers, leaders and professionals have access to meaningful training. But ultimately, it comes back to what we put on stage. We have one of the largest stages in musical theater. It is imperative that in the stories we tell on that stage, in the performers who bring them to life, in the decision-makers on the creative and business sides of this institution, we reflect a true cross section of society. I believe that theater, especially ours, must be a place of inclusion and a source of opportunity. How did The Muny adapt the way it works to address the challenges caused by the pandemic? While the pandemic tested resilience and fostered perseverance, the extended intermission it caused in our work forced, or rather allowed, us to re-evaluate our practices across the board. Hybrid work schedules, vastly expanded health and safety protocols with the formation of a COVID task force, and vaccination requirements for high-risk work groups highlight our efforts. I am proud to recognize that in the summer of 2021, due to those efforts, The Muny was one of the first theaters in the country to bring live theater back, but we didn’t return as the exact same theater we once were. Our evolution is an energizing reality. We learned during the pandemic that if there is work that can be done remotely, allowing staff time with families or alleviating them from some constant childcare challenges, that is what we should do. During the summer of 2020, when theater programming and education initiatives across the country moved to virtual platforms, we appreciated, more than ever, the sense of together that simply cannot be achieved through the screen and that sense of inclusion and cohesion is ever present in our current decision-making. There were also some harder lessons without clear immediate solutions. Too many of the groups of people who make performing arts possible, from actors to stagehands, designers to musicians, lack a clear mechanism to solicit and receive support in moments like this pandemic. They are part of our institutional “family” and helping them develop systems for backstopping is a necessary collective effort. How did the focus on education develop at The Muny and will you highlight the educational programs offered? During the strategic planning process leading up to our centennial season, we asked ourselves how The Muny could better use its resources and reach to create equitable opportunity through theater in The Muny’s second VOLUME 45, NUMBER 1

Kwofe Coleman at The Muny

century. We determined that with a strategically built initiative, we could use this theater to help prepare next generations for whatever careers they ultimately choose. In a given summer season, we will employ more than 800 people across a vast array of disciplines. Each of those jobs and disciplines represents a potential opportunity or a future career. Under our new, thriving Crawford Taylor Education Initiative, we currently offer 13 educational programs and the offerings are everchanging in response to what is needed. For example, in 2020 The Muny launched Muny U, a virtual program where theater courses across the country selected a Muny-employed theater professional, from Broadway stars to arts administrators, for a multi-week online class as part of their curriculum. One of my favorite programs is our Technical Theater Training program. It pairs high school juniors and seniors with professional theater trades people and helps those interested students develop marketable skills in those areas. Through Muny in Schools, students from the Special School District join forces with other local high schoolers for a day of ensemble building activities that culminates in a revue performance by the students. Graduates from our nationally acclaimed Muny Kids and Teens program have gone on to headline some of Broadway’s greatest hits while others have carried the lessons they gleaned to help them in careers unrelated to theater. Our internships and intensives draw the best and brightest from across the country. Twenty-four years ago, I was a 16-year-old usher in this same theater and an intern in the accounting office. Today, as President and CEO, I am acutely aware of the reality that education and access can lead a young person to dreams they have yet to imagine. Will you discuss The Muny’s commitment to the environment and sustainability? I think one of the things that makes The Muny a special place is the unmistakable intersection of art and nature that defines our theater. Our original stage was a flat grassy plain between two mighty oak trees which were a beloved and welcomed feature of every production. Until it simply became unsafe for those centuries old trees to hang over audiences, we spared no expense in preserving that history. Over the years we have continued to populate the tree canopy over the stage and as part of our recent renovation, seven large trees, including

two grand oaks flanking the new stage, were incorporated in the stage design. To ensure their longevity and health, protective structures were built underground, providing a natural safe environment for the trees to flourish for future generations of Muny audiences. Additional renovations to our buildings and campus were all designed with the best possible energy efficiencies, incorporation of solar power and greenspace as deciding factors. An important ideal instilled in me from my predecessor Denny Reagan is to “leave any place better than you found it.” The Muny has an engaged and committed board of directors. How valuable has it been in leading The Muny to have the experience and expertise of your Board to support your efforts in fulfilling The Muny’s mission? Throughout our history, The Muny has enjoyed the great benefit of having true pillars of our community serve on our Board of Directors, and I am immensely grateful that it remains true. How we define that concept of community pillar has continued to evolve and I am humbled and energized by the breadth of experience, background and level of engagement our current Board brings. Global CEOs, MDs, educators, community leaders are among the foundation I lean on as I lead The Muny into its next generation. Their support has been bolstering and their guidance, especially in these recently unprecedented times, invaluable. While our national profile continues to evolve, the heart of this theater belongs to the people of St. Louis. Having board members lead with compassion, courage and tenacity creates a better region and community at large. Those who make The Muny a part of their summer for generations make it possible for this institution to thrive. Beyond the immense business, theater and philanthropic knowledge they bring from their own fields, this board governs from a place of true investment in this theater as patrons and visionaries of The Muny’s mission. What do you see as the keys to effective leadership and how do you describe your management style? The key to effective leadership is remaining unphased by the power but comfortable with the weight of the responsibility the role carries. I approach management as an opportunity to every day find a way to put my team in an even better position to excel. They trust me to make the decisions, assemble the resources and mold a vision that capitalizes on their excellence. In return, I challenge them to continuously evolve their methods. That can take on many forms. Sometimes it’s a difficult conversation about refocusing direction, but far more often it’s the opportunity to recognize and encourage a success; small or large. A leader is not a dictator, but rather an example, a guide and a backstop. Ultimately, I feel the staff needs to see in me and my work, a representation of culture we strive for as a team. Our community and patrons need to see in me, a representative of the great work and the remarkable people who make our mission a reality.


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Transparency, Dialogue, and Knowledge Sharing An Interview with Dr. Kathy Bloomgarden, Chief Executive Officer, Ruder Finn, Inc. EDITORS’ NOTE Kathy Bloomgarden our own backyards. These challenges is the CEO of Ruder Finn, one of the include pandemic-related economic, largest independent public relations social, and health issues, as well as big agencies in the world, serving clients societal issues from climate change across four key pillars: Technology to racial equity. As human beings, & Innovation, Corporate & Public we all have skin in the game. As Trust, Health & Wellness, and leaders, we have a responsibility to Consumer Connections. Over her help be a force for positive change. more than 30 years of experience In fact, countless studies show that in corporate reputation managecompanies which deliver on a sense ment, she has developed communiof purpose are better able to attract cations programs for a large range of and retain top talent. Research by Dr. Kathy Bloomgarden clients, including Tencent, Visa, author Raj Sisodia found that compaBosch, Disney, Sanofi, MetLife, nies that operate with a clear and Kohler, AstraZeneca and Novartis. Bloomgarden driving sense of purpose, beyond the goal of is a board member of the Council on Foreign just making money, outperform the S&P 500. Relations, the Partnership for New York City and “The sense of being part of something greater the Foundation for the National Institutes of than yourself can lead to high levels of engageHealth, and a member of the Arthur Page Society ment, high levels of creativity and the willingand PR Seminar. She is the author of Trust: The ness to partner across functional and product Secret Weapon of Effective Business Leaders. boundaries within a company, which are hugely Bloomgarden holds a BA from Brown University powerful,” said Rebecca Henderson, a Professor and an MA and PhD from Columbia University at Harvard Business School. Each of us has a in political science and Chinese studies. responsibility to explore the ethical and philosophical dimensions of our work and how we FIRM BRIEF Founded in 1948, Ruder Finn participate as global citizens in our communities. (ruderfinn.com) has defined and redefined PR for more than 70 years, shaping communications that help move industry-defining brands, companies and leaders from what’s now to what’s next. Uniquely co-headquartered in the U.S. and China, Ruder Finn provides clients with bold communications strategies based on a global perspective and localized market knowledge that redefine leadership, reimagine the marketplace, and rethink customer experiences around a shared sense of purpose. Ruder Finn has offices across four continents including the U.S., Asia, Europe and the Middle East. Wholly owned agencies within Ruder Finn Group include: Ruder Finn Inc., RLA Collective, RF Bloom, and SPI Group. The company recently acquired Osmosis Films, a full-service creative agency and production company specializing in content communications strategies leveraging video, animation, and other visual storytelling formats.

“There is something

about being useful,

about doing things at

work and in your daily

personal life that helps people and clients,

How critical is being purpose-driven to the success of leading companies today? Incorporating a sense of purpose into leading companies today is 100 percent necessary. We cannot be a credible voice in this world if we cast a blind eye as leaders toward the challenges we are facing both globally and in VOLUME 45, NUMBER 1

that defines success.”

Many people I know dropped off meals or donated supplies to local frontline healthcare workers. In New York City, as well as in many other cities, we clapped out the windows and outside hospitals at 7 PM nightly to show our appreciation for those who were risking their health to help others. Helping others, making positive change, acknowledging challenges and problem-solving – these are what make people heroes, and we all need heroes to do good, give us hope and inspire us. This is equally true within companies as it is in our individual lives. What are the keys to maintaining culture and purpose as a company grows in size and scale? Big companies inevitably need to evolve to grow bigger and continue to be successful. Look at many industries today where disruption has been the precursor to high growth, including the entertainment industry (those of us over a certain age remember going to rent movies or buy music at a physical store), the telecom industry (was there ever really a time before mobile phones?), the news industry, and, of course, travel, auto, technology and many more. When companies think strategically about “how” and not just “how quickly” they can evolve, and what their vision for the future is, most often a purpose-driven model, may be harder to achieve, but in the long run is more productive and fulfilling. Three things are important to keep in mind: (1) stay true to core values, (2) gather real insights into what matters to key constituents including both internal and external audiences, and (3) execute on strategy transparently, sharing information to ensure an army of champions around the company are able to walk the walk as well as talk the talk in following the plan toward an aspirational future. Remember that 88 percent of Americans say they would buy products from a company leading with purpose. Doing good and creating new business models to incorporate doing good into business frameworks is good for business. Do you feel it is a responsibility for leading companies to be engaged in the communities they serve and to be a force for good in society? Being a force for good as a business is not only important in terms of responsibility to the communities we operate within, but also a business imperative for our staff. According to Deloitte’s 2017 Volunteer Survey, nearly 90 percent of working Americans believed LEADERS 63

companies that sponsored volunteer opportunities had better working environments than those that did not. At Ruder Finn, we recently launched a volunteer initiative where those who donate their time volunteering can get comped time off to the equivalent number of hours, up to a limit. We also asked those volunteering to share stories and pictures from their efforts to help us all engage together as a community. Around the holidays, like many others, we do a food drive and a toy drive. Giving back to our community not only helps us generate a shared sense of purpose, excitement and achievement within the company, but also engenders loyalty from current and prospective clients, and casts a positive glow on our company brand. Plus, “doing good” tends to be exponential, and one good thing often leads to another, meaning there is a multiplier effect to all the good we do which makes it even more worthwhile. What are the key characteristics you look for when hiring talent? I’m just going to say this out loud: I don’t put much stock in resumes. Yes, people need the skills and experience to do their jobs well, but what sets them apart is hunger, passion, commitment and chemistry, and that’s what I look for when hiring talent. People are often surprised by the fact that as a CEO, I roll up my sleeves and am very involved in many of our important accounts. I expect the same level of commitment from those I work with. People also sometimes raise an eyebrow that I work with so many young people – we don’t have a traditional hierarchy at Ruder Finn and it’s intentional. Those who step up are given opportunities, those who have great ideas are given reign to execute them, those who make their voice heard and raise their hand are given platforms to shout from. There are some careers where this isn’t possible, like being a doctor, where you must pay your dues before climbing the ladder and gaining more responsibility, and I have the utmost respect for doctors. In some other businesses, like in public relations, we can learn in a reverse mentorship manner from the young if they have the right intentions and enthusiasm, as we also learn hand in hand from those more seasoned who teach a different skillset. A McKinsey 2021 Future of Work survey reported that respondents at companies with very effective talent management are six times more likely to report higher total return to shareholders (TRS) than competitors, versus those at companies with very ineffective talent management. Therefore, with the right culture in place, we not only have the ability to attract and retain the go-getters, entrepreneurial-spirited and creative problemsolvers, but we can advance learning opportunities for talent on every level and, in turn, improve business outcomes. How do you define your own purpose? I have long felt a kinship for Chinese culture. I got my master’s degree in Chinese Studies and I speak Chinese and appreciate being able to converse when I am in Asia and work alongside our ten offices in Greater China. A key tenet of what we do in public relations 64 LEADERS

for our clients is help companies work hard to grow trust with their constituents, and building trust based on authentic values and caring relationships – all within the construct of the traditional Chinese idea of “guanxi,” or relationship-building, which is an important part of our business. These values have given me an outsized foundation for my belief system and how I operate both as an individual and as a CEO leading a multinational company. When the COVID-19 pandemic started and there was a rise in Asian hate, this sparked a particular fire in my core. I am also involved with the China Institute as a board member, where our mission is to help promote a greater understanding of China and its culture. I hope that we can make a difference in bridging tensions and bringing people together. My father was a photographer and he believed that looking through a camera lens literally taught him to see the world and its challenges from many different vantage points, a lesson he carried on throughout all he did both in his personal life and in his professional activities. He always advised that taking a step back and looking at things through a new perspective was important. Continuing that vision of helping others to stretch themselves to see things through the opposing viewpoints of others is a key part of what we hope to achieve for all our clients at Ruder Finn, and in all we do, and it is important to my own sense of purpose. What are some of the big challenges and transformations you’ve gone through in your career? When I started at Ruder Finn, I was in a back-office research position. As I worked my way up into management positions, I made a proposal to expand our business into China. At that time, no other Western PR agencies had done this, and it was a risk, but given my deep knowledge of Chinese culture and personal commitment, it was something we pursued and this venture proved to be highly successful. Ruder Finn is now one of the most sought-after PR agencies in Asia and was recently ranked by marketing professionals in China as a Top Agency Performer. Likewise, when I became more personally interested in healthcare due to my husband’s practice in medicine, I launched a new healthcare practice at Ruder Finn, and this continues to be our biggest and most successful sector of expertise in the agency. Nearly every PR agency now has a healthcare practice, making us pioneers in this as we were in our expansion into China. I’ve learned that when you have an authentic personal passion that you can connect to in your career, you are better able to be creative and ideate to overcome challenges, and it is more fulfilling and productive then when you try to step-up your career in a more transactional way. Rolling up my sleeves to get involved in work I am personally dedicated to has helped me achieve success not only for myself, but for Ruder Finn, and I think this is a trait that I have helped to instill in those I work with for our greater ongoing agency success.

How do you define success and what drives you every day to achieve? Marc Benioff, CEO of Salesforce, has said, “To be truly successful, companies need to have a corporate mission that is bigger than making a profit.” It may sound silly, but I’ve always thought that each of us can use our skills for good, even public relations. In PR, for example, when we can uncover a wonderful story that helps a company bring to life how it is delivering on its mission and vision and helping its customers, that’s success. I take pride in these daily accomplishments and in doing a stellar job for each and every client no matter how big or small. Of course, I want the agency to garner high revenues and achieve great profit margins, but it goes deeper than that. There is something about being useful, about doing things at work and in your daily personal life that helps people and clients, that defines success. Success is a balance. When you find things that you’re good at, it motivates you to do more and better. If it’s too easy then it’s not fun, and if it’s not fun then you need to challenge yourself to try new things. Every day, my motivation is taking a humble pride in doing good for clients and in sharing my knowledge with those I work with so they can carry on the Ruder Finn legacy. What do you see as the keys to effective leadership? We are seeing a new style of effective leadership emerge out of the pandemic, built on transparency, dialogue, and knowledge sharing. At Ruder Finn, we have coined this trio of keys to effective leadership “TDK.” Leaders with TDK help drive positivity even in difficult times, and great leaders can drive positivity beyond their own company and into the societal zeitgeist. In this new age, businesses and their leaders are emerging as primary, trusted sources of information, and they are becoming true influencers for behaviors from how we manage our personal health to how we think about our future. With this power comes a higher than ever degree of responsibility, and it is crucial that leaders and businesses consider their impact and how their actions can help both close the gaps in sentiment we see across demographics, and improve the outlook of society overall. What advice do you offer to young people beginning their careers? Most people today will tell you to make sure you create boundaries to have balance in your life, and that a successful career requires a successful and separate personal life. Albert Einstein said, “A calm and modest life brings more happiness than the pursuit of success combined with constant restlessness.” I do agree that always looking to the next thing creates dissatisfaction with the current thing – as a side note, that’s always been my pet peeve with politicians who shake your hand without making eye contact because they’re looking around the room to see who else is there. But what I think is most important is thinking deeply about your expectations, your lifestyle, and your goals in work and in life, and making intentional and realistic choices based on these well-thought-through goals. I also advise young people to raise your hand, speak up, be proactive, don’t be afraid to make mistakes and be wrong – just be present and you will reap rewards.


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Marine Conservation An Interview with Kristie Wrigglesworth, Executive Director, Pacific Whale Foundation EDITORS’ NOTE Kristie Wrigglesworth is the Executive Director of Pacific Whale Foundation. She has been a lifelong advocate for animals and is passionately committed to protecting marine mammals and their environment. Wrigglesworth obtained her BA degree in law and justice from Central Washington University and her JD cum laude from Seattle University, where she studied animal law. She is licensed to practice law in Washington State and the State of Hawaii.

its important work. This tactic led to the creation in 1986 of PacWhale Eco-Adventures, a for-profit marine tourism subsidiary wholly owned by PWF that significantly altered the future of the organization. Supported through memberships, donations, charitable grants, social enterprise PacWhale Eco-Adventures and dedicated supporters, Pacific Whale Foundation has since evolved into a respected global thought leader Kristie Wrigglesworth in marine conservation with a mission to protect the ocean through science and advocacy and inspire environmental OR GANIZATION BRIEF Pacific Whale stewardship. Foundation (pacificwhale.org) is a 501(c)(3) What ar e the key initiatives and nonprofit organization founded in 1980 to programs of the Pacific Whale Foundation? protect the ocean through science and advoThrough applied research, in which all cacy and inspire environmental stewardship. PWF research studies and publications directly Its vision is to be the people’s environmental impact and support our conservation advoorganization for the protection of the world’s cacy and education programs, we provide whales, dolphins and other marine animals science-based strategies designed to conserve living wild in their natural habitats. The orga- global populations of whales and dolphins. nization is governed by a volunteer Board of Since 1980, our researchers have published Directors and its work is funded through fund- more than 100 peer-reviewed publications, raising activities, memberships and donations reports and books designed to advance our from supporters worldwide. knowledge and inform better management of the world’s cetaceans. Our North Pacific Will you highlight the history and heritage humpback whale photo-ID catalog, featuring of Pacific Whale Foundation and how you more than 4,730 individual documented define its mission? whales, is shared with research collaborators Organically rooted in environmental around the world. advocacy, Pacific Whale Foundation (PWF) We believe that education is a very imporwas founded in 1980 by Greg Kaufman as a tant part of our mission. Not only did we connect nonprofit research, education and conserva- 142,584 people with the marine environment tion organization with 501(c)(3) tax-exempt last year through eco-tours on Maui and in status. After graduating from the University of Australia, we also inspired the ocean protectors the Pacific, Greg immediately became involved of tomorrow through our robust youth educain field studies and conservation efforts to tion programs. In spite of the global pandemic, protect humpback whales. Fueled by unbridled we successfully impacted 7,396 adults and passion, his advocacy efforts led to the cessa- school-aged children through virtual and hybrid tion of whaling in Tonga in 1997 – three years marine education platforms. prior to the establishment of the nonprofit orgaProviding formal public testimony, such as nization that today reaches more than 400,000 opposing an extension on the plastic foodware people annually in a typical year. ban in Hawaii and supporting the restricted use Armed only with a small inflatable boat, a of disposable body boards in Maui County, is second-hand camera and a colossal dream, Greg an important part of Pacific Whale Foundation’s initiated photo-identification studies of hump- advocacy work. Testimony is submitted on a back whales in Maui Nui (the “Four-Island” variety of ocean-related issues, both locally in region comprising Maui, Kaho‘olawe, Lana‘i Hawaii and around the world. This year alone, and Moloka‘i). Through agreements with local we submitted a total of 17 testimony, comments tourism boats, the nonprofit sponsored whale and support letters. Our Conservation Program watches while informing passengers about also encourages eco-friendly measures such as 66 LEADERS

limiting single-use plastics and selecting sustainable seafood. We are immensely proud of our Coastal Marine Debris Monitoring Program and our new Adopt a Beach Program. Through these initiatives, approximately 22,770 individual pieces of trash were removed in 2020 from beaches throughout Maui and neighboring Hawaiian Islands, as well as Canada and select mainland U.S. states. What do you see as the biggest concerns in protecting the oceans and what are the keys to driving sustainable impact in these efforts? In general, we focus our energy, resources and research efforts on understanding and developing mitigation strategies for our determined five major threats – underregulated tourism, ship strikes, marine debris, climate change and fishing gear/fisheries interactions – endangering cetaceans worldwide. Educating the public about unsustainable fishing practices is also paramount to our mission. Bycatch – the incidental catch of nontargeted species resulting in mortality or serious injury – is an overarching fisheries issue. The U.S. Ocean Commission has named incidental catch as the biggest threat to marine mammals worldwide. Much of our ongoing research in this area targets operational or direct interactions in which marine mammals come into physical contact with fishing gear, often resulting in injury or death due to entanglement or entrapment. In Ecuador, the use of marine mammals in fish aggregating devices (FADs), which is technically illegal and highly dangerous to target animals, is of particular concern. While there remains a desperate need for universal support of sustainable fisheries and fishing practices, we believe that goal can be realized through conscientious consumer demand. Species suffering frequent interactions with fishing gear are at risk of rapid decline, eventually leading to extinction. In Hawaii, our primary research species is the endangered false killer whale, which is part of the dolphin family. With fewer than 150 individuals left, if nothing is done soon, these sea mammals will become extinct within my daughter’s lifetime. Our current research contributes to NOAA’s False Killer Whale Recovery Plan and is focused on determining the actual degree of risk to the entire population versus clusters of this endangered population to better target our conservation and advocacy efforts. VOLUME 45, NUMBER 1

Kristie Wrigglesworth working on behalf of Pacific Whale Foundation

Another major threat addressed through our research, education and conservation efforts is marine debris – a huge problem for the world’s oceans and waterways that demands immediate attention. Our most recent research found that a smoking ban enacted several years ago on Maui beaches has not proven effective. The quantity of cigarette filters, which contain non-biodegradable plastic known as cellulose acetate and can leach toxic chemicals into the surrounding environment, did not appreciably decline. The findings from this study will inform our advocacy for compliance requirements and enforcement at the state and local level. Finally, as climate change warms the ocean and contributes to significant behavioral changes in marine species, our vital research on humpback whale body condition and migration in Hawaii, Australia and Ecuador will help us advocate for additional protected areas that support migratory routes and essential breeding grounds. Will you highlight some of Pacific Whale Foundation’s recent research and its focus on advocacy? Our primary research focus currently is on under-regulated ocean tourism. Fortunately, captive whales and dolphins used solely for commercial entertainment purposes is losing its luster. Rather than supporting such exploitation, more and more consumers prefer to view these beautiful creatures in their natural environment. This is understandably better for the animal and also offers a richer experience for the consumer; to fully connect with a specific animal, observing it in its natural state provides the quintessential learning opportunity. Ocean tourism, a huge, rapidly expanding industry, VOLUME 45, NUMBER 1

must be properly regulated to avoid potentially harmful consequences. A recent uptick in swimming-with-whales, a commercial activity that is generally more invasive than traditional boat-based whale watching, is one example of how ocean tourism can have dire results. In response to this emerging visitor draw, our researchers and research partners are conducting and advocating for studies that illuminate the potential harm to humpback whales – and human participants, on occasion – from this activity. Resulting from our recently published Australia study, we have proposed new “swim-with” guidelines and are launching a public awareness campaign in 2022. Furthermore, our next two publications will address operator compliance with respect to these guidelines and explore consumer support for this type of activity. In Hawaii, three of our published studies were instrumental in mitigating whale and vessel collisions through a voluntary speed limit and establishing approach limits and time area closures for dolphins, ensuring that vessels don’t disturb dolphins during critical rest periods needed to engage in night feeding and to reproduce. Our ongoing research in Ecuador, where ocean tourism is poorly regulated, is vital in assessing the health of the humpback whale population through abundance estimates and creating vessel-operator training that we provide annually during whale season. In addition to donors, members, grants and other revenue streams, our innovative social enterprise structure is key in funding and supporting PWF’s extensive research projects. As the sole owner and shareholder of PacWhale Eco-Adventures, which has offered ocean

eco-tours and whale watches for more than 40 years, PWF has been able to study whale and dolphin traits and behaviors almost daily while championing conservation-led guidelines and regulations applicable to the ocean tourism industry as a whole. Will you discuss Pacific Whale Foundation’s commitment to diversity and inclusion? Pacific Whale Foundation believes that diversity and inclusion are crucial for long-term success and achievement of our mission to protect the ocean through science and advocacy and inspire environmental stewardship. The complicated issues threatening our marine environments will never be prioritized and effectively addressed without first achieving equity and inclusion in our communities and businesses. Our employees, board of directors, consultants/advisors, supporters and program participants are committed to justice, equity, diversity and inclusion. Leadership, staff from all PWF levels and BIPOC voices are making big system changes at the organization. We are currently involved in a two-year Working Towards Racial Equity Program supported by the National Science Foundation and facilitated by The Lawrence Hall of Science at UC Berkeley and the Justice Outside Organization. There are many opportunities for us to move forward in this direction, and we are committed to do our part to achieve racial justice. Did you always know that you were attracted to this type of work and that this was your passion? My passion has always been in the area of animal rights and protection, but I was also drawn to child welfare and family services when I was younger. I thought I might have ended up in private legal practice, but I made the switch to the nonprofit sector nine years ago and never looked back. I love the work, but the best thing about it is working with great people for a worthy cause. I followed my heart and took a big risk, and it brought me to my dream job. I am so grateful to the founder of the organization, Greg Kaufman, for being an incredible visionary, and for current Board Chair Wayne White and Vice Chair MK Rosack for giving me a chance to lead and live my passion. How do you measure success for Pacific Whale Foundation when you are addressing an issue that does not have a quick fix and requires a long-term approach? When we are dealing with complicated and developing global problems, such as climate change, it can be overwhelming and defeating. However, success is achieved by seeing through the problem and focusing on putting one foot in front of the other. Small wins must be celebrated, because small wins add up to big wins and create momentum to achieve long-term solutions. I believe success is best measured through engagement of others, strong partnerships, changes in policy and voluntary guidelines, and research findings that can be applied to conservation actions that further protect the ocean and our precious whales and dolphins.



Building a Better Government An Interview with Max Stier, President and Chief Executive Officer, Partnership for Public Service EDITORS’ NOTE Max Stier is the ORGANIZATION BRIEF During founding president and CEO of the the past 20 years, the nonpartisan, Partnership for Public Service. He nonpr ofit Partnership for Public has worked previously in all three Service (ourpublicservice.org) has branches of the federal government. been dedicated to making the federal In 1982, he served on the personal government more effective. It works staff of Congressman Jim Leach. He across administrations to help transclerked for Chief Judge James Oakes form the way government operates by of the United States Court of Appeals increasing collaboration, accountfor the Second Circuit in 1992 and ability, efficiency and innovation. clerked for Justice David Souter of the United States Supreme Court in Will you highlight the history and Max Stier 1994. Between these two positions, heritage of the Partnership for Stier served as Special Litigation Public Service (PPS) and how you Counsel to Assistant Attorney General Anne define its mission and purpose? Bingaman at the Department of Justice. In 1995, I believe that our government is our most he joined the law firm of Williams & Connolly important tool for dealing with our biggest where he practiced primarily in the area of problems. I would argue that it is not only the white-collar defense. Stier comes most recently most important organization in our country, but from the Department of Housing and Urban the most important organization in our history Development, having served as the Deputy in terms of being a force for good and a force General Counsel for Litigation. A graduate of for our values. It is an institution that does not Yale University and Stanford Law School, Stier stay healthy on its own and the reason why the is a member of the National Academy of Public Partnership for Public Service exists is that we Administration, the Administrative Conference recognize that a healthy government is fundaof the United States, and the National Advisory mental to our democracy and to keeping us safe. Board for Public Service at Harvard College. We need to make sure that it gets the support it

“Max Stier has a passion for serving our country and all of it’s citizens that is second to none. His inspired leadership for advancing the mission of the Partnership for Public Service, ‘Building a better government and a stronger democracy,’ for the past 20 years has been exceptional.” Douglas Conant, Partnership for Public Service Board Member, Founder of ConantLeadership, Retired CEO of Campbell Soup Company 68 LEADERS

needs. I believe that there is no higher calling than working in public service – the word service is fundamental whether you are talking about a civil servant or member of the military service. The genesis of the Partnership is the belief that our government will not stay healthy on its own and that it needs support from the outside. In a country where there are 1.5 million nonprofits, all of which are doing important work in pursuing the public’s good, we are pretty much alone in focusing on the overall institutional health of our federal government. This is a problem since we need stakeholders from outside of government – from business, philanthropy, universities, the media – who need to ensure that the institution is capable of executing effectively around key policies. We believe that there is no such thing as good policy if you cannot get the policy executed effectively. Right now we have so many different and fast moving challenges that having an effective government is getting harder and harder. The government is frankly not keeping up with the world around it and it needs our help. How do you define the keys to an effective government and are you optimistic that we can achieve them?

“I believe that our government is our most important tool for dealing with our biggest problems. I would argue that it is not only the most important organization in our country, but the most important organization in our history in terms of being a force for good and a force for our values.”


“The genesis of the Partnership is the belief that our government will not stay healthy on its own and that it needs support from the outside.”

There are always two questions you need to answer – why does it matter and what can you do about it? We just discussed why it matters. When it comes to what we can do about it, it is not an option to do nothing, because the only alternative is to move to another country. It is reasonable to ask if the government can be effective and if this is solvable, but this should only fuel our efforts and investment in this work. I do believe that there is a lot to be optimistic about. We have a program where we recognize and honor the very best in our government, which is called the Service to America Medals. This is a way to celebrate the good in government which is often overlooked. We just celebrated Dr. Barney Graham and Dr. Kizzmekia Corbett at the National Institutes of Health’s Vaccine Research Center who were instrumental in creating the vaccines to fight COVID-19 that have been so critical in addressing the pandemic. I am optimistic because of people like them who are committed to working to solve the big challenges. What was the vision for creating the Public Service Leadership Model? This starts with the understanding that for all organizations, leadership matters. We asked ourselves if there was something special in leading in government and we put together a

world-class group of people from the military, academia, etc. who all agreed that there was in fact something special about leading in government. It comes back to the notion that leaders in the federal government are stewards of the public good which has implications for their behavior in many different respects. Our view is that there is a unique and powerful model for leading effectively in the public sector and it begins with the notion of public stewardship. When you are addressing an issue that requires a long-term focus and commitment, how do you measure success for the Partnership’s efforts? It is challenging since the goals relate to the public good rather than financial return, so it is much harder to measure. An example would be our work around employee engagement. The Partnership helps federal agencies improve employee engagement through our annual Best Places to Work in the Federal Government® rankings. These rankings help agency leaders assess employee engagement, alerting them to signs of trouble and providing a roadmap to improve job satisfaction and the overall workplace experience. We also use Best Places data to provide agencies with guidance and training on employee engagement strategies.

Focusing on the presidential transition process is a big activity for us. We believe that preparing to lead the nation, whether it’s a presidential hopeful or an incumbent seeking a second term, requires extensive planning on personnel, policy and governance far in advance of Election Day. Managed well, this planning can lead to success. Handled poorly, a president can be susceptible to strategic errors and face difficulty responding to serious national security and domestic challenges. We created a new expectation where candidates begin preparing for a transition well before the election which in my mind is an example of an interim success. Is it important for you to build a greater awareness and understanding of the Partnership for Public Service’s work? We need both awareness inside government where I think our brand is actually quite strong, but outside of government as well. One reason is that it is essential for all stakeholders to see this as an issue of importance and another reason is that we will not get the support to be able to effectively do our work if we are unknown except inside government. We are trying to raise our profile which will help us get the work done.

“Focusing on the presidential transition process is a big activity for us. We believe that preparing to lead the nation, whether it’s a presidential hopeful or an incumbent seeking a second term, requires extensive planning on personnel, policy and governance far in advance of Election Day.”




Reigniting a Mission An Interview with Monsignor Thomas W. Powers, Pastor, Saint John the Evangelist, Darien

Monsignor Thomas W. Powers

Will you highlight the history and heritage of Saint John Church in Darien? A short history of our parish tells the story of a place of worship that has responded to the needs of its parishioners for 130 years. When I arrived in September 2020 in Darien, I was thrilled with my little New England Church. I grew even more delighted when I read of its history, its adapting as necessary through a depression and two world wars, and its current position – taking on 2021’s problems and still serving the people in the community. With the extension of the railroad into Noroton, as Darien was first named in the middle of the 19th century, many Catholics from surrounding towns moved here. These families worshipped in a small chapel in the home of Hugh Collender. When the number of Catholics outgrew that room, which was called the Chapel, Mass was held in the Fitch Soldier’s Home that was also located in Darien. It was the very first Soldier’s home in the country and residents included a preponderance of Civil War veterans. By 1888, Darien Catholics wanted to establish their own church, a mission church to be serviced by a priest from Saint John’s Parish in Stamford. The Rev. William Rogers of nearby Stamford agreed. Hugh Collender and a wealthy businessman from New York, John D. Crimmins, a summer resident of Darien, combined their efforts and donated $5,500 to purchase four acres with a house for the site of our first 70 LEADERS

church. In just 17 months from groundbreaking, on the 29th of August 1888 to dedication on December 8, 1889, the Connecticut Bluestone building was built. Originally called Noroton Catholic Church, the Church was a mission Church with just Sunday services. In 1895, Saint John’s was established as a parish. Fast forward to our third pastor who was the right man at the right time. Father James J. McGuane was named Pastor in 1910 and held that position for the next 42 years. Father McGuane conceived of Saint John’s as the vibrant center of Catholic life in Darien. He fielded a football team and a softball team as well as an award-winning fife and drum corps. Truth be told, these were as much community teams as they were parish teams. Father McGuane began several parish ministries and the parish grew. A well-known and much loved figure around town, he was asked to serve on the Selective Service Board during World War II, and on the Housing Authority Board once troops began coming home, marrying and wanting to live here in Darien. After Father McGuane’s retirement in 1952, the parish saw various pastors but still remained a vital part of what made Darien an enviable community in which to live. In 1971-1972, the Blanchard Center, a large Parish Educational Center, was built on the acreage behind our church. This space included a gym and a stage for concerts and plays. In the 1990s, it was home to Saint John’s Community Theatre

Saint John the Evangelist, Darien, Connecticut

founded by another of our Pastors. An important section added to this building in 1987 was space for a preschool. Again responding to community needs, Saint John’s Preschool was founded in 1989. Like our Church, our Preschool grew. It began with seven three-year-olds in its first weeks and is now, and has been, at maximum capacity of over 40 children year after year. Saint John Preschool delivers a nurturing, play-based learning curriculum for ages two through five. Comprehensive in approach, the curriculum encompasses themes of religion, science, social studies, literacy, music, arts and community.

“Whether sponsoring food drives, community Christmas aid to less fortunate families and seniors, or providing telephone prayer services, St. John Church is still responding to the societal needs of our community in Darien.”


“Due to Music Together’s unique traditions of adult inclusion and family music activities for all ages, a shared repertoire of songs and activities have become a part of Saint John Preschool’s culture.”

Because of the school’s proximity to the Church, the children get to know our priests and church staff and see religion as much a part of their lives as school. The year 2021 has brought to light the need for reigniting different parts of our mission. Liturgically we are establishing various contemporary outreach efforts and involving members of the parish in leadership roles rather than having the various areas clergy-driven. Whether sponsoring food drives, community Christmas aid to less fortunate families and seniors, or providing telephone prayer services, Saint John Church is still responding to the societal needs of our community in Darien. You assumed the role of Pastor of Saint John Church in Darien in September 2020. What excited you about the opportunity and made you feel it was the right fit? Although a priest for almost 25 years, I have only served in parish ministry for three years, which was from 1998-2001. That means when I took over as pastor of Saint John’s I had not been a parish priest for 19 years. However, I was very happy and eager to once again serve God’s people at the parish level. The Bishop thought that the parish and I would be a good fit, and it turns out that his episcopal intuition was right on the money. Our parish family is filled with faithful, generous and dedicated people, and it has been an honor and a joy for me to be their spiritual father. How do you define your role and focus your efforts as pastor at Saint John Church in Darien? The diocesan bishop, under whose authority the pastor serves and in whose ministry he shares, entrusts the pastor with the spiritual care of the parish community. Therefore, I view my ministry as an extension of the Bishop’s ministry and pastoral vision for the Diocese. My focus is to help each member of our parish encounter the Lord Jesus Christ through the sacraments through which they receive His mercy and forgiveness, are nourished by Him in the Eucharist and befriend Him on the path to eternal salvation. This is the reason our parish exists, and the lay faithful and I collaborate together on this shared mission on our journey of faith. Will you highlight the Music Together program that is a part of the curriculum at Saint John Preschool? In 2013, the nationally acclaimed Music Together program contracted with Saint John Preschool for all the children of the school to enjoy weekly music classes. Saint John Preschool VOLUME 45, NUMBER 1


“It is my hope that by learning to appreciate and love music at such an early age, some of these children will go on to become accomplished musicians, singers and composers. That is why I truly believe that the music program at our preschool is not just a service to our children and their immediate families, but also to the wider Darien community and beyond.” is the only preschool in Darien, Connecticut that has a partnership with this unique program for the last eight years. Due to Music Together’s unique traditions of adult inclusion and family music activities for all ages, a shared repertoire of songs and activities have become a part of Saint John Preschool’s culture.


How did the idea for this program come about and what has the impact of the program been on the students? The Martha Witucki Dilenschneider Music Program at Saint John Preschool was established in 2021. Mrs. Dilenschneider was a faithful parishioner of Saint John Catholic Church and supported

initiatives to foster the Catholic Faith and to enhance liturgical music. This program, therefore, combines perfectly Mrs. Dilenschneider’s love and passion for youth and for music. Saint John Preschool is delighted that their beloved music program will carry on due to the great generosity of the Dilenschneider family.


“Saint John Preschool is delighted that their beloved music program will carry on due to the great generosity of the Dilenschneider family.”

Monsignor Thomas Powers with Debbie Moran, Director, Saint John Preschool

How does the Music Together program engage the parents of the school’s students and help build parent/child, parent/teacher, and parent/school relationships? The program creates a natural circle of learning music to build parent/child, parent/teacher and parent/school relationships. These weekly classes include an artistically conceived flow of original songs, nursery rhymes, instrumental jam sessions, fingerplays and movement activities. The children then bring the music home to their families w i t h t h e i r i n t e r a c t i v e books and digital access codes. Music is an area that is often eliminated when there are budget cuts at schools. How valuable do you feel music is as part of the learning environment and curriculum for students? Some of the most joyful moments on the parish campus are when the children are learning new songs and movements and singing with smiles on their faces. When they are outside, their voices can be heard even inside the church and in the parish offices. The happiness they bring to those who hear them mirrors the joy they experience themselves. It is my hope that by learning to appreciate and love music at such an early age, some of t h e s e c h i l d r e n w i l l g o o n t o become accomplished musicians, singers and composers. That is why I truly believe that the music program at our preschool is not just a service to our children and their immediate families, but also to the wider Darien community and beyond.



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Pharmaceutical Development An Interview with Anthony C. Hayes, Esq., Chief Executive Officer, AIkido Pharma, Inc. EDITORS’ NOTE Anthony Hayes to develop innovative drugs through began his tenure as CEO by overstr ong partnerships with worldseeing AIkido’s transfor mation renowned institutions, such as The from a biotechnology company University of Texas and University of into a diversified corporate entity, Maryland Baltimore. Its diverse pipecommitted to advancing innovaline of therapeutics includes therapies tion by participating in the develfor prostate cancer and pancreatic opment of new technologies across cancer, and anti-viral therapies effecseveral sectors. An attorney and tive against multile viruses including former partner of an Am Law 100 SARS-CoV-2. AIkido Phar ma’s prosfirm, Hayes previously co-founded tate and pancreatic treatments have and was managing member of shown positive preclinical results. Anthony C. Hayes JaNSOME IP Management LLC, an intellectual property monetization Will you highlight the history and firm. JaNSOME provided consulting and advi- heritage of AIkido Pharma and how the sory services to individuals and companies on company has evolved? best practices for monetization of the asset class. AIkido Pharma was first incorporated in President George W. Bush gave Hayes special 1967. Over its long history, the company has recognition for creating the Wills for Heroes been involved in many interesting projects. program, a national 501(c)(3), in response to One project I’ve always found particularly the September 11 attacks (willsforheroes.com). interesting from a historical perspective is the Other honors include IAM IP Personality of role the company played in the Mars Viking 2013, American Board of Trial Advocates Mission. The original founder of the company Young Lawyer of the Year and “20 Under 40” invented a life detection experiment to place in Columbia, South Carolina. Hayes earned a aboard NASA’s Mars Viking 1 and Viking 2 BA degree in economics from Mary Washington landers. The experiment involved using radiaCollege and a JD from Tulane University Law tion-laced nutrients to determine the presence School. of microbial life in Martian soil samples. Over the years, the company has continued in the COMPANY BRIEF AIkido Pharma Inc. (aiki- field of technological development, working to dopharma.com) is a biotechnology development create and support the development of several company working to develop a diverse portfolio diverse products, such as artificial sweeteners, of early and mid-stage small-molecule anti- encrypted messaging, electronic scooters, and cancer therapeutics. The AIkido Pharma Inc. now, promising pharmaceuticals. platform contains patented technology from In 2019, we decided to pivot and focus leading universities and researchers and seeks on pharmaceutical development. Through

licensing deals with leading universities such as the University of Texas at Austin and the University of Maryland Baltimore, the company has acquired a diverse portfolio of small-molecule anti-cancer and anti-viral therapeutics. Over the last three years, the company has evolved from a small, publicly traded Nasdaq company to an entity with over $100 million dollars in assets, strategically invested in several sectors around the world. How did AIkido Pharma adapt its business to address the challenges caused by the pandemic and how proud are you to see the resilience of your workforce during this unprecedented time? AIkido was operating virtually well before the pandemic and ensuing lockdown. It was clear to me many years ago that it is far better to employ the best people, regardless of location, than it is to hire a lesser qualified person who is conveniently located. That’s even more true now that working virtually has become so simple and widely utilized and accepted. Well before the pandemic, AIkido’s internal general counsel was in Texas and our accounting was based in California. Our current R&D activities are based in South Carolina and Maryland. This model has not only brought us what I consider to be the best people, but has also helped to maintain lower overhead for many years. In addition, I was in New York City the week before the historic lockdown and it was clear to me that the pandemic was going to have a significant impact on the country. As we have seen, it has also created opportunities for pharma companies to develop promising

“Over the last three years, the company has evolved from a small, publicly traded Nasdaq company to an entity with over $100 million dollars in assets, strategically invested in several sectors around the world.”



“AIkido is a diversified pharmaceutical development company, and we are excited about our current pipeline portfolio, upcoming milestones and pending catalysts.”

therapeutics to treat COVID. Soon after the lockdown, we secured patented technology from the University of Maryland, Baltimore that was focused on the treatment of COVID and other viral diseases. The announcement of this news significantly increased the value of AIkido stock, allowing the company to raise over $100 million dollars. Our R&D on this antiviral treatment is continuing with the lead scientists in Maryland and we continue to achieve promising results. Will you highlight AIkido Pharma’s portfolio? AIkido is a diversified pharmaceutical development company, and we are excited about our current pipeline portfolio, upcoming milestones and pending catalysts. This past quarter showcased our monetization strategy and was exemplified by a 600 percent ROI liquidity event in DatChat which went public over the summer. Additionally, we actively invested in several exciting high-growth industries such as electric vehicles and tele-health. We continue to actively pursue additional high-growth interests with near-term monetization events to help enhance shareholder value. We are pleased to announce our recent investments in the Cannabis and innovative sports industries that have strong growth potential. We are also working diligently to grow our drug platform through additional licensing efforts and are currently working on partnerships with academic institutions and private enterprise to find, fund and advance new drug compounds that can be brought to commercialization. We continue to maintain an extremely low cash

burn and note that our valuation does not currently reflect the value of our assets. With our strong balance sheet, we have pulled our registration statement and we look forward to continued shareholder value creation. How do you balance the short-term, quarter-to-quarter pressures with making the long-term investments needed to secure AIkido Pharma’s future growth? Balancing short-term pressures with the long-term strategy is one of the most challenging aspects of the job. The drug development process is slow and does not lend itself to quarterly updates, which Nasdaq stockholders understandably want. To balance these contrasting needs, we have implemented a diversified strategy with our primary focus on drug development and reporting on drug development news when it is available. In addition, to generate shareholder value and to achieve positive results on a quarterly basis, we have set aside a small portion of our assets for the acquisition of short-term, synergistic opportunities. More specifically, we seek investments in technology companies that we believe will reach their monetization point in 6-9 months, like Kerna Health, a fast growth tele-health business with recurring revenue and large contract backlog with possible liquidity via an IPO event in 2022. We hope that this strategy will build both short-term and long-term shareholder growth. What are your key priorities for AIkido Pharma as you look to the future? Our top priority is to progress the development of our existing portfolio of drugs while

maintaining our cash burn rate at the lowest level possible. We also constantly seek to acquire and develop additional assets that have a predicted value inflection point as soon as possible. New assets would ideally fit in with our existing assets, but the quality and stage of the asset is more important than having an ideal fit with our existing portfolio. Whether the assets come from industry or academia, we believe that success is more probable if we partner in the ongoing development of an asset with the individuals responsible for the existence and development up to the time we buy it. We think there is a much greater potential for success with the continued involvement of scientists with “skin in the game” and a strong desire to see the drug succeed. For example, when we acquired the antiviral drug portfolio from UMB, we partnered in the continued research and development with the actual scientists who invented the drug, the experts on the drug who have a strong interest in furthering progress on it. One important aspect of this model is that development continues seamlessly, which saves a lot of time. Another one of our priorities is to utilize a smaller portion of our large cash reservoir to invest in technologies that have a high degree of return on investment in the near future, ideally within months. Our goal with these opportunities is to provide value to our shareholders and positive results on a regular basis. Whether we acquire an asset for development or invest in a promising technology, our main priority is always to achieve a monetization event from the asset in the shortest amount of time to maximize shareholder value.

“We think there is a much greater potential for success with the continued involvement of scientists with ‘skin in the game’ and a strong desire to see the drug succeed.”




Redefining Luxury Living An Interview with Scott J. Avram, Senior Vice President, Development, Lightstone EDITORS’ NOTE Scott Avram is country. Headquartered in New York responsible for all aspects of operCity, Lightstone continues to grow its ational oversight of Lightstone’s development portfolio with over $3.5 development platfor m. Befor e billion currently under development in joining Lightstone, he was responthe residential and hospitality sectors sible for the operational overspr ead acr oss New York City, Los sight of Toll Brothers’ City Living Angeles and Miami. Division. Avram joined Toll Brothers in 2004 as a manager Will you discuss your role and of large scale suburban singlekey areas of focus? family developments in New As the Senior Vice President of Jersey. Before transferring to Development at Lightstone, I am on Scott J. Avram the New York Division of Toll a mission to redefine luxury living. Brothers, he also managed highMy focus includes the acquisition rise urban development, including condo and development of urban sites, overseeing conversions, adaptive reuse, parking garage, all aspects of the process from the ground up, and new high-rise development in Hoboken including zoning and approvals, assembling the and Jersey City, New Jersey. Avram graduated design teams, sales/leasing, marketing, construcwith honors from the University of Maryland tion, operations, and financial management. Robert H. Smith School of Business Honors Program and from New York University with an MS in Real Estate. COMPANY BRIEF Lightstone (lightstonegroup.com), founded by David Lichtenstein, is one of the largest and most diversified privately held real estate companies in the United States. Lightstone is active in 25 states across the country – developing, managing and investing in all sectors of the r eal estate market, including r esidential, hospitality, commercial and retail. With 142 existing properties, Lightstone’s over $6.5 billion portfolio currently includes over 5 million square feet of industrial, retail and office properties, more than 15,850 residential units, and over 4,300 hotel keys. Lightstone also owns more than 10,000 land lots across the

Will you highlight the history and heritage of Lightstone and how the company has evolved? Lightstone was founded by David Lichtenstein in 1988, beginning with a single investment in a two-family house. Our portfolio initially focused on acquiring and asset managing multifamily and retail properties around the country. Multifamily remains core to our business, and we currently own and manage 15,850 multifamily units across 13 states 78 LEADERS

Moxy Chelsea (above); 40 East End south lobby (center) and exterior (bottom left)

while continuing to grow our portfolio. We later saw an opportunity to expand into development, building a $3.5 billion portfolio of condominiums, luxury rental properties and lifestyle hotels in New York, Miami and Los Angeles. In recent years, we have broadened our business to include industrial and life science investment as well as real estate lending. Throughout our 30-year history, we’ve established a reputation for combining our deep intuition with rigorous analysis to identify opportunities early, and our business is consistently evolving and expanding. How did Lightstone adapt its business to address the challenges caused by the pandemic? The difficulty of having such a multifaceted business is that each of our business areas was confronted with unique challenges during the pandemic. In our operating hotels, we developed rigorous cleanliness standards to create a comfortable and safe environment for our guests to return to travel. At the same time, we looked for creative opportunities to serve our guests with enhanced outdoor dining and outdoor rooftop programming. In our luxury residential properties, we adjusted our robust lifestyle programming to offer virtual and socially distanced activities to connect with our residents – everything from partnering with Brooklyn’s famous Roberta’s to host a virtual pizza making class to bringing in a group of carolers around the holidays to perform from the building’s courtyard so our residents could enjoy from their windows. In our development projects, we were fortunate to be able to proceed with construction while incorporating stringent health and safety standards. For our prospective condominium buyers, we had to innovate with virtual tours that replicated the experience of being within our residences. Our development platform overall is responsive to the desire among today’s travelers and residents to create memorable experiences over material possessions, so across all of our business areas, the pandemic forced us to redefine how we connect. VOLUME 45, NUMBER 1

Will you highlight Lightstone’s portfolio and current development projects? With 142 existing properties, our $6.5 billion portfolio currently spans 25 states and includes over 5 million square feet of industrial, retail and commercial properties, over 15,850 residential units, and over 4,300 hotel keys. We continue to grow our development portfolio with over $3.5 billion currently under development in the residential and hospitality sectors spread across New York, Los Angeles and Miami. Our residential developments are at the cuttingedge of the city’s up-and-coming neighborhoods, from Long Island City to Gowanus to the Bronx Waterfront, and FiDi. Under my leadership, Lightstone is developing two of New York City’s most celebrated and successful condominiums: 130 William, an 800-foot-tall tower designed by Sir David Adjaye, and 40 East End, a boutique condominium designed by Deborah Berke. In addition to our two new condominium developments, recent awardwinning luxury rental buildings developed in the city include ARC, designed by Garner Kr onick + Valcarcel Architects, and 3 6 5 Bond, the first residential development on the Gowanus Canal, designed by Hill West Architects with interiors by Mark Zeff.

Our expansive hotel development portfolio launched in 2017 with the opening of the 612-room Moxy Times Square, the flagship hotel for the brand and winner of American Lodging Investment Summit’s (ALIS) Development of the Year. The portfolio includes three other open hotels – Moxy Chelsea, Moxy East Village, and Moxy South Beach, as well as two hotels under development in New York – Moxy Lower East Side and Moxy Williamsburg – and a Moxy and AC hotel in Downtown Los Angeles. Lightstone has been instrumental in launching the Moxy brand in the United States, and we were honored to be recognized as Developer of the Year at Marriott’s CONNECT 2020 Awards. We are extremely proud of the strong relationship we have cultivated with Marriott and look forward to growing the Moxy brand together. What was the vision for 40 East End and how is the building positioned in the market? 40 East End is an intimate, boutique condominium with only 28 residences. It was important to us that 40 East End be timeless with a contemporary lens – a modern interpretation of the Upper East Side’s historic prewar architecture. We tapped Deborah Berke, Dean of VOLUME 45, NUMBER 1

Views of 130 William (above and below)

the Yale School of Architecture, to design the building with Garner Kronick + Valcarcel as the architect. Deborah Berke actually lives in the East End Avenue neighborhood, so it was special to work with such a visionary right in her own backyard. With her personal understanding of the area, we designed a building that contributed to the context of the neighborhood while harnessing the tranquil, welcoming feel of East End Avenue. We wanted to create a luxurious building that felt intimate while still providing the highly sought-after amenities that enhance the lives of our residents. The result is a stately combination of classic elegance with the modern luxuries and conveniences we crave. Will you shine a light on 130 William and how you feel this building will impact the Financial District? The last 20 years have been monumental for bringing the Financial District back to life, and 130 William has proved to be an essential element of the neighborhood’s resurgence. Rising 800 feet high, the building itself is a work of art, as the first and only residential high-rise tower in the world designed by Sir David Adjaye, the 2021 recipient of the Royal Gold Medal. 130 William was designed to be both contextual and rebellious, pushing against the conventions of tall glass towers with a textured hand cast concrete facade punctuated by beautiful bronze arched windows. Its design acknowledges and celebrates the rich history of the Financial District with a modern spin – in short, it couldn’t exist anywhere else. The tremendous success of 130 William, being recognized as the best-selling condominium in New York City, has demonstrated that New York’s Financial District is not just a place for work, it’s now a place New Yorkers can call home. Where do you see the greatest opportunities for growth for Lightstone? In general, we will continue to embrace our entrepreneurial investment strategy with a commitment to identifying new opportunities across all asset classes. This means developing unique properties with a focus on great value and distinctive design, in both the residential and hospitality spaces. We will also continue to strategically expand our investment portfolio by seeking out complex opportunities that others shy away from. We see tremendous opportunities for growth in industrial and life science and look forward to investing further in those sectors.

There is much discussion about New York City’s recovery and rebuilding. Are you optimistic about New York City’s future and that it will remain a leading global city? The success of Lightstone’s developments today are a testament to the resilience of New York; to rise from the tragedies and challenges that shook the world such as 9/11, the Financial Crisis, Hurricane Sandy, and now the COVID-19 pandemic. Without a doubt, the pandemic has been devastating for every New Yorker, but our strength as a city has shone through. New York City has had its best quarter of residential sales in the past 35 years – our luxury residential rental portfolio is back to being fully occupied as New Yorkers return to the city, and our hotels, restaurants, and bars are seeing the vibrancy of travelers and locals eager for social interaction and new experiences. We are long-term investors in New York, and it’s thrilling to witness the city’s rebirth and to contribute to it in some way.

What advice do you offer to young people interested in building a career in real estate development? Real estate is real, tangible and all around you. Sometimes you need to get up from your computer and explore what’s outside your door to really understand the market and find new opportunities. It’s important to understand the fabric of neighborhoods and to do that you need to experience them – walk the streets, go into stores and buildings, talk to the people who live there. Relationships are often key. Instead of sending an e-mail, pick up the phone and call someone to work things out. Lastly, find a mentor – someone who you admire as a person and who cares about your growth and development.



Capitalizing on the IT Revolution An Interview with Dr. Satya Sharma, Executive Director, Center of Excellence in Wireless and Information Technology at Stony Brook University EDITORS’ NOTE Dr. Satya Sharma CEWIT’s competencies include: came to Stony Brook University as •Create high quality jobs within the Executive Director of CEWIT and New York State – provide students a faculty member in the Department with opportunities to develop handsof Mechanical Engineering in 2003. on skills and assist companies in Before joining Stony Brook, Dr. developing core competencies and Sharma was Senior Vice President new businesses. at Symbol Technologies from 1995 to •Maximize the commercial 2003, overseeing various divisions of potential of university research – the company including Worldwide facilitate collaborative research and Operations, Mobile Computing and development programs, generate Wireless Engineering, and Quality external support for projects with Satya Sharma & Process Improvements. Prior to his commercial potential and create and tenure at Symbol, he was Director of grow startups built on promising AT&T Power Systems and an adjunct professor technologies. at Southern Methodist University. Dr. Sharma •Become an authoritative source of has managed technology, led product develop- knowledge and expertise – a d e p e n d a b l e ment, managed marketing and financial func- r e s o u r c e f o r b o t h companies and policy tions, led operations and taken a leadership role makers and a leader in developing and in organizational transformation. He led Lucent commercializing cutting edge technologies Technologies to win the Deming Prize in 1994, including, but not limited to, machine learning making it the first and still the only American and artificial intelligence, imaging and visumanufacturing company to hold this honor. Dr. alization, cybersecurity, edge computing Sharma holds a PhD degree in mechanical engi- and internet of things, and healthcare and neering from University of Pennsylvania and an biomedical applications. MBA degree from Ohio State University. Will you pr ovide an overview of CEWIT’s research areas and provide examINSTITUTION BRIEF To best capitalize on ples of current projects? the IT r evolution, spur economic gr owth, CEWIT has research and development advance scientific research and develop the strengths in a wide range of areas that are best technologies of tomorr ow, the New York aligned with a number of target industry sectors, State Center o f E x c e l l e n c e i n W i r e l e s s and Information Technology (CEWIT) was created in 2003 as the anchoring building in SUNY Stony Brook University’s Research and Development Park to conduct research and commercialize it. CEWIT (cewit.org) has more than 65 associated faculty members and more than 200 PhD/MS students engaged in research.

including healthcare and medical technologies, transportation and logistics, finance and e-commerce, homeland security and national defense, and energy and utilities, among others. To assure growth and job creation in all targeted industry segments, there are certain technologies that are essential for improving the productivity of the companies in these segments and creating growth and job opportunities for people in our region and our state. Stony Brook University is internationally recognized for its work in the fields of computer vision and visual computing. CEWIT’s affiliated faculty and student researchers in these areas are dedicated to research, education and industrial collaboration. CEWIT houses multiple world-class visualization facilities, including the Reality Deck, the largest immersive surround display in the world with 1.5 billion pixels in a 416 tiled-display which provides simultaneous context and details and visual analytics for big data and data science; the Silo, a cylindrical stereo tiled display which is super immersive for 0.6 billion pixels; and Immersive Cabin, a five-surface projector display forming a virtual-reality stereo. Our researchers are also engaged in cutting-edge research and development to deploy virtual reality (VR) and augmented reality (AR) capabilities for advanced mobile applications.

“Stony Brook University is internationally recognized

Will you highlight the Center of Excellence in Wireless and Information Technology’s (CEWIT) mission? CEWIT’s mission is to conduct first-class interdisciplinary research and development in wireless and information technology; foster new enterprise development; and address the skilled technology worker shortage. It is a next generation research and educational facility to lead, initiate, foster and manage the transfer of technologies from the research laboratory to the marketplace, and to facilitate interaction between companies and university faculty and students. 80 LEADERS

for its work in the fields of computer vision and visual computing. CEWIT’s affiliated faculty and student researchers in these areas are dedicated to research, education and industrial collaboration.”


“CEWIT’s researchers are also developing technologies to support secure, finegrained management and access control of enterprise scale Internet-of-Things (IoT) systems utilizing modern mobile and cryptography technology.”

Machine learning and artificial intelligence (AI) are powering advanced and smart systems such as self-driving cars, voice-activated assistants, real-time translation and personalized social media feeds. Intelligent machines are now becoming an everyday reality that will change all of our lives. Scientific advances on a daily basis coming from academic and industrial enterprises continue to lead to major breakthroughs. CEWIT has established itself as a leader in applied research and technology development in machine learning and AI. Our newly established SMART (Strategic Machine-Lear ning Acceleration and Ray Tracing) Cluster is a dual use GPU Cluster, for both machine learning and visualization, which is the fastest among New York State academic institutions. It utilizes over 180 NVIDIA RTX6000 GPUs with an aggregate peak performance of 3 Peta FLOPS and 24 tensor Peta FLOPS, which dramatically boosts productivity of deep learning and visualization applications more than ever before. It is the first hardwareaccelerated ray-tracing cluster for real-time cinematic-quality of 1.5 billion pixels. CEWIT’s researchers are also developing technologies to support secure, fine-grained management and access control of enterprise scale Internet-of-Things (IoT) systems utilizing modern mobile and cryptography technology. Other areas of expertise include paradigmshifting data-centric wireless communication that achieves low loss, low latency, one-tomany data exchange critical in edge-computing environments including vehicles, drones and IoT devices, and smart sensing technologies for robust, non-touch, low cost longitudinal monitoring and analysis of vital signs for personalized, precision medicine, especially quality and dignified aging of older adults. With CEWIT’s R&D resources and world-class facilities, our project teams are actively collaborating with companies in many of the growth industries of the future such as renewable energy, autonomous vehicles, robotics, blockchain, digital twins and computational medicine. How critical has it been for CEWIT to build strategic alliances and business partnerships among the academic, scientific, and business communities? CEWIT’s research, development and commercialization efforts are informed and guided by our Industrial Advisory Board which consists of members from leading organizations VOLUME 45, NUMBER 1

such as Asurion, Deloitte, Demand Solutions, Feinstein Institutes for Medical Research, Henry Schein, IBM, Northrop Grumman, Magine TV, NY Academy of Sciences, Ringlead, Softheon, and Zebra Technologies. The Advisory Board is chaired by Russell Artzt, who co-founded CA Technologies and served as Vice Chairman and head of R&D for many years. CEWIT aims to create an ecosystem and culture that will continue to drive innovation through large and small advances derived from joint research programs, cooperative development of platform technologies, reciprocal out-licensing of companies’ intellectual property, and through the promotion of leadership skills to foster collaborative relationships. We understand that not only do we need to help our partners with their immediate needs, but also to bring to their attention those emerging, prospective and potential technologies that can influence their long-term survival and growth. In addition to working with leading enterprises in a wide variety of industries, CEWIT offers unique and much-needed technical assistance and strategic advice to small- and medium-sized companies in the region as well as many startups and incubator companies in our ecosystem. Through the consulting mode of our work, we apply our entire network, often cross-referring contacts among other enterprises. The integration of our Centers’ Business Development and Entrepreneur in Residence (EIR) functions has enabled us further to optimize a company’s or inventor’s experience on the Stony Brook University campus. This experience includes aid in the creation of new businesses and helping entrepreneurs to sort out their operating business model and funding options, their time horizons and viability, and how they can gain leverage by application of SBU’s intellectual and material assets. At times, on a temporary basis, we will augment a client’s own business development where we can do so on a joint basis for them and for our Centers. Technology companies currently in our incubator program include Akai Kaeru, IPVideo, Intelibs, Mechanismic, Qunnect, Softheon, STS Global, Sunrise Technology, Zebra Technologies, and Zydoc. How do you measur e success of CEWIT’s efforts and how critical are metrics to track impact? CEWIT’S objectives are to assist companies in creating high quality jobs within New

York State, assist companies in developing core competencies and new businesses, expand sponsored research and development programs, maximize the commercial potential of university research, provide students with opportunities to develop hands-on skills, and optimize operational efficiency. We measure the economic impact of our services through research and training opportunities for students, jobs created by industry partners, jobs retained by industry partners, and the number of joint projects and outreach activities. The direct impact of the technical assistance CEWIT provides in developing core competencies and new businesses is measured by increased revenues, increased expenditures, and government funding reported by our partner companies annually. We measure the expansion of sponsored research and development programs through the number of partners attracted, the number of new technology disclosures, and the number of patent applications and issued patents. In order to maximize the commercial potential of university research, CEWIT works closely with our affiliated faculty and student researchers in a broad range of academic departments at Stony Brook University and builds connections and facilitates collaborations with partner organizations within our ecosystem. We keep track of the number of new partners and licensing agreements, new startups and commercialization projects developed, and entrepreneurial events organized by or hosted at CEWIT (incubator showcase, commercialization conference, Lean LaunchPad, innovation boot camp, robotics camp, etc.). We provide our students with many opportunities to engage in interdisciplinary R&D projects and develop handson skills which can be reflected by the vast number of student researchers and interns hired, as well as the extremely popular Hack@ CEWIT hackathons and other events and activities we have organized for students. CEWIT strives to optimize our operational efficiency and, using our advanced tools and following best practices, we closely monitor the percent of on-time completion of projects, the percent of defects resolved and response to new feature requests in projects, timely response to internal and external service requests, and the percent of favorable feedback of events organized by or hosted at CEWIT.



Inspiring the Next Generation An Interview with Robert L. Dilenschneider, Founder and Principal, The Dilenschneider Group, Inc. EDITORS’ NOTE Robert Dilenschneider You have written numerous books formed The Dilenschneider Group throughout your career. What in 1991. Prior to founding his interests you in writing books own firm, he served as President and what are the key themes and and Chief Executive Officer of Hill messages you want to convey and Knowlton from 1986 to 1991, through your books? tripling that fir m’s revenues to Business and society and politics are nearly $200 million and delivering literally changing 24/7. What we see today is more than $30 million in profit. so different from what was there yesterday He was with that organization and five years ago and 10 years ago. for nearly 25 years after starting Imagine the world without social his career in public relations in media – impossible. Think of the 1967 in New York. Dilenschneider Robert L. Dilenschneider shrinking of newspapers in the United serves as a Trustee of the Institute of States – incredible. I try to capture International Education and is a member of the these points in books to bring readers as up to North American Advisory Board of The Michael date as possible. I also try to inject into all the Smurfit School of University College Dublin. He books a “human spirit” that reminds the reader serves as a judge for The Olin Award, a program that adjusting to these changes is not impossible. of the Olin School of Business at Washington Your new book, Nailing It, was just University in St. Louis. He is a member of the published. Will you discuss your vision and Council on Foreign Relations and the Economic purpose for this book? Clubs of New York and Chicago and has also Innovation and change need to start someserved on numerous corporate boards. A former where and it generally is with young men and member of the Board of Governors of the American women. My goal is to let people under 35 Red Cross, Dilenschneider has served on the throughout the United States and in the world advisory board of the Center for Strategic and know that if they put their mind to it and try to International Studies, the Board of Governors of innovate, they can become real factors in society. the New York Chapter of the National Academy Every single individual in the book, Nailing It, of Television Arts and Sciences, and The was in a modest position at best when they were Bretton Woods Committee. He is a former young, and they all moved on to a different world. member of the U.S.-Japan Business Council and What do you hope will be the impact that the Florida Council of 100 and is a Knight of the stories told in Nailing It will have on young Malta. Dilenschneider has authored 15 books people and the next generation of leaders? including his latest, Nailing It, which was My goal is to encourage and motivate young released in December 2021. He received an MA people to move to a higher level. Already I have in journalism from The Ohio State University had reaction from some on college campuses and a BA from the University of Notre Dame. and even from high schools who have stepped In 2001, he received an honorary Doctorate of up and said, “I can do that.” Public Service from Muskingum College, and Who are you hoping to reach with in 2012 he received an honorary Doctorate of Nailing It and how broad is the target market? Humane Letters from the University of New Haven. My goal is to r each young people throughout the United States and around the FIRM BRIEF Headquartered in New York world. I am also most interested in communia n d Chicago, The Dilenschneider Gr oup cating with those who advise and shape young (dilenschneider.com) provides a limited and people. In addition, if I can find a way to help select few access to the finest communications lower the boundaries to innovation, then I will professionals in the world, with experience consider the book a serious success. in fields ranging from mergers and acquisiThe country and the world are facing tions and crisis communications to marketing, many crises. Should the stories and profiles of government affairs and international media. the leaders highlighted in Nailing It provide The company’s objective is to bring its clients a hope and optimism for young people who level of communications counsel, creativity are so concerned about the future? and an exposure to networks and contacts not Young people want to see a new world. available elsewhere. They want to have the option to create that 82 LEADERS

new world and, in many cases, they are doing just that. Look at the shape of the Fortune 500 today as opposed to just five years ago. Think about what technology and social media have done and how young people have made serious progress happen. The Dilenschneider Group has worked closely with leaders across all industries and sectors. What do you see as the keys to effective leadership? Effective leadership begins with advancing an idea in a way that helps people and is not threatening, that shows people they can realy accomplish something, and that demonstrates to the country that industries are serving society and that more progress is at hand. How important is it for leaders to lead with purpose today and to be focused on more than just profits? Profit is always important, but real results come when profit is not the sole purpose. There is so much out there in the world to move forward – in medicine, in industry generally, in the service fields and more. More connectivity with an eye toward purpose, emboldening these individuals to go to a higher level, is what is needed and there is plenty of opportunity to do just that today. What advice do you offer to young people beginning their careers during this unprecedented time? Young men and women have to have the courage to step out and try new things. They have to “take the bull by the horns, damn the torpedoes and go full speed ahead,” they have to stay as current as possible in a world that is changing in front of them instant by instant. Perhaps most importantly, they need to share their success with others – it takes more than one person to bring serious, lasting change.


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Contents Managing the Complexities of Wealth Katy Knox, President, Bank of America Private Bank

Honor. Integrity. Performance. Angela Chao, Chair and Chief Executive Officer, Foremost Group

Shared Values Former U.S. Attorney General Loretta Lynch and Jessica Carey, Co-Chair of Litigation, Paul, Weiss, Rifkind, Wharton & Garrison

A “One Team” Approach Wesley LePatner, Global Chief Operating Officer, Core+ and Chief Operating Officer, Blackstone Real Estate Income Trust (BREIT), Blackstone



Customer-Centricity Tami Erwin, CEO, Verizon Business


The Power of Trust Janet Truncale, EY Vice Chair and Americas Financial Services Organization Regional Managing Partner


Embracing Change Marie-Laure Delarue, EY Global Assurance Vice Chair


Leading Transformation Julie Linn Teigland, EY EMEIA Area Managing Partner, and EY Global Leader - Women. Fast forward


Mutual Values Kamilah Williams-Kemp, Vice President, Risk Products, Northwestern Mutual


The Future of Healthcare Jill Kalman, MD, Senior Vice President, Chief Medical Officer and Deputy Physician-in-Chief, Northwell Health


Partnering with the Community Lorraine Chambers Lewis, Executive Director, Long Island Jewish Forest Hills




Women Attorney Leaders at Greenberg Traurig Discuss Their Formula for Moving the Needle Lori G. Cohen, G. Michelle Ferreira, Shari L. Heyen and Nikki Lewis Simon, Greenberg Traurig


A Culture of Interaction Margaret Pastuszko, President and Chief Operating Officer, Mount Sinai Health System


Pushing Boundaries Meghann Gill, Senior Vice President, Operations, SL Green Realty Corp.



Empowering the Passionate Liz Aguinaga, Executive Vice President and Chief Human Resources Officer, CNA


Innovation at the Core Jane Possell, Senior Vice President and Chief Information Officer, CNA


“Women Hold Up Half the Sky” Shirley Jiang, Managing Director and Deputy Chief Audit Executive, Bank of China U.S.A.


The Cornerstone of Healthcare Launette Woolforde, EdD, DNP, Chief Nursing Officer, Lenox Hill Hospital, Lenox Health Greenwich Village and Manhattan Eye, Ear and Throat Hospital, Northwell Health

Touching Lives Laila Gurney, Senior Vice President, Chief Quality and Regulatory Officer, GE Healthcare


The Alliant Difference Adriana Duenas, Lilian Vanvieldt, Aaisha Hamid, and Aileen Morris, Alliant Insurance Services


PURE Principles Caitlin Rascelles, Senior Vice President, Western States Regional Executive, PURE Group of Insurance Companies



The Growth of Alternatives Kristin Kallergis Rowland, Global Head of Alternative Investments, J.P. Morgan Private Bank

Keeping Care Local Amy Loeb, EdD, RN, Executive Director, Peconic Bay Medical Center


The Promise of Technology and Human Ingenuity Chloe Barzey, Office Managing Director - Atlanta, Accenture




Raising the Bar Jennifer Rentas, Senior Vice President and Chief of Staff, HSS


Preventive Healthcare Joy Altimare, Chief Marketing and Product Officer, EHE Health


Patient First Linda Russell, MD, Rheumatologist, Director of Perioperative Medicine, HSS


Excellence in Motion Jillian A. Rose-Smith, PhD, MPH, LCSW, Assistant Vice President, Community Engagement, Diversity and Research, HSS Ambulatory Care Center, HSS

The Soul of Sandals Adam Stewart, CD, Executive Chairman, Sandals Resorts International


Making an Impact Jonathan Wang, Founder and President, EOS Investors Financial Wellness Meredith Ryan-Reid, Senior Vice President and Head of Financial Wellness and Engagement, MetLife




Intuitive Service Marc Bromley, Regional Vice President and General Manager, Four Seasons Hotel Washington, DC


Creating Connection Stacey A. Marx, President - National Business and Channels, AT&T


Core Values Meghan Scanlon, Senior Vice President and President, Urology and Pelvic Health, Boston Scientific


Fostering Connectivity Janet Woods, Vice Chairman and Northeast Region Lead, Savills North America


Cutting-Edge Capabilities Lucy Pérez, Senior Partner, Boston, McKinsey & Company


Making a Difference Kimberly Kozlowski, Founder and Senior Partner, Harborside Advisors LLC


Improving the Quality of Care for Children Suzette Oyeku, MD, MPH, Chief of the Division of Academic General Pediatrics, Children’s Hospital at Montefiore (CHAM), and Professor of Pediatrics, Albert Einstein College of Medicine


Delivering Extraordinary Daniel Ziriakus, President and Chief Operating Officer, Northrop & Johnson


Reimagining the Way Money Moves Jeanniey Walden, Chief Innovation & Marketing Officer, DailyPay


The Future of Financial Services Donna Parisi, Partner and Global Head of Finance, Shearman & Sterling LLP

The Golden Rule Nancy Chacon, General Manager, Four Seasons Hotel Atlanta


The Relationship Business Giuseppe Bruno, Owner and Executive Chef, Sistina Restaurant and Caravaggio Restaurant



A Commitment Culture Sharon Doherty, Chief People and Places Officer, and Elona Ruka-Wright, Chief Risk Officer, Finastra




Powered by Technology Melanie Kirkwood Ruiz, Chief Information Officer, ABM





Managing the Complexities of Wealth An Interview with Katy Knox, President, Bank of America Private Bank EDITORS’ NOTE Katy Knox is presstructuring, trust and estate planning, ident of Bank of America Private and philanthropy, combined with Bank and a member of Bank of leading investment capabilities and a America’s executive management full range of sophisticated banking team. As the head of the Private and lending solutions. The business Bank, she leads more than 4,000 also offers specialized capabilities in professionals who provide tailored the areas of art services, sustainable investment management, wealth investing, business ownership and strategy and fiduciary services to succession planning, and specialty ultra-high-net-worth individuals, asset management. families and institutions. She oversees the delivery of integrated capaBank of America has committed Katy Knox bilities in trust, investments, banking, $1.25 billion to advance racial and philanthropy, fostering a client equality and economic opportuexperience that is distinctive in its breadth and nity. How is being purpose-driven part of customization. Knox has more than 25 years of the company’s culture and values? leadership experience in financial services. Prior We all have a role to play in helping move to leading the Private Bank, she served as the communities and society forward. Bank of head of Business Bankineg. Earlier, she led Bank America’s commitment to the people and commuof America’s Consumer Retail Banking, respon- nities we serve is routed in this belief. We have the sible for the financial centers, ATM network opportunity and ability to deliver for our teamand digital banking platform. She has also held mates, clients and shareholders while also helping leadership roles overseeing business strategy, to address society’s biggest challenges. commercial banking, global treasury manageEconomic and social disparities were exacment and wealth management. Committed erbated by the pandemic which clearly had a to equality of opportunity, inclusiveness, and disproportionate impact on people and commuengagement, Knox is a leader of Bank of nities of color. In June 2020, we announced a America’s diversity networks and has served as $1 billion, four-year commitment to advancing vice chair of Bank of America’s Global Diversity racial equality and economic opportunity. This and Inclusion Council. She is also active in commitment further accelerated our efforts Bank of America’s Global Ambassador Program already underway through direct actions and which provides mentoring to women leaders investments, and work we’re doing to catalyze worldwide, fostering economic empowerment, similar efforts across the private sector. In March effective advocacy, more equitable opportunity, 2021, we expanded our commitment to $1.25 and measurable enhancements for women and billion over five years. their communities. She is active in several charThe initiative focuses on creating opporitable and civic organizations in Charlotte, New tunity in the areas of healthcare, jobs and York City and Boston, and serves on the board reskilling, small businesses and affordable of trustees of the JFK Library Foundation. Knox housing, all through a lens of racial equity. earned her undergraduate degree in business We’re focusing on these areas because they are administration from Elmira College and her where persistent, systemic barriers to opportuMBA from Boston College. nity exist. We believe it is also where significant change is required for progress to occur COMPANY BRIEF Bank of America Private and to be sustained. We’ve already invested Bank (privatebank.bankofamerica.com) helps more than $400 million across 91 U.S. markets high-net-worth individuals, families and insti- and globally, with the majority of funds being tutions grow, preserve and share wealth and delivered at the local level. We’re working with achieve unique goals. Private Bank client teams community partners, business leaders, experts take a tailored approach to delivering special- and academics to drive progress. ized services and expertise, providing boutiqueHow did Bank of America adapt to address style private banking that leverages the global the challenges caused by the pandemic? resources of Bank of America, one of the world’s I’m very proud of the way our company leading financial institutions. These dedicated responded to the pandemic’s impact on our teams provide customized solutions for wealth teammates, clients and the economy. When 86 LEADERS

the health crisis hit, ensuring the well-being of our more than 200,000 teammates and their families became our number one priority. Throughout this period, we kept our teammates informed with timely information and expanded resources to help support their physical, mental, emotional and financial wellness. Around the world, we transitioned as many teammates as possible to work from home. We delivered more than 90,000 laptops to those who previously did not have mobile capability, and subsidized new Wi-Fi and home office needs. For our frontline teammates who interact with the public and remained in the office, the company provided supplemental and enhanced overtime pay, as well as reimbursements for transportation, hotels and meal subsidies. We also provided new and expanded adult and childcare benefits and services to support our teammates and their families, providing over four million days of care services totaling more than $400 million in reimbursements. As vaccines became widely available during the second half of 2021, we worked hard to ensure a safe return to the office for all of our employees who informed us they are vaccinated. I’m extremely proud of these and the many other proactive steps we’ve taken to support our teammates and communities during this period. I’ve been truly inspired by the resiliency of our employees. For our clients, we ensured they continued to have access to our full range of services. Bank of America reskilled and realigned more than 23,000 teammates to serve in new capacities to support clients, including helping to deliver financial relief programs such as the Paycheck Protection Program for our small business clients. What are wealth management clients asking differently of their advisors today and how have their expectations for advice changed? As was the case for many of us, the pandemic caused our clients to reflect on what’s most important and reassess their priorities and legacy. Many families used their time together for conversations about how they want to spend the rest of their lives, and to start or further discussions on wealth and estate planning. Our team’s conversations with individuals and families on these topics have become more intentional and pronounced. We saw a 40 percent increase in planning conversations with clients in 2021, on top of the 70 percent increase we saw in 2020. VOLUME 45, NUMBER 1

We often engage a client’s entire family in these conversations. Given the substantial wealth that will transfer from one generation to the next in the coming decade, our clients are asking us to involve the next generation in discussions and family meetings about wealth planning and preservation. While it has been challenging at times to bring together geographically dispersed families in the past, operating in a virtual environment made it easier to gather families for these critical conversations. The pandemic also sparked unprecedented levels of philanthropy. This has been an important time to make a difference through charitable giving. Our clients responded quickly and generously. They turned to their advisors and our team of more than 200 philanthropic specialists for guidance on directing their philanthropic dollars strategically, largely in ways that would maximize impact, particularly in their local communities. We were well-positioned to advise individuals, families as well as nonprofit organizations across the country during this period. Through our Philanthropic Solutions businesses, we often serve as a link between our clients and the organizations they care about. We understand both sides of the equation which puts us in a valuable position to drive collaboration between donors and nonprofits. Another trend we see today is that business ownership is transitioning at historic levels. Many business owners are nearing or at retirement age. In many cases, the pandemic has accelerated succession planning as owners reconsider priorities related to their business, family and purpose. We’re helping more and more of them prepare to sell or transition their companies to a third-party or the next generation. We work closely with colleagues in business banking, commercial banking, and our investment bank to support these transactions. Our focus on serving the wealth and business needs of these clients led to a 20 percent increase of business owners on our platform over the last year. Change is constant in the financial services industry. How can private banking stay relevant in the digital age? Private banking will always be a hightouch, relationship-led business based on the sophisticated and often complex needs of clients. Our relationships require a high degree of trust between advisors and clients. This is why we surround our clients with a team of experts, including private client advisors, portfolio managers, trust and lending specialists, and wealth strategists to address their full financial picture. This highly specialized expertise and team approach helps to build deep and lasting client relationships. Well before the pandemic, clients were increasingly engaging with our teams through digital channels, particularly in areas where it created convenience in their lives. We’ve spent the last three years modernizing our business and the client experience as we enhance our digital platform. Today, digital engagement is at an all-time high, with 83 percent of our Private VOLUME 45, NUMBER 1

Bank clients actively using our online or mobile platforms, up from 77 percent two years ago. We believe this can grow to 90 percent in the next few years. We’ll continue to modernize the business, investing in technology that enables us to engage clients with the high tech, high touch experience they want. These investments will continue to transform the way we do business and to drive even higher levels of client satisfaction, enabling us to be more present in our clients’ lives and to meet their needs when and where they need us.

How critical is it for Bank of America to build a diverse and inclusive workforce and will you highlight the progress that has been made across the company and within the Private Bank in recent years? At Bank of America, diversity and inclusion are essential to how we do business. We are stronger as a company when we bring broad perspectives to meet the needs of our diverse stakeholders and clients. We’ve made tremendous progress in the last decade since Brian Moynihan became our CEO and continued to Chair the company’s Global Diversity and Inclusion Council. Comprised of senior executives from every area of the company, one of the Council’s top goals is to ensure that our company reflects the clients and communities we serve. Today, more than 50 percent of our global workforce are women and 48 percent of our U.S. workforce are people of color.

As part of the Private Bank’s Diverse Segments strategy, we’ve implemented a number of initiatives to attract and retain diverse talent. For example, we highlight Private Bank job opportunities to Bank of America’s diverse employee networks and partner with diverse universities and colleges to recruit entry level talent. We’ve also focused on “Know Your Talent” programs to identify and invest in our diverse talent and drive internal mobility. Throughout the pandemic, I was able to meet virtually with over 800 of our diverse teammates in small groups and really understand their observations and feedback. You’ve been a participant in and advocate for Bank of America’s Global Ambassador Program. Will you highlight the program and how it is working to advance opportunities for women in business? Our Global Ambassadors Program – a partnership between Bank of America and Vital Voices – has provided mentoring to women leaders worldwide, helping them build networks and skills that can advance their organizations. The program pairs together women entrepreneurs with senior women executives for oneon-one mentorship and workshops designed to build business acumen. To date, the program has impacted more than 400 women from 85 countries, helping participants grow their businesses. I’m proud to work for an organization that has such a dedicated focus on investing in women. This work includes being a great place to work for our female employees, a focus on making the financial lives of our female clients better, and on advancing the economic empowerment of women around the world. I am a big believer in the power of mentorship. This year we launched the Women’s Empowerment Network within the Private Bank to empower women to share experiences and perspectives relevant to their success and wellbeing. Over 700 women from this business have already joined the network. What advice do you offer to young people interested in building a career in financial services? Now is an excellent time for a career in financial services. I encourage those just starting out to look for companies that authentically live a culture where everyone feels valued and recognized. I would also seek out companies that are growth-oriented and who are investing heavily in technology and innovation. I also believe that young professionals benefit greatly over time by working for organizations that prioritize training and development throughout a career. For those professionals that are five to ten years into their careers, I often tell them to look for opportunities within their organization. There are many programs to help one grow professionally as well as personally, to get involved with and give back to the community, and to follow their passions. Seek out strong mentors, and become a mentor to those just starting out.



Shared Values An Interview with former U.S. Attorney General Loretta Lynch and Jessica Carey, Co-Chair of Litigation, Paul, Weiss, Rifkind, Wharton & Garrison EDITORS’ NOTE Loretta Lynch, a former United States Attorney General, is a partner in the Paul, Weiss Litigation Department. In this role, she advises clients on government and internal investigations and on high-stakes litigation and regulatory matters. Lynch’s legal career has included both private law practice and public service, including three presidential appointments. She served as the U.S. Attorney General from 2015-2017, where she was appointed by President Barack Obama. Lynch has received numerous recognitions over her career; most recently, she was named a New York Law Journal “Distinguished Leader” and one of Benchmark Litigation’s “Top 250 Women in Litigation,” among others. Lynch received her JD and her BA from Harvard University. Jessica Carey is Co-Chair of the Paul, Weiss Litigation Department and a member of the firm’s Management Committee. She has deep experience handling a wide range of sensitive criminal, regulatory and complex commercial litigation matters, particularly on behalf of financial institutions, and has helped numerous clients successfully navigate their most significant, threatening white collar matters and internal investigations. In 2021, she was named a Law360 MVP for her achievements in the white-collar area. She is also recognized as a leading practitioner by Legal 500 in the Litigation: Corporate Investigations and White-Collar Criminal Defense category, among other recognitions. Carey earned a BA degree, summa cum laude, Phi Beta Kappa from Boston College and a JD, cum laude from Fordham University School of Law. FIRM BRIEF Paul, Weiss, Rifkind, Wharton & Garrison (paulweiss.com) is a firm of more than 1,000 lawyers with diverse backgrounds, personalities, ideas and interests who collaboratively provide innovative solutions to their clients’ most critical and complex legal and business challenges. Paul, Weiss represents the world’s largest public and privately held corporations and investors, as well as clients in need of pro bono assistance. How do you describe Paul, Weiss’ culture and how critical is culture to the success of the firm? Carey: Our culture here at Paul, Weiss is unique: it is one of constant collaboration, professionalism, mutual respect, diversity and inclusion, and an unshakeable commitment to pro bono work. This strong professional culture is critical to developing and retaining talent and promoting collegiality and teamwork. Leaning into these 88 LEADERS

Loretta Lynch

Jessica Carey

shared values during the past two years of great uncertainty and upheaval has made us stronger. Lynch: I was drawn to the firm in large part because of Paul, Weiss’ deep commitment to pro bono and public service, and its strong traditions of social advocacy, as well as professional excellence. In the face of a series of national and global crises, our team-oriented approach and openness to advocating for social change has served the firm well, as we have invested even more in pro bono service and in making our firm a more diverse, equitable and inclusive place. Will you provide an overview of your roles and key areas of focus? Lynch: Since I left my post as U.S. Attorney General to join Paul, Weiss, my main focus has been advising clients on government and internal investigations and on high-stakes litigation and regulatory matters. Much of that work is sensitive and remains confidential. I have also been involved in leading roles as mediator, fact-finder and problem-solver. Within the firm, in the past year and a half, I led and facilitated a variety of public and client-facing

events on systemic racism, ESG, and the emerging regulatory agenda of the Biden administration. Carey: I handle a wide range of criminal, regulatory and complex commercial litigation matters, particularly on behalf of banks, fintech companies and private equity firms. I’ve represented major companies in sensitive investigations by various federal and state regulators and government authorities. I’m also co-chair of the Paul, Weiss Litigation Department – the first woman ever named to the role. What have been the keys to the strength and leadership of Paul, Weiss’ Litigation Department? Carey: When it comes to the high-stakes, highprofile cases drawing media attention and government scrutiny, the Paul, Weiss Litigation Department is the go-to firm for the world’s most important companies and financial institutions. We leverage unmatched trial skills, and we combine that with sophisticated business judgment and commercial, strategic advice. We are distinguished by the strength and success of our trial lawyers, our credibility with government officials and regulators, and our track record of courtroom wins and creative out-of-court resolutions. An extraordinary number of my partners, notably Loretta, but many others as well, have held senior roles in federal government. 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 addressing client needs? Lynch: Nurturing diverse perspectives is absolutely essential, and that is recognized here at Paul, Weiss. While diversity, equity and inclusion has long been a challenge for the legal industry overall, this is a firm that continues to proactively work to

“We have an edge because our commitment to diversity, equity and inclusion is a part of our DNA.” Jessica Carey


“In the face of a series of national and global crises, our team-oriented approach and openness to advocating for social change has served the firm well, as we have invested even more in pro bono service and in making our firm a more diverse, equitable and inclusive place.” Loretta Lynch remove barriers to professional development and doesn’t shy away from the tough conversations about racial justice and equity. Many of our clients come to us to hear about our experiences in this area and for guidance in their own diversity and inclusion efforts. Carey: This is a “people” business, and there is a direct correlation between how successful we are in cultivating a diverse community and our firm’s overall success. We have an edge because our commitment to diversity, equity and inclusion is a part of our DNA. We were the first firm to break down the barrier of Jews practicing with Gentiles; the first major New York firm to make a woman a partner, Carolyn Agger, in 1946; and the first major New York firm ever to hire a Black lawyer, William Coleman, in 1949. Do you feel that there are strong opportunities for women to grow and lead in the profession? Carey: There are more opportunities than ever today for women to advance and become leaders in this profession, but the playing field is not yet level and women lawyers continue to be disproportionately represented at the highest levels of leadership in the legal industry. I feel incredibly fortunate to work at a law firm like Paul, Weiss, which not only “talks the talk” but “walks the walk” in supporting the careers of women lawyers. That includes me: I was actively mentored and encouraged by partners at the firm. And I took advantage of Paul, Weiss’ alternative work program as an associate and new parent, which allowed me even more flexibility in my schedule without slowing my advancement. I was working a reduced-hours, flexible schedule the year I made partner. The firm has also encouraged me to take on successive leadership roles, including on our Women’s Initiative Committee, the Partnership Committee, and now our Management Committee and department leadership. Will you highlight Paul, Weiss’ long and deep commitment to pro bono work? Lynch: For many decades, Paul, Weiss’ dedication to service to others has made real, tangible change in this country, for the better. Paul, Weiss lawyers partnered with Thurgood Marshall in Brown v. Board of Education to help end racial segregation; established the principle of “one person, one vote” in Gray v. Sanders; and secured federal marriage equality for same-sex couples in United States v. Windsor. Recently, we have worked to preserve voting rights around the country, VOLUME 45, NUMBER 1

spearheading a law firm coalition to oppose stateby-state efforts to restrict voting; and filed the first and only private lawsuit, Sines v. Kessler, in which white supremacists responsible for the 2017 violence in Charlottesville were recently found liable for conspiracy to commit racially motivated violence and ordered to pay more than $25 million in damages. What do you see as Paul, Weiss’ responsibility to the communities it serves and to being a force for good in society? Carey: Our partners, and the lawyers who join us, share a commitment to serving those in need in our communities and to working for the good of society. That means supporting our local small businesses and nonprofits and advising major corporations on how to become better corporate citizens. Over the past two years, we’ve redoubled our efforts to support communities impacted by the pandemic. We’ve led legal industry efforts to support racial justice, voter protection, reproductive rights, gun control, and economic relief for businesses and individuals impacted by the pandemic – often alongside our corporate clients. Did you always know that you were interested in a career in the legal profession? Lynch: In college, I was drawn to journalism, but law was always in the back of my mind; I ended up going to law school after doing a TV internship. For me, both journalism and the law are about storytelling. As a prosecutor, you help victims tell their stories, you help witnesses tell their stories and you tell the jury the story of the case. Both sides of that work involve crafting a narrative of what justice is and what justice looks like, so to be able to change and contribute to that narrative has been very rewarding for me. Carey: I spent a good part of my childhood with my nose in a book – be it Nancy Drew or the Hardy Boys, I loved a good mystery – and spent hours every week at the local library. Law seemed like a natural profession to marry a love of learning and an interest in problem-solving. But not coming from a family of lawyers, I had little real understanding of the legal profession until after college, when I was a fellow at the New York City Mayor’s Office. That was my first professional job (not counting my stints as a waitress, babysitter, pizza-maker or grocery store cashier) and exposure to lawyers who were making a difference in the lives of those around them. I loved that the profession required deep commitment, really digging into the issues, learning new things and providing a service to people.

What have been some of the most challenging aspects of advancing? Carey: Finding the right role models can be challenging, since women are still outnumbered by men at the highest echelons of the profession, but it’s important to find those people around you – both women and men – who have the type of career you’d like to emulate. Navigating a career while raising children (or any other care-giving activities) can be a difficult balancing act, but there is more flexibility and independence in this job than it might seem from the outside. Lynch: There are certainly challenges both in being a woman in law and in being a minority. Young women are so often ignored in business settings; the eye doesn’t really register them, so you need to speak up and make your presence known. Paradoxically, as a Black person, you are also visible and you stand out. But it can be very powerful to see that as an advantage rather than a disadvantage. What advice do you offer to young people interested in building a career in law? Carey: The life of a lawyer is often not predictable. An ability to roll with the punches, to not only adapt, but to embrace challenges and be energized by them, will serve you well in the practice of law. As lawyers, we keep a lot of plates spinning at the same time; you will likely be working on numerous complex and intertwined issues across disciplines, and be expected to achieve superior results for your clients. Developing flexibility alongside excellence will lead to opportunities that may surprise you. Lynch: At the start of your career, take advantage of every opportunity to hone your craft and become the best you can be so that you’ll always be applying the highest level of skill in helping those who need you. Keep striving for growth at every stage of your career, and as you advance, different opportunities will open up. Be open to stepping off the path you thought you would follow and exploring other options that resonate with you. Find what pulls at your heartstrings and give it everything you’ve got. To junior female attorneys and attorneys of color in particular, please know that being different is an asset and gives you a unique, incredibly valuable perspective that can help you shine. Don’t be afraid to speak up, make your presence known and look for ways to assume greater responsibility. The opportunities are endless in this fascinating profession of ours.



Customer-Centricity An Interview with Tami Erwin, CEO, Verizon Business EDITORS’ NOTE Tami Erwin is widely COMPANY BRIEF Verizon (verizon.com) recognized for her strategic impact, is one of the world’s leading providers marketing and operations focus, techof technology, communications, nical savvy and passion for people. information and entertainment prodPrior to being named CEO of Verizon ucts and services. The company offers Business, she played a crucial role in voice, data and video services and the evolution and growth of Verizon’s solutions on its awar d-winning wir eline and wir eless business networks and platforms, delivering on segments. She was the head of operacustomers’ demand for mobility, relitions for Verizon Wireless, and led able network connectivity, security Verizon Fios, the nation’s largest resiand control. dential and commercial fiber network. Tami Erwin Earlier in her career, she was Chief How do you define Verizon’s Marketing Officer of Verizon Wireless. purpose and how is being a Erwin leads by example in advocating for women, p u r p o s e - d r i v e n c o m p a n y a p a r t o f social fairness and equal opportunity. She was the exec- Verizon’s culture and values? utive sponsor of Women of Wireless, the employee Two years ago, we set out on a mission development program that, due to its success, broad- to create the networks that move the world ened into the global Women of the World initiative. As forward for four key stakeholders – our the executive sponsor of Verizon’s Veterans employee customers, employees, shareholders and resource group, she provides strategic oversight of society at large. In the broadest sense, the the programs and resources the company provides notion of creating networks is at the heart to its more than 10,000 veterans, active reservists of what we all do every day. It’s about the and military families. She is also active in Verizon’s connectivity, products and services we bring to Leadership Excellence Advancement Program and our customers, but it’s also about the intersecserves on the Paley Media Center Board of Trustees tion of human connections and technology. It’s and the board of the Verizon Foundation. In addi- about discovering innovative and never before tion, she served as the vice chairman of Chrysalis in thought of experiences that will change how Phoenix and vice chair of CommNexus in San Diego. we consume and engage with each other. And Erwin is a graduate of the Executive Program at the most importantly, it’s about the actions we Stanford University Graduate School of Business, take, together, and the impact we can have in and attended Pacific Union College, majoring in creating a better, more accessible and inclusive business administration. world for all.

Will you provide an overview of your role and key areas of focus? I lead Verizon Business, a global leader in 5G technology serving 97 percent of Fortune 500 companies with over 26,000 employees. As a team, we help businesses, governments and communities reimagine everything from their employees to end-customer experiences. At the core of my role, I’m focused on fostering a culture of customer-centricity and ensuring my teams have the tools they need to succeed. I started my career as a customer care agent, so customer-centricity is an area I am particularly passionate about. I encourage my teams to put our customers at the center of everything we do. Start with the customer, figure out their pain points, and think about how we can add value. We’re network and tech specialists, but we’re also problem solvers who help customers redefine and reimagine how they want to work as nearly every industry is undergoing rapid digitization. How did Verizon Business adapt the way it works to address the challenges caused by the pandemic and how proud are you to see the resilience of Verizon Business’ workforce during this unprecedented time? Since the start of the pandemic, we have seen how resilient the human spirit is. This is something the V Team has exhibited at every step of this journey. We’ve learned how to prevail in the face of constant uncertainty, we have dealt with an unfathomable amount of loss, and our normal routines have been uprooted.

“I encourage my teams to put our customers at the center of everything we do. Start with the customer, figure out their pain points, and think about how we can add value. We’re network and tech specialists, but we’re also problem solvers who help customers redefine and reimagine how they want to work as nearly every industry is undergoing rapid digitization.”



“It’s about the connectivity, products and services we bring to our customers, but it’s also about the intersection of human connections and technology. It’s about discovering innovative and never before thought of experiences that will change how we consume and engage with each other.” Yet, we have also learned to adapt, overcome and support each other along the way which is something I am immensely proud of. In terms of the broader business, we too have had to adapt to periods of uncertainty and change. I’m incredibly proud of how we reacted and responded to serve our customers in crisis – supporting them as they moved their businesses to their home offices, ensuring that hybrid working didn’t put security or service at risk and more. And now, I’m excited to reimagine what’s possible in the future we’re embarking on today. How is Verizon Business revolutionizing the customer experience? There has never been a more critical time for mobility, broadband and cloud, and building the 21st century platform for innovation. It has become clear that reliable connectivity has become an essential part of the way we live, work and play. At Verizon, we have built a 5G network that meets the moment and provides real-world, 5G-enabled solutions. With Verizon’s 5G, businesses spanning a whole variety of industries have accelerated digitization and increased innovation across entire verticals, and we’re just getting started. Verizon has been building toward key currencies of 5G for several years now – from robust throughput to low latency to faster service deployment than ever. We are paving the way forward and our customers will be the first to benefit.

How critical is it for Verizon Business to build a diverse and inclusive workforce? It’s essential. Diversity and inclusion are key tenants of any strong workforce in today’s world and it has to be about more than just representation. It’s about truly incorporating a feeling of belonging into the workplace and ensuring all employees have a seat and voice at the table. We as leaders must ask, “Did we engage everyone at the table?” and “Does everyone feel heard and seen?” If we can do that, we’ll build stronger and more engaged teams. Do you feel that there are strong opportunities for women to grow and lead in the industry? The conversation around women in the workforce is a conversation that is more critical than ever. Throughout the pandemic, women have been disproportionately affected by job losses. Income trends have revealed that women are more likely to permanently lose their jobs versus men, and women can also expect their income to fall by 50 percent more than men do. We have to recognize these disparities and take concrete action to ensure that, in this new world, inequality is stamped out. I’ve been proactive in ensuring that Verizon and Verizon Business play a key role in facilitating that change. What I will say is that the pandemic has highlighted a new style of leadership – the compassionate, caring and curious leader. Women in particular excel at these leadership

traits, and it’s time for us to embrace our strengths. When you consider the power that empathy has had over the past two years, you start to appreciate how much impact you can have when you show up and help others achieve their goals. You have held a number of leadership positions with Verizon during your career with the company. What has made the experience at Verizon so special for you? When you spend a significant amount of time at any company, you have to feel like you belong and that you’re being challenged. At Verizon, I’ve always been able to test myself and have always felt that hard work is recognized, acknowledged and rewarded. Crucially though, it comes back to our mission. When you look at some of the challenges the world is facing today, many of the solutions humanity is exploring come down to one thing: technology and how people can leverage technology for good to achieve a desired outcome. Verizon plays a leading role in that narrative and there’s still plenty more work to be done. From streamlining the way society manufactures cars, to exploring how low earth orbit satellites can connect people in rural communities, we are at the forefront of so many groundbreaking initiatives. That’s why it’s special – because I have the opportunity to take this company to places no other company has been, alongside some of the best colleagues and customers in the world.

“There has never been a more critical time for mobility, broadband and cloud, and building the 21st century platform for innovation. It has become clear that reliable connectivity has become an essential part of the way we live, work and play. At Verizon, we have built a 5G network that meets the moment and provides real-world, 5G-enabled solutions.”



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The Power of Trust An Interview with Janet Truncale, EY Vice Chair and Americas Financial Services Organization Regional Managing Partner FIRM BRIEF The global EY organization (ey.com) is one of the largest professional services organizations in the world. EY’s global member firms employ 300,000 people across 150 countries and generate $40 billion in revenues. EDITORS’ NOTE Janet Truncale build a financial services industry that is the Regional Managing Partner of inspires trust in financial institutions the EY Americas Financial Services and enables them to flourish while Or ganization. In this r ole, she supporting customers in achieving leads a diverse team of more than their financial goals and contributing 14,000 professionals across 90 to the health, growth and security of offices. During her 28 years in the the overall global economy. I am global financial services marketalso a member of the EY Americas place, she has provided assurance Operating Executive and US Executive and consulting services to leading Committee. Fortune 500 companies and worked I am motivated by cr eating with boards, audit committees and opportunities for our clients, our firm Janet Truncale senior management to r esolve and our people. I love to win and am complex business issues. Outside of always thinking about disruption and her EY role, she serves as the Board Chair for the competition. But that’s not just my competiWomen’s World Banking, a global nonprofit tive streak talking. When we win, we create devoted to giving more low-income women opportunities, and when we create opportuniaccess to the financial tools and resources ties, we deliver growth, which means we build they require to build security and prosperity. new career paths, engage in meaningful work Truncale received her BSE from The Wharton and drive the industry forward. School of the University of Pennsylvania and What have been the keys to the strength earned her MBA from Columbia University. She and leadership of EY Americas Financial is a certified public accountant in New York and Services Organization? is a member of the AICPA. For over 20 years, the Americas FSO region has led clients through events that transformed What does EY’s purpose of “Building a the financial services industry. We are proud of Better Working World” mean to you? our history of challenging the status quo and At EY, we are focused on building a developing market-leading solutions that have stronger, fairer and more sustainable financial helped reshape and redefine the potential of the services industry. When the stakes are at their financial services industry. highest, the world’s largest and most influential I have seen a lot of change throughout financial institutions call on us. We are the team my career, but one consistency I would note that rallies together to solve the most complex is a focus on building trusted relationships by challenges. Our dedication to Building a Better being genuine, transparent and empathetic, and Working World doesn’t stop when we leave the by holding ourselves accountable. During the office. I proudly serve as the Board Chair for pandemic, we felt the power of long-standing Women’s World Banking, a global nonprofit devoted to giving more low-income women access to the financial tools and resources they require to build security and prosperity. I am also a Managing Trustee for the Liberty Science Center in New Jersey, a not-for-profit learning center dedicated to inspiring the next generation of scientists and engineers. Will you highlight your role and key areas of focus? As Vice Chair and Regional Managing Partner for the EY Financial Services Organization (FSO) in the Americas, I am committed to protecting and advancing the interests of our clients, people and firm. I lead a diverse team of more than 14,000 talented professionals based in over 90 cities. This role gives me the great opportunity to work closely with EY’s clients to

trust as the steady hand we were honored to provide to our people and our clients. We continue to build on those relationships by being collaborative and proactive – helping clients see around corners and build long-term value through NextWave solutions for their most pressing issues. I would be remiss to not mention celebration as another key to our long-term success. Our people work extremely hard for our clients, so it can be easy to forget to pause and applaud a job well done. We encourage our partners to lead by example by taking the time to create a culture of care and appreciation. Recognizing good work, celebrating wins and learning from loss keeps the FSO both hungry and humble. How critical is it for EY to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when addressing client needs? Diversity and inclusiveness are not “nice to haves.” They are business imperatives. Inclusive organizations maximize the power of all differences and realize the full potential of their people. This minimizes blind spots, encourages truly innovative thinking and creates competitive advantages. We are proud that the talented professionals who make up our EY workforce span a broad range of experiences and backgrounds and bring varying perspectives. We can solve the toughest challenges together by valuing our differences, teaming inclusively and making EY a place where people feel safe to bring their whole selves to work and contribute their best.

“We are proud of our history of

challenging the status quo and developing

market-leading solutions that have helped reshape and redefine the potential of the financial services industry.”



“When the stakes are at their highest, the world’s largest and most influential financial institutions call on us. We are the team that rallies together to solve the most complex challenges.”

What has made it so important for you to commit your time and energy to mentoring the next generation of EY’s leaders? As the beneficiary of tremendous mentors and sponsors, I’m keenly focused on paying it forward and continuing my efforts to ensure EY is a place where all of our people can grow and thrive. Through the years, I have mentored and sponsored numerous people who have moved into significant leadership roles which has been incredibly gratifying. To continue building transformative leaders, we need to attract and develop the industry’s top talent. We are empowering our people to constantly learn new skills and gain new experiences to remain ahead of the curve in this rapidly changing environment. Our workforce was fully remote for more than a year, which prompted me to reassess our culture of apprenticeship and mentoring in a hybrid world. Mentorship programs, self-guided web-based learning, virtual live classes, and many other types of development continued – even thrived – during the pandemic, but I also believe in the value of spontaneous instances of discovery. Our future of hybrid work coupled with a hyperactive job market tells us that learning and coaching – and ultimately, creating strong interpersonal connections – will be the differentiator for retaining the best and brightest professionals. I am more passionate than ever about supporting our people’s development and encouraging them to open up to the art of the possible.

Do you feel that there are strong opportunities for women to grow and lead in the industry? The opportunities for women to lead are there, but we need to ensure the paths are clear and the journey is facilitated through deliberate and proactive efforts across DEI, mentorship and sponsorship. One way we help provide paths for growth, leadership and connection is through our professional networks. More than 30,000 EY US people are members of one of our nine organizations, which include networks for LGBT+ professionals, veterans, Black, Latinx and Asian employees; working families, people with disabilities, women, among others. Another way that EY is helping create balance is through our parental leave program, which includes paid paternity leave. Paternity leave can help level the playing field by creating gender equitable experiences. Since EY US equalized our fully paid parental leave policy in 2016, the percentage of dads who took three weeks or more of parental leave has increased from 45 percent to 93 percent (in 2020). When we see equity in parental leave, we send a strong message about work/life balance and that stepping away to care for your family does not have to slow down your career. In fact, I was on maternity leave with my second child when I was admitted into the partnership. Our data shows that these kinds of initiatives work. In a recent firmwide employee survey, 85 percent of our people shared that they felt like they belonged to a team. These

“So while the work at EY – and across the financial services industry – is far from done, I feel encouraged by the progress I have seen for creating more opportunities for women to succeed over my three decades as a working woman.”

scores increased year over year, and we see minimal difference in responses across gender and racially and ethnically diverse professionals. I love this statistic because I believe that people who feel accepted are more likely to bring their best selves to the table and meaningfully contribute to solving complex challenges. Another stat that makes me incredibly proud is that 40 percent of EY US promotions to partner or principal were women in 2020, an increase of 7 percent from the prior year and our largest class ever. In addition to companies’ formal programs to create opportunities for women, we are also seeing the impacts of the global pandemic on working women. A disproportionate number of women temporarily or permanently left the workforce, leaving behind a huge lesson about work/life balance. Flexibility to balance priorities outside of work is critically important, whether that be stepping away to pick up a child from school, eating dinner with family or walking the dog. Hybrid work is giving all of our people a chance to reflect on their personal needs and professional expectations, and then to talk to their teams about how to achieve balance. So while the work at EY – and across the financial services industry – is far from done, I feel encouraged by the progress I have seen for creating more opportunities for women to succeed over my three decades as a working woman. What advice do you offer to young people interested in building a career in professional services? Be hungry to learn and know that your growth will not just be about technical skill. You’ll learn about client management, team leadership, sector trends and so much more. Have an open mindset and don’t be afraid to raise your hand to stretch for things that feel uncomfortable – it’s the best way to grow your confidence and your career. Trust that you will have people who will support and cheer you on and then make sure you reciprocate that sponsorship as you advance. Most importantly, don’t underestimate the value of networks and friendship. Your relationships can lead to lifelong connections that will bring a deeper satisfaction to your work. Not every assignment will be high glamour, but if you are working side-by-side with people you respect and admire, every assignment will be high-value.




Embracing Change An Interview with Marie-Laure Delarue, EY Global Assurance Vice Chair EDITORS’ NOTE Marie-Laur e My role is to set the direction Delarue leads the EY Global and strategy for the service line so Assurance practice, which has over that Assurance stays relevant and 100,000 professionals worldwide. forward-looking and addresses the Prior to taking on this role, she was issues that matter most to our clients, EY’s EMEIA Banking & Capital people, and society. To make sure Markets Leader for Financial Services, we deliver quality in everything we responsible for connecting the leaders do, my focus is on four key areas: of EY’s banking accounts in Europe. How we develop and retain people; She was previously the Global Client how we use data and analytics to Services Partner for the largest drive quality assurance services, Eurozone bank and Global Client including audits; how we create Marie-Laure Delarue Service Partner for a Swiss multinavalue for stakeholders; and, ultitional investment bank. Delarue is mately, how we build trust on behalf a champion of women succeeding in financial of those we serve. services and acts as an advocate for EY’s diversity Today, the role of Assurance is about both and inclusiveness agenda. She studied at Sciences financial and nonfinancial reporting, and the Po and is a Certified Public Accountant. companies we work with are far more complex. They operate in complex ecosystems, their stakeWill you highlight your role and key areas holders have far-reaching expectations, and their of focus? risks, challenges and opportunities are those of I am the EY Global Vice Chair of Assurance, an ever-evolving data- and tech-led environment. the largest EY service line in terms of revenue In addition, their customers and employees and people, with around 100,000 professionals have emerged from the COVID-19 pandemic across more than 150 countries. The service line with new expectations. Sustainability and covers Audit, Financial Accounting Advisory climate change have become topics of focus. Services, Climate Change and Sustainability How companies adapt, play their part and Services, and Forensic and Integrity Services; report on how they contribute means that nonand together these teams play a fundamental financial reporting has a vital role to play in r ole in pr otectin g and pr omoting long- this matter. term value for stakeholders and enhancing All of this means that, if we want to help trust across the capital markets. the wider world, we must continue to attract

and nurture the best people so they can understand these companies and question them on these important topics. Personally, the commitment that the EY organization has to sustainability and the way EY teams collaborate, innovate and support clients’ ambitions to face the challenges posed by climate change are a real passion and source of pride for me. As an organization, EY is making great progress, with just one example being the recent announcement about becoming carbon negative in 2021 and net zero by 2025. What have been the keys to the strength and leadership of the EY Global Assurance practice? There are many ingredients in running a successful global professional services practice – and EY people and clients are always the best judges of what truly works – but I think what’s crucial is a willingness to embrace change. This starts with the leaders themselves as they move into global roles. They do this because they want to contribute to the future of the whole organization, and to grow beyond their local firm experience. Then, it’s about cultivating a high-performing team, built on trust and with diverse perspectives, from both audit and nonaudit. As a multidisciplinary team, we must continue to challenge ourselves and to look for ways to innovate, with data and people at the center of everything we do.

“Today, the role of Assurance is about both financial and nonfinancial reporting, and the companies we work with are far more complex. They operate in complex ecosystems, their stakeholders have far-reaching expectations, and their risks, challenges and opportunities are those of an ever-evolving data- and tech-led environment.”



“There are many ingredients in running a successful global professional services practice – and EY people and clients are always the best judges of what truly works – but I think what’s crucial is a willingness to embrace change. This starts with the leaders themselves as they move into global roles.” What do you see as the key challenges facing the banking industry as you look to the future? Banking is the sector in which I built my career and I have seen it go through an incredible amount of change. At a macro-level, the economic shockwaves from the COVID-19 pandemic mean many financial institutions are having to respond to complex operational, financial, risk and regulatory compliance issues, including technology and supporting process challenges. Existing regulations implemented after the financial crisis still need progression in areas such as anti-money laundering, data protection, and environmental, social and governance (ESG) risk. On social factors in particular, an important issue being addressed today is that financial services providers need to lead on helping to ensure availability, affordability and equality when it comes to access to financial products and services for underserved communities – both society and their stakeholders continue to demand action. And finally, it’s clear that the only world that truly works for everyone is a sustainable world, and we can’t get there without sustainable finance. Financial services providers need to continue to build an industry that is stronger, fairer and more sustainable. How critical is it for EY to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when addressing client needs?

In many organizations, diversity and inclusiveness are still treated as boxes that need to be ticked. But, for me, having a truly diverse workforce in which there is genuine inclusiveness is key to both creativity and effective decision-making. Our own internal research also found that gender-balanced teams didn’t just consistently produce better quality audits – they also had better financial performances overall. At EY, diversity is about all differences – whether that’s nationality, education, religion or even working styles and life experiences – and inclusiveness is about working to make sure people are valued for who they are, feel that they belong and can give their best. This is a value that EY truly embraces. I’ve seen over and over the difference it makes when leaders foster a culture that supports people from different backgrounds to bring their true selves to work. It’s something that has a positive impact on teams and ultimately significantly benefits clients, too. But it requires hard work, humility, persistence and continued education. You have been a champion for women succeeding in the professional services industry. What do you tell young women beginning their careers about the opportunities that exist to grow and lead in the industry? This is a real lifelong passion of mine and I am constantly speaking to young women about

opportunities within professional services, and the need to break down barriers in the wider working world. There is no denying that further change is needed, but there has definitely been progress and my experience in my 30 years with EY is that there are incredible opportunities for talented women across the organization. There is, however, much more to do. My message is – don’t accept any limits or boundaries, just because you are a woman. It should not stop you from doing anything. You must set your path and enjoy what you do. I would also encourage young women – and really anyone regardless of gender or age – to look for organizations that share their values; embrace diversity and inclusiveness; and, importantly, measure progress against commitments and hold themselves accountable. I also think mentorship is incredibly important. I have benefited from it myself throughout my career and continue to dedicate time to helping others by providing guidance and support. However, it’s important to know the difference between a mentor and a sponsor, who will also advocate for you and open doors. But all said, to be a transformative leader means being purpose driven. It means that you need to continuously invest in yourself and find professional opportunities that will help you reach your full potential.

“At EY, diversity is about all differences – whether that’s nationality, education, religion or even working styles and life experiences – and inclusiveness is about working to make sure people are valued for who they are, feel that they belong and can give their best.”




Leading Transformation An Interview with Julie Linn Teigland, EY EMEIA Area Managing Partner and EY Global Leader - Women. Fast forward EDITORS’ NOTE As EY EMEIA am particularly proud to say that I was Area Managing Partner, Julie Linn appointed as the first female EY EMEIA Teigland leads a geographic area Area Managing Partner in July 2019. It comprising member fir ms with is my role to lead the EY EMEIA busimore than 121,000 people across ness, its clients and its people towards 97 countries and r epr esenting a sustainable and inclusive future, combined revenues over $15 enabled by technology. We are in billion. In this role, she is responthe midst of a paradigm shift, where sible for international tax advice, success is beginning to be defined auditing, advising large clients differently. To be successful, CEOs and and accompanying business transbusiness leaders such as myself must formations. She has served as lead recognize that we have a role to play Julie Linn Teigland partner for several Fortune 500 in solving global challenges. Never has clients. Previously, she led one of that been more apparent than when the largest EY regions in EMEIA: Germany, the COVID-19 pandemic hit. Having been in the Switzerland and Austria, where she led busi- post for a little over six months, I had to navigate ness transformation efforts within EY and with unprecedented change to ensure the well-being member firms’ clients, as well as several major of our people, the sustainability of our business, acquisitions. Teigland is also the Global Leader and to better address the full scale of evolving for the EY Women. Fast forward initiative and client needs. is a key player in progressing gender equality. We continue to face global challenges that She is a prominent voice of the Women20 (W20) require us to transform at a pace to live our global agenda. She serves on several boards purpose of building a better working world and across Europe and the U.S., such as UN EQUALS, deliver value that will benefit all stakeholders. JA Europe, Atlantik Brücke and the American We will need to work to different success Council on Germany. measures in terms of non-financial dimensions; of social, and environmental, performance. EY Will you highlight your role and key areas has begun that journey with the publication of focus? of our new EY Value Realized report which As EY Europe, Middle East, India and Africa introduces the new World Economic Forum’s (EMEIA) Area Managing Partner, I am a member of Stakeholder Capitalism Metrics, which we have the EY Global Executive – the highest EY body – helped develop. Transformation sits at the heart and responsible for the strategy and operations of my agenda and I am pleased that through the of the EY EMEIA business, with over $15 billion uncertainty we have driven year-on-year growth in revenue and 121,000 people in 97 countries. I across the EMEIA region.

What have been the keys to EY’s strength and leadership in the EMEIA region? While the diversity of EMEIA is perhaps its greatest asset, we are strongest together. That is why I’ve led the largest consolidation and integration of EY regional businesses and completed 18 acquisitions to extend the service offering and capability of the EY EMEIA business. We have also accelerated the digital transformation of the EY EMEIA business as well as its diversification into new future-focused service areas centered around strategy, sustainability and technology consulting. As part of EY Ripples, the EY corporate responsibility program, our people have been driving wider societal impact with 11.7 million lives positively impacted. EMEIA was the highest performing division in this area from fiscal year July 2020 to June 2021. Our drive for business transformation and our commitment to purpose – in particular gender, education and digital parity – have been key to our strength. Clearly, I have to mention our amazing partners and our people who are working to put our clients first, every single day. Fostering an exceptional EY experience includes innovative learning programs to provide the skills for today and tomorrow. In EMEIA our people have earned 45,247 EY Badges for future-focused skills such as data science and artificial intelligence, as well as transformational leadership and inclusive intelligence. You have been a leader in transformation processes, especially relating to digital transformation. Will you highlight this focus and what you see as the keys to digital transformation?

“We are in the midst of a paradigm shift, where success is beginning to be defined differently. To be successful, CEOs and business leaders such as myself must recognize that we have a role to play in solving global challenges.”



“We continue to face global challenges that require us to transform at a pace to live our purpose of building a better working world and deliver value that will benefit all stakeholders. We will need to work to different success measures in terms of non-financial dimensions; of social, and environmental, performance.” As a leading global professional services organization, EY plays a pivotal role to organizations and opinion-formers on the world stage. This role comes with responsibility, but also has powerful potential to truly make a difference in transforming the business landscape and wider societal impact. The pandemic has catapulted us into the digital-first era literally overnight. Unsurprisingly, the results of many studies conclude that technology acceleration has become one of the most significant drivers of transformation. But businesses will perform better if they can use these new technologies as instruments of creativity, and if they can harness their power in service of their core purpose. Leaders should focus on building trust with their stakeholders – this will enable their businesses to reap the full benefits of deploying technology such as AI and data science. In a hyper-connected, increasingly online, and virtual world, trust matters more than ever. People want to have trust in the organizations they buy from, and in the organizations they work for. So, to realize the value of technology to improve the human experience in our increasingly virtual world, it will be crucial to build on the two key linchpins of forward-looking risk management practices and strong cybersecurity. Both will be essential. You serve as Global Leader of the EY Women. Fast forward initiative. What was the vision behind this initiative and will you highlight its impact? The vision for EY Women. Fast forward is to accelerate the pace of change, closing the gender

gap for women in business earlier than predicted. We seek to enable and inspire women to advance their careers and their enterprises to greater levels than they thought they could achieve and to develop the next generation of leaders among the girls and young women of today. What we have been able to achieve demonstrates the power and potential of this program. Women entrepreneurs who have started in our programs show increased CAGRs of 65 percent or more, increasing head count and investments back into their communities. As part of our policy work, we have contributed to recommendations on the role of public procurement in creating opportunities for women-owned businesses to scale and grow. We have particularly ramped up efforts since the start of the pandemic and have launched programs to inspire women to advance their careers, touching over 8,000 professional women since March 2020. Alongside this we have led policy discussions at the global level around inclusive growth with a focus on closing the digital gender divide, equal pay for equal value of work and flexible work arrangements. I would also highlight the particular focus on the need to reskill and upskill women in STEM subjects and we developed STEMApp with a goal to reach one million girls to drive focus on STEM related fields. Do you feel that there are strong opportunities for women to grow and lead in the industry? I’m incredibly optimistic about the opportunities for women to grow and lead in the

industry. We have made great strides and in EMEIA this year, I am pleased to say that 30 percent of our partner promotions are women. A third of the leaders in our Global Executive Committee are women. What can be measured can also be changed and we are holding ourselves to account. Diverse perspectives, combined with an inclusive culture, drive better decision-making, stimulate innovation, increase organizational agility and strengthen resilience. As the future of work changes, it is especially important that we make sure we are building a digital future that is inclusive. I’m so proud of the work we are doing at EY to build the workforce of the future, one that is diverse and where everyone has a sense of belonging. But at the same time, we must recognize that gender equality is proving challenging to achieve. According to the World Economic Forum, we are currently experiencing the biggest setback in gender equality for a generation. COVID-19 has disproportionately impacted women. For example, the World Bank has seen more female businesses close during this pandemic than male, and women, who make up the majority of caregivers, have experienced an increase in unpaid work. We all have a role to play. I always say – if you want to go fast, go alone. If you want to go far, go together. For all of us who are leaders, regardless of gender, we need to help bring others along with us on this journey. If we want to build a better working world for all, we need to reach for the stars.

“As a leading global professional services organization, EY plays a pivotal role to organizations and opinion-formers on the world stage. This role comes with responsibility, but also has powerful potential to truly make a difference in transforming the business landscape and wider societal impact.”



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Mutual Values An Interview with Kamilah Williams-Kemp, Vice President, Risk Products, Northwestern Mutual EDITORS’ NOTE In her current How do you describe Northwestern role, Kamilah Williams-Kemp leads Mutual’s culture and how critical the department charged with driving is culture to the success of the Northwestern Mutual’s industrycompany? leading, long-term risk value by As a company that has been focusing on top-line growth and around for more than 160 years – bottom-line results. Since joining surviving depressions and economic Northwestern Mutual in 1999, she downturns, two World Wars and has held various leadership roles pandemics – cultur e is foundaspanning across the enterprise tional to our long-term success. At including HR, underwriting operNorthwestern Mutual, our culture is ations, insurance products, and deeply anchored in what we call our career distribution. She has served Kamilah Williams-Kemp “Mutual Values,” which guides all of us as chair of the African American to continually consider how we best Employee Resource Group (ERG) and execu- serve our clients. This leads to a clear shared tive sponsor for the Asian ERG; both groups have vision and purpose across our organization and been ranked in the Top 25 of the Diversity Impact within our teams – one that stands the test of Awards for ERGs worldwide. Williams-Kemp is time and accelerates our momentum. Every day, a member of the global Executive Leadership we’re guided by our vision to free Americans Council and enjoys mentoring others to help them from financial anxiety so that they can live the reach their full potential. She serves on the boards life they want, both today and tomorrow. for Rogers Behavioral Health System, the African Will you provide an overview of your American Leadership Alliance of Milwaukee role and key areas of focus? (AALAM), and Rocketship Public Schools. She I currently lead Risk Products at has been recognized as an influential business Northwestern Mutual, which is directly responleader in various publications, including Black sible for product development, product innovaEnterprise and Savoy magazines, as well as being tion, product competition and positioning, and awarded in the Go-Getter category of the Girl Scouts of Wisconsin. Williams-Kemp earned a BS degree from Northwestern University and an MBA with honors from the University of Chicago Booth School of Business. COMPANY BRIEF Northwestern Mutual (northwesternmutual.com) has been helping people and businesses achieve financial security for more than 160 years. Through a holistic planning approach, Northwestern Mutual combines the expertise of its financial professionals with a personalized digital experience and industry-leading products to help its clients plan for what’s most important. With $308.8 billion in total assets, $31.1 billion in revenues, and $2 trillion worth of life insurance protection in force, Northwestern Mutual delivers financial security to more than 4.75 million people with life, disability income and long-term care insurance, annuities, and brokerage and advisory services. The company manages more than $200 billion of investments owned by its clients and held or managed through its wealth management and investment services businesses. Northwestern Mutual ranks 90 on the 2021 FORTUNE 500 and is recognized by FORTUNE® as one of the “World’s Most Admired” life insurance companies in 2021. VOLUME 45, NUMBER 1

“As a mutual company, we succeed when our clients succeed. And because we report to our clients – not Wall

Street – we always take a long-term approach.”

advanced markets for all risk products. Risk products are those that people need to have in their financial plans to ensure that they and their loved ones are protected financially from the unexpected. They include life insurance, disability income, long-term care and annuity products. The best long-term results come when risk products work hand-in-hand with investments as part of a protect-and-prosper approach. What this means is we provide options in financial plans that can connect investments for growth, life insurance for protection and guaranteed growth, and annuities for guaranteed retirement income. The combination of these assets in a managed financial plan has been proven to result in greater financial outcomes than investment-only strategies. My team constantly thinks about how to develop and manage our insurance products so that they can be blended the right way with investment solutions in individual financial plans. When we do this successfully, we can help people eliminate worries around the whatifs, so they can focus on what-can-be. How do you differentiate Northwestern Mutual’s’ risk products offering and how is Northwestern Mutual continuing to innovate with its risk products? First and foremost, I’d come back to “Mutual Values.” As a mutual company, we succeed when our clients succeed. And because we report to our clients – not Wall Street – we always take a long-term approach. Our longterm view is what enables us to deliver industryleading product value backed by unsurpassed financial strength. This means when you purchase a Northwestern Mutual risk product – for example our foundational product, whole life insurance – you become a policyowner, and we share our success with you. In 2022, our policyowners are expected to receive an estimated $6.5 billion in dividends. Dividends are one of the most important ways that Northwestern Mutual demonstrates its mutuality, and policyowners can use their annual dividends to increase the accumulated value of their life policy, in some cases increase the death benefit, reduce the out-of-pocket cost of their premiums, or fund immediate financial needs by receiving their dividends as distributions in cash. It also means we will be there when you need us. We’ve earned the highest financial LEADERS 101

“We will continue to embrace digital disruption to deliver the best possible experience for our clients and for our advisors and we know innovation is how we’ll get there.”

strength ratings of any life insurer from all four major credit rating agencies and in 2020 we paid $5.5 billion in insurance claims to our policyowners. When it comes to innovation, we’re not afraid of disrupting our business, processes or products to be competitive, secure new growth opportunities and improve the experience for our clients. A decade ago, when we started to see the impact technology would have on our industry, we formalized innovation at Northwestern Mutual. The ideas that began to emerge made it possible for us to transform from a traditional life insurance company to a digital business with a singular focus on helping people achieve financial security. We will continue to embrace digital disruption to deliver the best possible experience for our clients and for our advisors and we know innovation is how we’ll get there. How critical is it for Northwestern Mutual to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions? We know that the best client service and financial industry leadership starts with our people – building a diverse team and an inspiring, inclusive workplace where everyone can be, and do, their best every day. It is critical that our teams represent the great diversity of our communities we proudly serve, including people of all abilities and anything else that makes us unique as individuals. The collective ideas, opinions, and creativity of a diverse workforce are necessary to deliver the innovative financial solutions our clients need and expect. I’ve also been an active leader and participant in our company Employee Resource Groups. I was a founding member of the African American Employee Resource Group and past executive sponsor of the Asian American Employee Resource Group. These experiences have enabled me to contribute more directly to ensuring that we are creating an environment where employees can fully engage and contribute to the success of the business. At Northwestern Mutual, we are also dedicated to supporting and promoting diversity, equity, and inclusion not just within our company, but within our communities nationwide and the businesses we partner with and invest in. In 2012, we outlined a 15-year road 102 LEADERS

map to help us be more intentional and have a shared focus as a company that emphasized developing leaders and becoming more inclusive. Last year, we organized a Sustained Action for Racial Equity (SARE) task force, chaired by our CEO, charged with identifying what we can do to make the biggest difference in our company and communities. Through this work, we are examining inequality and racism from every perspective. I’m personally involved in this work and am looking at how we can be relevant and make an impact in different communities. What do you see as Northwestern Mutual’s responsibility to the communities it serves and to being a force for good in society? We have a long-standing, active commitment to the communities in which we live and work. Giving back is something that is ingrained in our culture. There are many ways we do this, with one of the most prominent being the efforts of the Northwestern Mutual Foundation. The Foundation has given more than $400 million since its inception in 1992 and is designed to create a lasting impact in the communities where the company’s employees and financial representatives live and work. We accomplish this by combining financial support, volunteerism, thought leadership and convening community partners to deliver the best outcomes. Our efforts are focused nationally on curing childhood cancer, and locally on education, neighborhoods and making our hometown of Milwaukee highly competitive and a great destination. Personally, I’m proud of our efforts and the strides we’re making. It’s so important that all our communities have an opportunity to achieve financial security. Do you feel that there are strong opportunities for women to grow and lead in the industry? Absolutely. I have spent 20 years across multiple dimensions of the insurance and financial services industry. As a former underwriter who now oversees all of Northwestern Mutual’s risk products, I can attest that there are ample opportunities for women and people of color to assume leadership roles. I always knew I aspired to be a leader, but to realize my goal I needed a broader and more robust understanding of the organization.

That’s why I worked to break outside my silo and sought out opportunities to learn as much as I could, and the company has supported me in my efforts every step of the way. Over two decades, I have built my leadership skill set through roles in human resources, distribution and insurance products, and pursued my MBA along the way to further expand my perspective and knowledge. Each of these steps were deliberate, and so was the work I put in. It has truly been a fulfilling journey and has enabled me to pave the way for others. Of course, my path is only one of many. We also see women building incredibly successful businesses and careers as Northwestern Mutual financial representatives, many of which have been recognized by prominent third-party accolades and industry rankings. What advice do you offer to young people interested in building a career in the insurance industry? It has never been more important for people to look at their finances holistically – through the dual lens of wealth growth and wealth protection. This trend won’t go away, nor will the demand for holistic financial advice and trusted financial partners who can deliver long-term value and security. So, my advice is to jump in and build a career, because this industry can offer a lifetime of opportunities professionally and personally. It certainly has for me. You joined Northwestern Mutual over 20 years ago. What has made Northwestern Mutual so special for you and a place where you have wanted to spend so much of your career? Northwestern Mutual has consistently pushed me to grow as a person and as a leader. There is one example I can share that really underscores this. In 2018, I gave birth to my second child, while guiding my team through a critical corporate transition, and becoming a caregiver for my mother who has memory issues resulting from emergency brain surgery. It was a trifecta of personal and professional challenges throughout which the company and my team were steadfast in their support, encouragement and most of all, belief in me. Ultimately, I get to go to work each day and help people reduce their financial anxiety. It’s something that matters to me on a personal human level, and something I think we can all relate to. It’s part of what drives me, and part of what makes Northwestern Mutual so special.



Leaders. Visionaries. Trailblazers.





Greenberg Traurig congratulates all of the women leaders in this special edition, including our own Lori G. Cohen, G. Michelle Ferreira, Shari L. Heyen, and Nikki Lewis Simon. Together these women are creating positive and measurable impact in their profession and communities for generations to come.

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The Future of Healthcare An Interview with Jill Kalman, MD, Senior Vice President, Chief Medical Officer and Deputy Physician-in-Chief, Northwell Health EDITORS’ NOTE Dr. Jill Kalman challenge was something that I very joined Northwell Health in May much aspired to do. The opportunity 2014 as associate medical director to lead the physicians, and the in the Office of the Chief Medical clinical and quality strategy across an O f f i c e r, a n d a s t h e a s s o c i a t e extremely large health system such medical director at Long Island as Northwell Health, is a wonderful Jewish Medical Center. She later opportunity. In assuming this role, served as medical dir ector and there is already extensive structure then executive director of Lenox to keep our large and diverse health Hill Hospital and was responsible system connected, and I am fortunate for the quality of patient car e, to be able to assume the role with safety and day-to-day operations. so many important pieces in place. Jill Kalman Dr. Kalman was also the medical It is critical to listen to all of the director for the office of patient stakeholders and to engage in their a n d c u s t o m e r e x p e r i e n c e f o r N o r t h w e l l strategy to hear diverse perspectives and Health, in which she led the initiative for the approaches for the ongoing success of the physician’s role in the patient experience. She health system. is an expert in congestive heart failure and Northwell Health has been on the has published extensively in that area. She front lines fighting COVID-19 since the began her career on faculty at Mount Sinai early days of the pandemic. How important Hospital. She also started and developed the has it been to focus on the emotional and Heart Failure Program at Beth Israel Medical mental well-being of your physicians and Center and was subsequently recruited to New clinicians who have sacrificed so much York University Medical Center as Director during this unprecedented time? of the Cardiomyopathy Program and Chief It is our most critical focus at this time. of Cardiac Services of Tisch Hospital. After I was running Lenox Hill through the first graduating with honors from the University year of the pandemic and the way our of Pennsylvania, Dr. Kalman received her frontline physicians, clinicians and all of medical degree from the Mount Sinai School of our team members showed such strength and Medicine. She completed her internal medicine resilience during this uncertain time was r esidency, chief r esidency and cardiology truly remarkable. This crisis also revealed fellowship at the Mount Sinai Medical Center, the strength of our entire health system and including a research fellowship in heart failure to see what we were able to accomplish, and cardiac transplantation. never running out of PPE and ventilators, and always being there to serve patients I N S T I T U T I O N B R I E F N o r t h w e l l H e a l t h and keep our staff safe, was a testament to (northwell.edu) delivers world-class clinical what Northwell Health stands for and how care throughout the New York metropolitan area, we live our mission. pioneering research at the Feinstein Institutes for The strength of our health system in its Medical Research, and a visionary approach to ability to provide the central vision and medical education, highlighted by the Zucker strategy for battling COVID and for the local School of Medicine at Hofstra/Northwell and hospitals to effectively carry out that strategy Hofstra Northwell School of Graduate Nursing is what makes Northwell so special. The and Physician Assistant Studies. Northwell challenge going forward is to take the lessons Health is the largest integrated healthcare lear ned fr om our physicians, clinicians system in New York State with a total workforce and all frontline staff to ensure that we are of more than 76,000 employees – the state’s approaching the future in the most thoughtful largest private employer. and effective way. What do you see as the role of the Will you highlight your new r ole at hospital in the future in order to most Northwell Health and what excited you ef fectively addr ess the challenges in about the opportunity? healthcare? I was extremely excited for this new role. We want to deliver care in the right When I look at my career, taking on this new place at the right time and to bring services 104 LEADERS

to patients outside of the hospital when possible in varied settings, whether that is ambulatory centers, clinician offices, or care in the home. This enables patients in the hospital to have the appropriate services focused on them. When we look at the hospital of the future, one of our lessons learned from the pandemic was the need to be prepared for unprecedented events and to have the innovation and creativity to deliver care differently depending on the situation. It is all about delivering the right care in the right place when the patient is in need. How critical is it for the workforce of Northwell Health to mirror the diversity of its patients and the communities it serves? There is extraordinary diversity in the communities we serve and the geography that we cover. Northwell Health has an extremely diverse workforce, but this is an ongoing focus and there is always more work to be done. It is vital that our workforce at all levels look like the patients we take care of and the communities we serve. This is a commitment from senior leadership. Northwell Health has a long history of addressing societal issues and being a force for good in society. Will you discuss Northwell’s culture around giving back and making a difference? We are one of the largest workforces nationally and internationally and we have the ability to make an impact on the most critical issues, whether it is gun violence prevention, immigration, insurance or other policy issues. I am very proud that we take on the tough issues and help drive the conversation around how to solve them. Did you know at an early age that you were attracted to medicine and that this was how you wanted to focus your career? I dissected a frog in ninth grade and that was the moment I knew that I wanted to be a doctor. I grew up on Long Island and I still think about trying to find my ninth grade teacher to let him know how much that moment impacted my future career. That formative moment was the start of my path to pursue medicine and to fulfill my passion of taking care of patients and delivering great healthcare.



Partnering with the Community An Interview with Lorraine Chambers Lewis, Executive Director, Long Island Jewish Forest Hills EDITORS’ NOTE As Executive heart of Queens and the impact that Director, Lorraine Chambers Lewis we are able to make in providing oversees the day-to-day operaaccess to the community and doing tions and strategic plans for Long this type of work is exciting. Island Jewish Forest Hills hospital, Will you discuss Forest Hills a 312-bed community teaching hospital’s focus on prevention hospital that provides inpatient and wellness and to working with medical and surgical care, intenthe community to address health sive car e and women’s health needs before illness? services. She previously served as I believe that a hospital has Vice President of Employee Health a responsibility to the community Services overseeing the administrait serves to keep that community tive occupational health needs Lorraine Chambers Lewis healthy. The way to do this is to focus of Northwell Health’s workforce. on preventing illness and taking a Under her leadership, that workforce was ferried holistic approach to a person’s health; it cannot through health crises like Ebola, H1N1, and just be about coming to the hospital when most recently the COVID-19 pandemic. A physi- you are ill. This happens when you focus on cian assistant since 1993, Chambers Lewis has preventive health and when you are out in the worked in emergency medicine, critical care, community being seen and building relationinternal medicine and occupational health. ships, and this is a big focus for us at Forest She began her career at Queens Hospital Center Hills hospital. I think this is especially important and came to Northwell, then North Shore-LIJ in a community like Queens which has such a Health System, in 2002 as a supervising physi- diverse population and different pockets within cian assistant for Long Island Jewish Medical the community. The entire community needs to Center’s emergency department. After transi- know that Forest Hills hospital is a partner and tioning to occupational health in 2007, she took provides high-quality healthcare with a diverse, on positions of increasing responsibility as the talented workforce. function grew during a time of rapid expanThis was apparent during COVID as sion for Northwell. In addition to launching Queens was the epicenter of the epicenter Northwell’s first injury management and preven- in our country and Forest Hills hospital was tion program for worker safety, she launched an there to serve the community in this time of occupational health business model for direct need. Our team stepped up and showed resilto employer clients including an on-site health ience during this crisis and we are focused and wellness clinic. Chambers Lewis is a grad- on continuing to show our level of care and uate of The CUNY School of Medicine Physician service excellence as we address the future Assistant Program and received her MBA in needs of our community. Quality Management from Hofstra University. You mentioned the diversity of the She is also a fellow of the American College of population in Queens. How critical is it for Healthcare Executives. Forest Hills hospital’s workforce to mirror the diversity of the community it serves? Will you highlight your new role as execuIt is vital that our workforce reflects tive director of Northwell Health’s Long the community that we are serving. Our team Island Jewish Forest Hills hospital and members are from all over the world, and part what excited you about the opportunity? of our culture is to celebrate our differences I was very excited about this new role and to build an inclusive environment. Many of as I have been working in various positions our team members have been with Forest Hills in healthcare since 1993, as a physician assis- hospital for decades and we have a tight, family tant, healthcare administrator and other func- culture. This comes through to our patients who tions. The opportunity to oversee a hospital come to Forest Hills hospital and see that our and to set the strategic vision and plan around workforce is from the community and speaks providing access to and serving the commu- their language and understands their needs. nity in Queens is a wonderful opportunity and This builds trust with the community and makes I feel fortunate to be in the role. Forest Hills us a better organization in our mission to deliver hospital is located in a very dense area in the high-quality care. VOLUME 45, NUMBER 1

How proud are you to see the strength and resilience of your team members in addressing the pandemic and how important has it been for Forest Hills hospital to be there to support the emotional and mental health concerns of your team? Our team members were the ones delivering care early in the pandemic during a time when there was so much uncertainty. I have such pride and respect for all of them. Prioritizing their well-being and supporting their behavioral health needs is crucial for them and their families to move forward. We cannot put our heads in the sand. Successful organizations address these concerns directly by providing various ways and environments in which team members can get support. Northwell meets people where they are and ensures a culture that makes it comfortable to reach out for support. Resilience is not an endless commodity. We have to provide the tools to truly aid our team members. Will you discuss the value and importance for Forest Hills hospital being a part of Northwell Health and having the support and backing of such a large, industryleading health system? Being a part of Northwell Health is a major component of what we want our community to better understand. When you walk into the doors of Long Island Jewish Forest Hills hospital, you are walking into Northwell Health with all of the resources and support and advanced care that the entire health system is able to offer. A patient has access to all of the immediate services at Forest Hills hospital, but also has access to all of the advanced medical services that are provided throughout Northwell Health. This was a huge component of the level of care that we were able to provide in dealing with COVID in our community. We were able to move patients around based on need and were able to continue to take new patients because we are a part of a large health system like Northwell Health. What has made working in healthcare so special for you? I went into healthcare because it was always fascinating to me, whether it be how our bodies work, how we heal, or how we stay healthy. I was attracted to the idea of serving people in need and taking care of others. I am fortunate to be able to do this as part of Northwell Health which is committed to excellence and putting the patient first.



Keeping Care Local An Interview with Amy Loeb, EdD, RN, Executive Director, Peconic Bay Medical Center EDITORS’ NOTE As executive money to build “Central Suffolk director, Amy Loeb is responsible for Hospital” was raised in the community all strategic initiatives and operaafter a farmer died from a heart attack. tions for Peconic Bay Medical Center Community support through volunand the Peconic Bay Medical Group. teerism and philanthropy has been a The 144-bed community hospital is cornerstone of growth for Peconic Bay a leading facility on Long Island’s Medical Center. Since 2004, Peconic East End, embracing significant Bay Medical Center has raised over growth and expansion including $100 million dollars in philanthropic the construction of the $67.8 million support. This support has transformed Corey Critical Care Pavilion and the the physical plant in extraordinary Kanas Regional Heart Center. Dr. ways. Amy Loeb Loeb started her career at Northwell While our physical plant with Health in 2005 as a registered nurse the latest in technology and beautiful at Huntington Hospital and has since assumed spaces is critical, it is our people that make the progressively senior leadership roles. In 2015, magic happen. When people come to PBMC, she joined Peconic Bay as chief nursing officer they find that we treat everyone as if they are a and was a pivotal member of the senior leader- loved one, friend, or neighbor. This is because, ship team that helped guide the hospital’s transi- in general, we are working with and taking tion to the health system. She most recently was care of our neighbors and it is our culture. This deputy executive director, responsible for leading culture is one that I’ve personally committed day-to-day operations, where she drove signifi- to preserving even as we grow, modernize, cant improvements in patient experience, clin- and welcome talented individuals from “up the ical quality, patient safety, and external hospital Island” or west of the William Floyd Parkway. ranking surveys. During the COVID-19 crisis in The culture of greater Northwell and the 2020, Dr. Loeb coordinated all aspects of clinical culture of Peconic Bay Medical Center mesh surge capacity planning and execution, business beautifully. This happens because, as big as recovery and institutional safety helping ensure Northwell is, it is committed to clinical excellence access to hospital care for the 250,000 commu- and growing our people so when PBMC joined nity members. Dr. Loeb holds a bachelor’s degree Northwell in 2016, our commitments were totally in nursing, an MBA in Healthcare Management aligned. PBMC didn’t always have the resources from St. Joseph’s College and a Doctor of Education to grow services, to recruit enough amazing from Columbia University’s Teachers College. talent, and to develop its own. I feel so fortunate to have joined PBMC as the Chief Nursing Officer Will you provide an overview of your role at the time when we joined Northwell. We have and areas of focus? been able to do amazing things here with the I have the privilege of leading a team of strategic vision of Michael Dowling (Northwell 1,500 caring individuals who are working CEO) propelling us and the people at PBMC ready together to meet the healthcare needs and are and excited to do the work. The team welcomed committed to improving the health of eastern the opportunity to broaden services provided to Suffolk county’s 250,000 residents over 400 their loved ones, friends, and neighbors, and they square miles. We provide comprehensive care are very proud to be a part of the transformation. including primary, specialty, trauma, cardiac, How critical is the construction of the cancer, obstetrics and neonatology, women’s $67.8 million Corey Critical Care Pavilion and men’s health, orthopedics, rehabilitation, and the Kanas Regional Heart Center to the and home care. I am very focused on keeping future of Peconic Bay Medical Center? care local, which is what our community The Corey Critical Care Pavilion and the expects of us. Kanas Regional Heart Center leveled up the care Will you highlight the history and in the area significantly. As we were designing heritage of Peconic Bay Medical Center and and then building it, we couldn’t know that we what have been the keys to its growth and would open it during a global pandemic. Just industry leadership? three days after we received our first patient Peconic Bay Medical Center has its roots with COVID-19, we more than doubled our deep in the local farming community. In fact, intensive care capacity, had additional fully 106 LEADERS

functional space to surge into, and had a shell space for testing and vaccinations. This was a fortunate gift to us during the challenging times in the spring of 2020. We had planned on a significant growth in services. Having a state-of-the-art intensive care unit, staffed with an incredible critical care team and with the support of eICU, we can now care for patients that we couldn’t before. For example, we now care for patients with intraaortic balloon pumps (IABP), a device that supports a patient’s heart with excellence in care, close to home. The Kanas Regional Heart Center has provided for the most modern cardiac catheterization and electrophysiology labs on Long Island. People experiencing a heart attack can now be treated here in Riverhead. Previously, people were transferred or brought directly to a hospital far west, losing precious time in the process. There is a saying “time is muscle” and we are saving hearts by saving time. How proud are you to see how Peconic Bay Medical Center’s team at all levels of the institution adapted the way they work and showed such compassion and selflessness as it treated patients during the pandemic? The past year and a half has been the most challenging and yet pride inspiring of my 18 year career as a nurse and a leader. I think that the challenge speaks for itself, but the pride is worth expanding upon. I witnessed the best of what it means to be human during this time. Selflessness – we showed up, ready to do whatever it took to take care of people and minimize suffering. Our leaders were present. I was blown away by Michael Dowling’s presence in the hospitals and “COVID Units.” Ingenuity – we did whatever we had to do to get it done, moving units, creating new pieces of equipment, creating clinical protocols, and essentially building a plane while flying it. Community support – our community had parades, donated supplies, and often even fed us. This support helped us get through the toughest of days. I am so proud of and will never forget the compassion. I watched in awe of the care team that took care of patients with COVID and who facilitated visits with loved ones over an iPad. Day after day, hour after hour, these individuals facilitated a conversation, often a final conversation. This to me was an ultimate act of compassion and selflessness.



The Cornerstone of Healthcare An Interview with Launette Woolforde, EdD, DNP, Chief Nursing Officer, Lenox Hill Hospital, Lenox Health Greenwich Village and Manhattan Eye, Ear and Throat Hospital, Northwell Health EDITORS’ NOTE Launette Woolforde, These past two years have been EdD, DNP, is a renowned expert challenging both physically and in nursing and education. At mentally for nurses and other healthNorthwell Health, she serves as chief care team members. The pandemic nursing officer of the health system’s brought us to a standstill as it took over Manhattan properties, including our lives and as such, the world got a Lenox Hill Hospital, Lenox Health glimpse into what nurses do day in and Greenwich Village and Manhattan day out. Up until recently, I think many Eye, Ear and Throat Hospital. Dr. people underestimated or simply didn’t Woolforde joined Northwell in 2005, understand nurses’ roles. Nurses are life where she has held several clinsavers; highly skilled caregivers who ical leadership roles. She has also bring a combination of extensive knowlLaunette Woolforde served in the academic setting as a edge and empathy to the work they do. professor at several nursing schools. Northwell Health nurses are among Prior to her role overseeing nursing care in the best there are. I was amazed to see how many Manhattan, Dr. Woolforde was Northwell’s Vice nurses came forward from other areas to work President of Nursing Education and Professional alongside our front line team. Nurses who had not Development, responsible for a broad scope of stra- been at the bedside in years, nurses who worked in tegic efforts and educational programs that influ- non-clinical areas – all were willing to go to where ences more than 18,500 nurses across the health help was needed most in order to support each system. She is also an assistant professor at the other and help save lives. Northwell Health has Donald & Barbara Zucker School of Medicine at done an exceptional job of providing the resources Hofstra/Northwell. She is an inductee of Columbia necessary for nurses to provide safe, high-quality University – Teachers College Hall of Fame, a care and that was especially evident during the fellow of the New York Academy of Medicine, height of the pandemic in our New York area. I and a fellow of the esteemed American Academy remain honored to be a nurse and humbled by the of Nursing. Dr. Woolforde’s professional achieve- bravery and compassion of my colleagues. ments include co-leading Northwell to become the What ar e your key priorities for first health system to earn Center of Excellence in Northwell Health’s Manhattan properties in Nursing Education status from the National League order to make sure it remains an industry for Nursing. She also co-authored the current leader in nursing? national Scope and Standards of Practice for My key priorities focus on executing the Nursing Professional Development. She has earned mission and vision for Northwell Health across numerous degrees, including a Doctor of Nursing our Manhattan region. I am driven by our strategic Practice from Case Western Reserve University and plan and ensuring that, as we strive to be the top a Doctor of Education from Columbia University, provider of care, nurses are integral in driving us Teachers College. toward the achievement of our goals. Improving efficiency in our workflow and care delivery How proud are you to see the strength and models in order to improve quality while reducing resilience of Northwell Heath’s nursing team cost and waste is a priority. Advancing our care as it was on the front lines of the pandemic? excellence in ways that attract skilled providers Words cannot describe the pride I feel when to join our team and entice patients to choose I think of the many ways that nursing led from the our facilities as their care destination are among front lines as we faced an unknown illness that my top priorities. In 2020, our Manhattan region would turn into a global pandemic. The spring of earned Magnet designation from the American 2020 in New York was like nothing I have ever Nurses Credentialing Center (ANCC). Magnet experienced in my career, or in my life for that Recognition is granted to organizations that exemmatter. I have always known the strength, resil- plify many aspects of excellence in its structure ience, innovation and dedication of nurses. Nurses and outcomes. It is acknowledged as a gold stanare the cornerstone of healthcare. Whether at the dard for excellence in care, rooted in nursing. bedside, in the background, or in the boardroom, Furthermore, Lenox Hill Hospital was ranked nurses bring holistic views that include treating not the #4 hospital in New York and was nationally just a person’s acute health problem, but caring for ranked in seven adult specialties by U.S. News & the whole person and their family. World Report. These achievements are the result VOLUME 45, NUMBER 1

of careful attention to improvement strategies and I will continue to build on the great foundation we have in place. What do you see as the top issues facing the profession of nursing today? Well-being of nurses is a top priority. The pandemic took a toll on everyone, in many different ways, and we are seeing that the impact is still being felt and dealt with by nurses and the entire healthcare team. Nurses are trying to balance their own emotional health and wellbeing with increased feelings of stress, physical and emotional fatigue, and burnout. As we continue to look toward the future of healthcare, particular attention must be paid to the well-being of our caregivers. Another top issue for nursing is maximizing the ability to attract and retain nurses in order to keep pace with the demands of healthcare. Identifying retention strategies, ways to keep the wisdom in the profession as seasoned nurses retire, and delivering care in more creative ways are key. Care is becoming increasingly complex and we must focus on increasing nursing pipelines and increasing diversity within the workforce, especially in leadership. Nurse leaders in academia and in practice will need to partner even further to enable qualified students to pursue their goals of becoming nurses and to ensure that they are prepared for the rapidly changing realities of healthcare delivery. It’s imperative that nurses practice at the highest level of our education and training as we comprise the largest profession in the workforce and we make a critical impact in the care experience and outcomes. What advice do you offer young people interested in building a career in nursing? This is a great time to be a nurse. I always wanted to be a nurse, so I never really entertained anything else, but little did I know that nursing was so multifaceted. I only knew of bedside nursing and that was what I aspired for. Today, nurses are bedside clinical experts, educators, hospital executives, at-home care providers, informaticists, healthcare navigators, researchers and so much more. I encourage people of all ages, not just young people, to explore nursing and see if it’s for you. For 19 years in a row, nursing has been deemed the most trusted profession. I would say it is arguably the most rewarding profession as well. To be able to provide care across the lifespan provides great fulfillment not just for those receiving the care, but especially to those entrusted to provide it.



Honor. Integrity. Performance. An Interview with Angela Chao, Chair and Chief Executive Officer, Foremost Group EDITORS’ NOTE Angela Chao was Will you highlight the history and previously Vice President of Foremost heritage of Foremost Group and Gr oup, concentrating on Ship how the company has evolved? Operations and Ship Management, Foremost Group is an American and then promoted to Senior Vice dry bulk shipping company, headPresident of the Company, adding q u a r t e r e d i n N e w Yo r k , a n d Chartering and Sale and Purchase to co-founded in 1964 by my father, her responsibilities. Prior to that, she Dr. James S.C. Chao. Foremost’s core was Assistant Vice President where she values have remained unchanged implemented Foremost Group’s Safety throughout its more than 50 years Management System to comply with of operations. Our motto is “Honor. the International Safety Management Integrity. Performance.” My father’s Angela Chao (ISM) Code. Before joining Foremost determination and focus to always Group in 1996, Chao worked in the uphold our core values through Mergers and Acquisitions Department of Smith market ups and downs has allowed us to Barney, now Morgan Stanley Smith Barney. weather shipping’s cyclical and wild vicissiShe is a frequent speaker in the United States, tudes. When my father began the company, Europe and Asia and serves on the Board of the there were more than 100 shipping compaAmerican Bureau of Shipping Council and the nies in New York City. Today, there are only Massachusetts Maritime Academy’s International a handful – most have either moved out or Maritime Business Department Advisory Board. disappeared altogether. I’m very proud of the She also serves on the Harvard Business School’s fact that Foremost is recognized throughout Board of Dean’s Advisors, The Chairman’s Council the industry for its exceptional service, high of the Metropolitan Museum of Art, the Board of the integrity, efficiency and performance, as well Metropolitan Opera, the Carnegie-Tsinghua Center as its attention to the care and well-being for Global Policy Board of Advisors, the Shanghai of its crews, and its commitment to inteMulan Education Foundation and the Ruth Mulan grating environmentally sustainable practices Chu Chao Foundation. She is a member of the throughout its operations. As the second Council on Foreign Relations, serves on the Young generation, I am honored and privileged Leaders Forum of the National Committee on U.S.- to carry on my parents’ legacy and life values China Relations, and is the Honorary Chair of in leading Foremost. the Chiao-Tung University Alumni Association Will you pr ovide an overview of in America. In June 2016, she was nominated to Foremost Group’s business and what have be an Independent Non-Executive Director of been the keys to the strength and leaderthe Bank of China. Chao earned an MBA degree ship of Foremost Group in the industry? from Harvard Business School after receiving her Our business mission is to remain a undergraduate degree in economics from Harvard premier provider of ocean transportation College where she graduated magna cum laude in services and a model of excellence in our three years. industry. Our ships have long-term contracts with the world’s first-class agricultural and C O M PA N Y B R I E F F o r e m o s t G r o u p commodities companies to deliver their (for emostgroupusa.com) is an American ship- cargoes. That means delivering the world’s ping company with offices in the United States major dry bulk commodities like wheat, grains, and Asia. Founded in New York in 1964 by iron ore, etc. to wherever our clients want Dr. James S.C. Chao and his late wife, Mrs. them to go. We ensure the cargo arrives Ruth Mulan Chao, the company today is a safely, on time, and is transported in the most global leader in the dry bulk shipping industry efficient manner possible. In essence, these and has earned a worldwide reputation for its ships transport goods from where they are commitment to exceptional service and perfor- produced to where they are needed. Major mance while always holding itself to the dry bulk commodities build and feed the highest ethical standards. For more than 50 world. years, Foremost Group has maintained its One of the keys to our success is plancore values – honor, integrity and per for- ning not only for the good times, but for the mance – as the ingredients for success. inevitable downturns in the global market. 108 LEADERS

While we must have good, long-term strategic plans, we must also be nimble enough to pivot when the market changes. There are many non-market factors beyond our control that impact shipping, such as the weather or even piracy. The economic impact of these disruptions cannot always be avoided, but they can be tempered by proper and proactive planning. We employ a prudent, forward-thinking approach to our fleet. Foremost orders its own ships to its own specifications, which are eco-friendly and higher than those required by regulations. We customize our ships to fit our customers’ needs, and we don’t order a ship unless we have employment to support it. But most importantly, a foundational element of our success is the belief that shipping is not an asset finance business, but that it’s about people. As a company you have to perform, but you cannot perform without cultivating the people – shoreside and onboard – who will deliver the company’s services. Highlyskilled, motivated people are essential to the company’s ability to deliver consistent performance over time. The flip side of that same philosophy is picking the right counterparties. Shipping markets are very cyclical and volatile, and so having the right partners – not necessarily equity partners, but partners in business – is essential. In order to do that in shipping, when contracts can be ten years or more, a company must prove itself worthy of trust and commitment first. Foremost has decades of proven performance and numerous examples of going above and beyond what is in a contract to ensure the best performance. That is what has earned Foremost the trust and respect that it has garnered in our industry. Foremost Group has a clearly defined culture and set of values. How critical is the company culture and its values to the success of the business? It is absolutely essential. Our core values of “Honor. Integrity. Performance” infuse every aspect of our corporate culture. My father always taught us, as employees and also as daughters, that our actions speak louder than words, and that our word is our bond. My parents also taught us that listening was as important as speaking, and that to give is better than to receive. I could go on and on, but most importantly, my parents truly VOLUME 45, NUMBER 1

“Foremost’s core values have remained unchanged throughout its more than 50 years of operations. Our motto is ‘Honor. Integrity. Performance.’ My father’s determination and focus to always uphold our core values through market ups and downs has allowed us to weather shipping’s cyclical and wild vicissitudes.” embodied those values in a way that I have not seen anywhere else. They practiced what they preached and I will be forever thankful for their example as role models. They set the highest standards which continue to be my inspiration and benchmark every day. As their daughter, and now as the leader at Foremost, I come across situations time and time again where I can draw upon their wisdom and put into practice their example. I try to infuse their value system into our company and share it with my colleagues – their sense of purpose, integrity, pride, and joy in a job well done. My parents taught us that true happiness comes from productivity. To be productive you have to equip yourself with the education and experience necessary to produce consistent results. They constantly reminded us that flattery was superficial and fleeting. Instead, they encouraged us to create a strong foundation from which to grow and to give. They were always teaching us how to create virtuous cycles – of learning, of growing, of giving, etc. – that lead to fulfillment and inner peace. I try to embody my parents’ deep philosophical thinking in not only my life, but in my management and leadership style, so that it overflows organically and seeps into our company culture and value system. Will you discuss Foremost Group’s fleet and its commitment to having ecofriendly ships? My father was a pioneer in incorporating environmentally friendly designs into Foremost’s ships. Since its founding, Foremost Group has been committed to incorporating eco-friendly, fuel efficient designs and technology in the company’s fleet of modern bulk carriers. That’s why the Foremost Group’s fleet includes some of the largest, most modern and eco-friendly ships in the world. Our fleet is approximately 5 million DWT, and transports more than 20 million tons of dry bulk goods per year. It is also why the average age of our fleet is less than 5 years old, and that has been maintained for over 30 years. Many new companies tout a similar statistic before going public, but it’s very hard to maintain that average age of less than 5 years over decades. Foremost has done it. That’s because we keep up with the latest environmentally friendly designs and technologies. We take great pride in our track record as responsible environmental stewards. VOLUME 45, NUMBER 1

Who is the Foremost Group client and how broad is the target market for the company? Foremost Group works exclusively with first-class international charterers, including some of the world’s leading companies such as Cargill, Bunge and Louis Dreyfus. But in the larger sense, we serve the world. Approximately 90 percent of all world trade is seaborne, and most people don’t realize how dependent their lives are on shipping until we have a global supply chain squeeze like we are having now. Then, suddenly, people start to realize their holiday gifts aren’t coming on time, or the materials for their home renovation projects are delayed, etc. As for the size of our target market, my father always said he never wanted Foremost to be the biggest. He wanted Foremost to be the best. I carry on that goal. What do you see as the keys to effective leadership and how do you describe your management style? I believe the keys to effective leadership are the same elements that underpin most successful business endeavors: subject matter expertise, attention to detail, clear articulation of goals and values, proper long-term planning, effective risk management, openness to innovation, and the cultivation and retention of good people. I feel incredibly fortunate to have been surrounded by hard-working, intelligent, value-driven men and women throughout my entire life – not least of whom are my parents and sisters. I started visiting ships and shipyards with my father at a young age and fell in love with the industry. I saw firsthand the results of my father’s approach to business – he is a rock star when he goes on a ship. The crew all line up and salute him, even though we don’t ask them to. They want to meet him and shake his hand. He spends time with the crew and invests in them, so they take good care of our ships. My inspiration has always been my father’s leadership which is based on a clear set of values that emphasize service to others and contributing to society. In addition, as a woman executive in a male-dominated industry, I’m something of an outsider which gives me a fairly unique perspective. I’m not afraid to think outside the box, or to look for talent outside traditional models of industry recruitment. Gender diversity has always been a priority. We are proud that approximately half of our onshore staff

are women. In my experience, I have found that having more voices representing a diversity of backgrounds and opinions at the table delivers the best outcomes. Let me add that it is so important to lead by example. That is what my parents did, and I can think of no finer role models to emulate or better way to live my life than to follow their example. Yo u j o i n e d F o r e m o s t G r o u p 2 5 years ago. Did you always know that you wanted to join the family business and how special has it been to work with your father? I did. As noted previously, I started visiting ships and shipyards with my father at a young age and became fascinated by the industry. He never forced any of his six daughters to enter this business – he gave each of us the freedom to make our own decisions about our careers. From my earliest days visiting ships with my father and having grown up watching the long hours that my parents toiled to make a better life for their growing family, I always knew I wanted to be a part of the family business. When I decided to graduate from Harvard in three years so that I could start working at Foremost sooner, my parents put on the brakes and told me to get my training somewhere else. I went into corporate banking – mergers and acquisitions – for two years, but I always longed for the day I could follow my parents by working at Foremost. Just as I was about to join, I was nervous as to whether I would be able to live up to my father’s expectations. It was at this time that my mother was an invaluable bridge between the two of us. She reminded me that my father always loved me, but the office wasn’t always the place to express it. My mother passed away on August 2, 2007, but I invoke her lessons and words more than ever, especially as I get older. I am so grateful to have had so many years to work alongside my father; he still teaches me something new every day. He is the wisest person I know. He teaches me more by how he treats and interacts with people than anything else. My parents are truly beautiful people inside and out. Let me end by noting that Foremost would not be possible without the commitment and bond between my two parents. Whenever things get tough, I think of them and all they had to sacrifice and endure, and my spirit is renewed.





A “One Team” Approach An Interview with Wesley LePatner, Global Chief Operating Officer, Core+ and Chief Operating Officer, Blackstone Real Estate Income Trust (BREIT), Blackstone EDITORS’ NOTE Wesley LePatner is How do you describe Blackstone’s the Global Chief Operating Officer culture and how critical is culture of the Core+ business and the Chief to the success of the firm? Operating Officer of Blackstone Real We pride ourselves at Blackstone Estate Income Trust (BREIT). Before on having a dynamic, innovative and joining Blackstone in 2014, she spent inclusive culture, and believe mainover a decade at Goldman Sachs where taining our strong culture is key. Tone she most recently was a Managing from the top is critical and as our Director in the Real Estate Investment Chairman & CEO Steve Schwarzman Group. Prior to that, she worked in has said, “To work at our firm you must the Real Estate Principal Investment believe in our mission and embrace Area and the Real Estate Investment our distinctive culture characterized by Wesley LePatner Banking Group. LePatner serves on entrepreneurialism, excellence, coopthe boards of The Hewitt School, The eration, protection of capital, and the Mount Sinai Children’s Center Foundation and highest standards of integrity.” At the end of the Yale University Library Council. She is also the Chair day, people choose to join us and grow their of the Women’s Initiative at Blackstone. LePatner careers with us given the endless opportunireceived a BA from Yale University, summa cum ties and supportive environment that we offer. laude and Phi Beta Kappa. Happy and engaged employees lead to great performance, and that’s what we’re striving for. FIRM BRIEF Blackstone (blackstone.com) is the Will you provide an overview of your world’s largest alternative asset manager. It seeks to role and key areas of focus? create positive economic impact and long-term I’m the Global COO of Blackstone Real value for its investors, the companies it invests in, Estate’s Core+ business which invests in stabiand the communities in which it works. It does this lized, global real estate with long-term growth by using extraordinary people and flexible capital to potential. I’m also the COO of Blackstone Real help companies solve problems. Its $731 billion Estate Income Trust (BREIT), the firm’s in assets under management include investment perpetual-life strategy that brings private real vehicles focused on private equity, real estate, public estate to income-focused investors. In my roles, debt and equity, infrastructure, life sciences, growth I help to oversee what has grown to be a nearly equity, opportunistic, non-investment grade credit, $100 billion business. I provide strategic direcreal assets and secondary funds, all on a global basis. tion and oversight, guide our teams through

challenges, and connect the dots around the globe. We take a “one team” approach to the business. Will you highlight Blackstone’s Core+ strategy and what has made this strategy so effective? We launched Core+ in 2013, and it sits within our Real Estate business which is the largest owner of commercial real estate globally. In Core+, we target high-quality real estate investments with both an attractive yield and appreciation potential, and which are in markets with strong fundamentals. We use the same investment team, process and themes as the broader Real Estate business which has been investing on behalf of limited partners for over three decades. As such, we benefit from the overall business’ vast breadth and scale, as well as institutional knowledge to identify differentiated investment themes and opportunities. A few key sectors we’ve focused on for several years are logistics, multifamily, studio and media office, and life science office. How critical is it for Blackstone to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when making business decisions? It is extremely critical. As investors, our mission is to see around corners and recognize patterns. Having the most diverse

“The amount of engagement we’ve had over the past few years, particularly during the pandemic, has shown us how the affinity networks are now a key part of our culture and help keep our employees connected. Our affinity networks host an average of 75 events per year – a reflection of the demand from employees.”



“We launched Core+ in 2013, and it sits within our Real Estate business which is the largest owner of commercial real estate globally. In Core+, we target high-quality real estate investments with both an attractive yield and appreciation potential, and which are in markets with strong fundamentals.” perspectives around the table making decisions is critical to our investment process. And it’s not just about getting people to the table; once they join us, we want to ensure they are included and have a voice. For example, when I first came to Blackstone, my direct manager did a great job of holding me accountable to speak up and share my ideas, while giving me constructive feedback in those settings which in turn helped me grow professionally. You serve as Chair of the Women’s Initiative at Blackstone. Will you discuss this Initiative and the engagement of Blackstone’s workforce in its efforts? We have four affinity networks, all led by senior professionals in our business groups, in partnership with Human Resources. Having these affinity networks be employee-led allows us to meet the needs of our employees in a more comprehensive way. I chair our Women’s Initiative, which has been around for over a decade and works hand-in-hand with the other affinity networks. The amount of engagement we’ve had over the past few years, particularly during the pandemic, has shown us how the affinity networks are now a key part of our culture and help keep our employees c o n n e c t e d . O u r a f f i n i t y n e t w o r k s host an average of 75 events per year – a reflection of the demand from employees. This last point is key as we believe DEI is everyone’s responsibility. Additionally, we have a team of

professionals within Human Resources to lead our DEI efforts including our Head of Diversity, Equity and Inclusion, Devin Glenn. Do you feel that there are strong opportunities for women to grow and lead in the industry? I am a big believer of “if you can see it, you can be it.” At Blackstone, 50 percent of our primary businesses have a diverse professional as one of their top two leaders. Young professionals can look up and see versions of themselves running these businesses. This allows individuals to feel all is possible for them. We have extraordinary female leaders at the firm including Kathleen McCarthy, Global Co-Head of Real Estate, and Joan Solotar, Global Head of Private Wealth Solutions, who really set the example both for their teams and across the firm. We also provide extensive mentoring opportunities so that when women walk through the doors of Blackstone, they feel supported every step of the way. We have BX WIN, our mentorship network for college recruits. For more senior female professionals, we run Mentorship Circles which connect senior leaders in a 1:1 setting with female colleagues. At the end of the day, though, the biggest driver of retention is offering our employees exciting career opportunities through stretch assignments and advancement. What do you see as Blackstone’s responsibility to the communities it serves?

We are laser focused both on creating longterm value for our investors and also within the communities we live and operate. With stakes in more than 250 companies and over 10,000 real estate assets, we create value by positively impacting nearly half a million employees and countless communities. For example, in 2020 we announced a program to reduce carbon emissions by 15 percent in aggregate across new investments where we control energy usage. Specific to Real Estate, we ensure that we have strong operations at our properties and give back to these communities. We worked with StuyTown, a residential community in Manhattan which is owned by our Core+ strategy, to install 10,000 solar panels making it the largest private multi-family rooftop array in the U.S. and doubling Manhattan’s solar capacity at the time of installation. Additionally, beginning at the onset of the COVID-19 pandemic, StuyTown created a food pantry, which delivered over one million pounds of groceries to families facing food insecurity. What advice do you offer to young people beginning their careers during this unprecedented time? Embrace change and don’t be afraid to be uncomfortable. Be ready to step up when asked, and when you see an opportunity, jump on it. I’ve learned and grown the most throughout my career when I was out of my comfort zone – it meant good things were happening.

“We are laser focused both on creating long-term value for our investors and also within the communities we live and operate. With stakes in more than 250 companies and over 10,000 real estate assets, we create value by positively impacting nearly half a million employees and countless communities.”




Women Attorney Leaders at Greenberg Traurig Discuss Their Formula for Moving the Needle How to Mentor, Inspire, and Retain Successful Attorneys: My Playbook as a Woman Law Firm Leader to Develop Diverse Legal Talent

Mentorship is a Responsibility: Pay It Forward

By Lori G. Cohen

By G. Michelle Ferreira

EDITORS’ NOTE Lori Cohen is vice chair of Greenberg Traurig, LLP and co-chair of its Global Litigation Practice, leading a group of 600+ attorneys nationally and internationally. She also is co-chair of the Trial Practice Group, which she created at the firm, and built its Pharmaceutical, Medical Device and Health Care Litigation Practice. Nationally ranked and recognized for her extraordinary trial record of 58 defense verdicts, she leads attorneys focused on complex litigation, including products liability and pharmaceutical, medical device, and healthcare litigation. Providing clients with spectacular service and meaningful victories requires a deep bench of attorney talent with valuable and diverse perspectives that come from varying backgrounds, genders, and experiences. As vice chair of Greenberg Traurig, LLP and co-chair of its Global Litigation Practice with oversight of 600+ litigators, I know that achieving this goal depends on attracting, training, inspiring, and retaining gifted junior attorneys – replacing obstacles to success with opportunities. My playbook for developing attorneys includes several strategies that have proven successful over time. They include principles that also apply to mentoring in virtually any industry: • Provide junior attorneys with meaningful work and mentor their legal skills – There’s no substitute for learning by doing. Often, I can tell attorneys are ready to stretch their skills before they realize it. I provide them opportunities to grow – succeeding and failing in the process. • Bring them to observe/participate in trials/transactions – It’s not enough to have them behind the scenes. Ensure they are visible: Put them out front handling matters; give them real client experience and exposure. This is essential to their becoming leaders. • Teach them how to provide exemplary client service and provide them substantial opportunities to interact with clients – This occurs on a daily basis and extends to bringing them to trials and industry conferences, sometimes as a firm expense. • Showcase their talent to clients so they create relationships and skills vital to business development – This involves my advocating for attorneys with clients, often paying for certain costs to generate collaboration. • Promote their elevation to shareholder – People go where they can see themselves succeeding. There’s no better way to reward success and show attorneys their careers can flourish than promoting them as soon as they are ready. • Advocate for their appointment to firm leadership roles – This maximizes the impact of attorneys who demonstrate leadership skills. • Support attorneys’ opportunities to serve as in-house counsel with clients – Sometimes our attorneys work so well with clients they see their career advancing within their companies. When this happens, I feel particularly gratified, knowing I’ve helped both achieve crucial goals. • Give them opportunities for community involvement and support their efforts – This is important to their personal and professional development. These tactics take time and effort to show results, however they deliver exceptional return for individual attorneys, clients, and law firms. 114 LEADERS

EDITORS’ NOTE Michelle Ferreira is co-managing shareholder of Greenberg Traurig’s San Francisco and Silicon Valley offices. In 2015, she was selected as a voting member of the firm’s Executive Committee, where she contributes to the fir m’s overall strategic initiatives and operations. As a former tax litigator for the Inter nal Revenue Service, Ferreira offers a unique perspective when handling complex tax and penalty disputes before the agency. She has 18 reported decisions in the U.S. Tax Court on issues ranging from unreported income, civil and criminal tax fraud, and penalty assessments to valuation disputes, tax shelters, and complex real estate transactions. As a Hispanic woman who has been given a seat at the leadership table at one of the largest law firms in the United States, I find it important to pay it forward by serving as a mentor to the next generation of lawyers. Mentorship is an essential responsibility of a good leader. It needs to be proactive and visible. It is not just about recruiting a new class of diverse associates every year. It is about facilitating a path here so they can eventually evolve into new leaders. Greenberg Traurig is recognized for its entrepreneurial and highly collaborative culture. These attributes drew me here 17 years ago when I moved from the public sector. But now with 2,300 attorneys and 40 offices worldwide, it can seem a bit daunting to connect with this vast network of attorneys. I assist new associates and lateral hires by helping them make those connections, setting up meetings with attorneys who have a similar practice focus, doing it in person as we visit other offices, at firm meetings, or on a video call in our new COVID-19 normal. I am handson because if new attorneys can tap into our global platform, develop new business, and grow their practices, they will likely be successful and happy here. Creating opportunities means going beyond having women and minorities as lawyers working on matters and in leadership positions, but also as members of the firm’s professional staff, vendors, and clients. I have long been involved in the firm’s Women’s Initiative as another avenue for empowering women attorneys. Externally, I mentor and promote women and diverse attorneys as a board member of the Bar Association of San Francisco’s Justice & Diversity Center as well as via local, state, and federal tax bars to which I belong. I am often involved in speaking and writing opportunities that further my dedication to mentoring diverse and women attorneys. Throughout my career, but especially early on, I was blessed with diverse mentors, young and old, men and women, with different ethnicities and backgrounds, who helped shape my career. I want the same for the young attorneys who join the firm now. That is my mantra: the more mentors you have – and the more diverse they are – the better lawyer you are going to be. VOLUME 45, NUMBER 1

“Mentorship is an essential responsibility of a good leader. It needs to be proactive and visible. It is not just about recruiting a new class of diverse associates every year. It is about facilitating a path here so they can eventually evolve into new leaders. ” Michelle Ferreira Leading by Example, with Intention and a Servant Heart

Allyship and Sponsorship are Key to Real-Life Impact

By Shari L. Heyen

By Nikki Lewis Simon

EDITORS’ NOTE Shari Heyen is co-chair of Greenberg Traurig’s Global Restructuring and Bankruptcy Practice and co-managing shareholder of the Houston office. Heyen has experience in complex restructuring, bankruptcy, insolvency, and complex commercial litigation matters. She has represented numerous creditors’ committees, debtors, bank groups, acquirers and other significant constituencies in national Chapter 11 cases and workout proceedings, including complex oil, gas, and energy cases. Heyen has broad experience in the prosecution and defense of fiduciary litigation, real estate, oil and gas, healthcare, receiverships, and alternative energy matters. In my experience, I have found that great leaders lead by example, with intention, and with a servant heart. It is their authenticity that draws people closer, allows others to trust them and showcases their excellence. By being true to yourself, and not a second-rate version of someone else, you are able to foster genuine relationships. These relationships, especially those with mentors or sponsors in the legal field, can make all the difference in your career. As a woman in a prominent leadership role, it is important for me to recognize my potential and responsibility to serve as a role model, and vital for me to make myself visible, accessible, and available to engage with others, especially those who are interested in growth. A leader’s team is their responsibility. The pros, cons, positives, and negatives can all be traced back to how well a leader was able to provide their team with means for success. I have made it a point to keep a strong group of diverse individuals around me. The importance of this not only lies in the diversity of experience, but also in the diversity of logic and thought. A diverse group allows for commercial solutions in real time that work in our complex world. This is also why it is important to maintain diversity in roles across the team, especially leadership roles.

EDITORS’ NOTE Nikki Lewis Simon, a commercial litigator with more than 21 years of experience, primarily serves as the firm’s Chief Diversity, Equity and Inclusion Officer. In this capacity, she designs and guides strategic initiatives and programs to deepen firm-wide diversity and inclusion efforts that further enrich client engagements and community investments. Her role is indicative of, and integral to, Greenberg Traurig’s core values of collaboration and inclusion – principles that inform the firm’s operations and legal business in meaningful, positive ways. Allies and sponsors are the key to making a real-life impact on the careers of women and diverse individuals and a true impact on the ability of a law firm to move the needle forward on diversity, equity, and inclusion. My route was an unexpected one. Becoming a shareholder was important to me, and I was the first lawyer in my family. Therefore, many of the situations in which I found myself were very new and unique to me. Without mentors and sponsors, my path would have been that much more complicated and difficult. The lines between a mentor and a sponsor are often blurred. A sponsor takes a highly active role in your career from a holistic point of view. The sponsor usually has a position that can truly be the difference regarding your access to have that “seat at the table.” Mentors are amazing, and they are role models and have a major place for minorities in the workplace. Sponsors are direct and intentional. An institutional program of sponsorship or allyship requires a team approach and must permeate every element of the organization, from recruitment, to hiring, to integration, to training and advancement.

I am grateful to be at a firm that has allowed many diverse individuals, like myself, to be at the forefront of change in the legal profession. This is a firm that values leaders from different backgrounds, with different experiences, and different voices. Greenberg Traurig believes good leaders come in all shapes and sizes, and I am honored to work with many of our firm’s great leaders.

Implementing this type of program on a large scale can be a challenge. Sponsorships are normally very personal relationships. However, when a firm establishes actionable and measurable initiatives to create a sanctioned system for sponsorship, these grow as does overall support for the professional development of diverse attorneys and women.

Writer Joel Barker put it best when he said, “Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.” With that, I encourage women who want to lead to be intentional with their actions. They can help make a world of difference in their organization, community, and beyond. Leaders must make sure their voices are heard and used to lead by example towards the greater good.

Sponsorships not only help individuals; they also create a stronger firm and corporate environment. The professionals who have access to this have influence and will soon in turn serve as mentors, sponsors, and allies to new employees, galvanizing the fabric of the organization. Sponsorships are good for people, firms and, ultimately, clients who benefit from an increasingly diverse team with diverse experiences and points of view.

FIRM BRIEF Greenberg Traurig, LLP (GT) has approximately 2,300 attorneys in 40 locations in the United States, Latin America, Europe, Asia, and the Middle East. GT (gtlaw.com) has been recognized for its philanthropic giving, diversity and innovation, and is consistently among the largest firms in the U.S. on the Law360 400 and among the top 25 firms on the Am Law Global 100. The firm is net carbon neutral with respect to its office energy usage and is Mansfield Rule 4.0 Certified Plus. VOLUME 45, NUMBER 1


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A Culture of Interaction An Interview with Margaret Pastuszko, President and Chief Operating Officer, Mount Sinai Health System EDITORS’ NOTE Prior to her What have been the keys to the current role, Margaret Pastuszko strength and leadership of Mount served as Executive Vice President, Sinai Health System? Chief Operating Officer and Chief Mount Sinai started as a small instiStrategy Officer where she led Mount tution of one hospital with a medical Sinai’s commitment to performance school and it created an intimate enviand process improvement and the ronment. It has been important as we identification of opportunities for have continued to grow to maintain that investment and resource optimifamiliarity and closeness and we have zation. She began her career at done this very well. We have a culture Mount Sinai in 2001 as Associate that is committed to innovation which Dean of Operations for the Mount sparks curiosity and openness to ideas Margaret Pastuszko Sinai School of Medicine and then with a focus on putting others ahead transitioned to the role of Vice of ourselves. We have collaboration, President for Business Planning at The Mount teamwork and inclusivity which builds a culture Sinai Medical Center. Before joining Mount of interaction. It has been a huge advantage as Sinai, she served as a Divisional Administrator we have developed the health system that and Practice Manager of Internal Medicine at the hospital and the medical school grew up Temple University Hospital. She also worked as a together with goals that are aligned. consultant with APM Management Consultants Will you discuss your new role as and, later, with CSC Healthcare. Pastuszko President and Chief Operating Officer of earned a bachelor’s degree in economics with Mount Sinai Health System? a concentration in multinational manageThis role has been a change in the strucment and international finance and an MBA ture of the organization and provides the opporwith a major in healthcare management and tunity for me to fill a gap that existed in creating economics from The Wharton School of the an integrated system. The role was a natural University of Pennsylvania. evolution based on how the health system has evolved from one hospital with a medical INSTITUTION BRIEFS 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. The Mount Sinai Hospital is ranked #14 in the nation by U.S. News & World Report and ranked in the top 20 nationally in eight medical specialties in the 2019-20 “Best Hospitals” guidebook. The New York Eye and Ear Infirmary of Mount Sinai is also ranked nationally in ophthalmology. The Icahn School of Medicine at Mount Sinai opened in 1968 and has more than 6,500 faculty members in 34 academic departments and 39 clinical and research institutes. A renowned medical school and graduate school, it is ranked #4 in the nation among medical schools for overall research funding per principal investigator.

school to many hospitals and practices and locations with thousands of employees. I am thrilled to have the opportunity to advance the mission of Mount Sinai Health System and to work with a team of exceptionally talented people. My focus is on advocating for our team members, advancing the mission and vision for Mount Sinai, and driving continuous innovation throughout the health system. I have been a part of the fabric of the organization for many years which has made this a smooth and seamless transition. Will you highlight Mount Sinai’s evolution to an integrated system? I think that the most important thing for a successful integration of a health system is actually listening and not assuming you have all the answers. It is about collaboration and bringing people together and advancing the goals. The beauty about healthcare is that our goals are all the same with a focus on providing the best care. It is my priority to put the patient first and it is amazing to see that when you focus on putting the patient first, disagreements tend to leave the table. How critical is it for Mount Sinai Health System’s workforce to mirror the diversity of the patients and communities it serves?

“I think that the most important thing for a

successful integration of a health system is actually listening and not assuming you have all the

answers. It is about collaboration and bringing people together and advancing the goals.”



“We have a culture that is committed to innovation which sparks curiosity and openness to ideas with a focus on putting others ahead of ourselves. We have collaboration, teamwork and inclusivity which builds a culture of interaction.”

This is critically important and we hire people from the communities we serve so that the alignment is there and there is no separation between our workforce and our patients. Our workforce has an appreciation and understanding of the issues that our patients are facing. Healthcare is not a transaction – it is a lifetime commitment. Our focus is not about a patient walking into one of our hospitals and then walking out a few days later. This is one piece of success, but our emphasis is on the continuum of care that they can get throughout their lives. The only way to do this effectively is to understand what our patients are dealing with outside of our four walls. Will you elaborate on Mount Sinai Health System’s focus on prevention and addressing all of the issues that impact a person’s health? A successful health system is an integrated system that is delivering a fully integrated care delivery which deals with prevention as well as care after a patient leaves the hospital after a health event. Hospitals are no longer an effective description of a healthcare provider. This is a description of a single building, but most of our care today takes place outside the walls of the hospital.

Mount Sinai has been on the front lines of the pandemic. How proud are you to see the resilience and strength of Mount Sinai’s workforce at all levels of the health system during this challenging and uncertain time? There are no words that can express how pr oud I am of our team members across the entire organization. The level of involvement of our board of trustees from day one in offering their ideas and resources t o s u p p o r t o u r n e e d s , t o o u r doctors and nurses and caregivers, to our support staff – it was remarkable to see how every person at Mount Sinai stepped up and put the patient first. I am also amazed at the resilience of the families of our employees who all paid a price for their family member providing front line care at Mount Sinai. There were parents that were not able to be present to help their kids with schooling, parents who were not able to go home since they did not want to risk getting their family members sick, and this takes a toll. I am so proud and grateful to the families of our workforce for the sacrifices they made so that we would be able to do our jobs and take care of our patients.

“Our focus is not about a patient walking into one of our hospitals and then walking out a few days later. This is one piece of success, but our emphasis is on the continuum of care that they can get throughout their lives.”

Will you highlight Mount Sinai Health System’s commitment to providing support for the emotional strain and psychological needs of its workforce coming out of the pandemic? It is critical to provide emotional and psychological support. We provided many resources for our employees throughout the pandemic that will continue post-pandemic. During the pandemic, we provided everything from physical spaces where our employees could take a private moment away from the crisis to experts for them to rely on. It can be challenging in healthcare to get your employees to access these services since they are committed to trying to help, not to asking for help. We needed to be proactive and reach out to find ways for all of our employees to feel comfortable asking for the help they needed. What do you tell young people about the opportunities for a career in the healthcare industry? We are creating opportunities and there will continue to be opportunities for people who bring innovation and ideas and collaboration to the position. The healthcare industry overall can be very tough and unforgiving. It is not a glamorous business. It is sad at times and it has rays of hope, but it is so meaningful. This is an industry where you are invited into people’s lives during the most meaningful moments and at a time when they have to make the toughest decisions. These moments can sometimes be the greatest joys such as childbirth, but can also be some of the greatest sorrows when making a decision about the next step on a loved one’s care. This is an industry where you can make a difference and I think that is pretty special. You have been with Mount Sinai for more than 20 years. Did you imagine in the early days that this would have been an organization where you would spend so much of your career? I expected to be here for three to four years. I had been a consultant earlier in my career and that is the lifespan of a consultant. The reality is that there is something special about working at Mount Sinai and for me it is about the people. We have built an amazing team that makes me want to come to work every morning and tackle new challenges. I have also been fortunate to have the opportunity to work for a tremendous mentor in our CEO, Dr. Davis, who has given me opportunities and challenges which has allowed me to continue to grow and learn.




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The Growth of Alternatives An Interview with Kristin Kallergis Rowland, Global Head of Alternative Investments, J.P. Morgan Private Bank EDITORS’ NOTE Kristin Kallergis Alongside my partners in research, we Rowland is the Global Head of work to provide our clients with access Alter native Investments for J.P. to 20-30 unique ideas every year across Morgan Wealth Management, overprivate equity, private lending, private seeing $120 billion in assets under real assets (real estate and infrastructure), supervision with some of the leading and hedge funds. Alternative allocations private equity, private credit, real have certainly grown from optional to estate and hedge fund firms globally. essential in helping our clients meet their Rowland and her team are responlong-term goals given return expectasible for advising private clients, tions for stocks and bonds in the coming family offices, and endowments and decade. For clients that can afford less foundations on alternative investliquidity and/or higher risk, it’s imporments portfolios. She has been with Kristin Kallergis Rowland tant we continue to grow our offering. the firm since 2008 and joined the When we started allocating to alternative Alternative Investments team in 2013. She relo- managers in the ’90s it was mostly buyout oriented, cated to New York in late 2017 after spending but now approximately 30 percent is in growth four years in London as the Head of Alternative strategies in areas like technology and healthcare, Investments for Europe and the Middle East. Prior roughly 15 percent of assets are in strategies lending to relocating to London, Rowland spent three years to small- and medium-sized businesses, around 15 in New York where she worked closely with the percent in private real estate and infrastructure, Global Investments Leadership team, the Global and the remainder is in core private equity portHead of Capital Markets Solutions and the U.S. folios. Key areas of focus moving forward include Head of Investments to execute strategic initia- democratizing access at lower minimums for qualitives designed to grow the business. She began fied clients, developing bespoke products focused her career as a Credit Analyst in the Chicago around our dynamic market views, and digitizing Private Bank office, working with both private the alternatives experience as learning about and clients and the clients of the Special Credits subscribing to a new alternative investment can be Workout Group. Rowland holds a BS degree in quite an archaic process. finance from the University of Illinois at UrbanaHow did J.P. Morgan Private Bank Champaign where she was the captain of the adapt its business to address the challenges Division I Women’s Golf Team. caused by the pandemic? There were a few factors that allowed our COMPANY BRIEF J.P. Morgan Private Bank business to weather the 2020 challenges caused (privatebank.jpmorgan.com) provides customized financial advice to help wealthy clients and their families achieve their goals through an elevated experience. Clients of the Private Bank work with dedicated teams of specialists that bring their investments and financial assets together into one comprehensive strategy, leveraging the global resources of J.P. Morgan across planning, investing, lending, banking, philanthropy, family office management, fiduciary services, special advisory services and more. The Private Bank oversees more than $1.8 trillion in client assets globally.

by the pandemic, most that we were fortunate to have created pre-pandemic. These factors include having a global presence, strong relationships with our clients and advisors globally, and connectivity with our investment managers. Having an extensive global presence across the U.S., in EMEA, LatAm, and Asia allowed us invaluable insights of risks as they were unfolding and the ability to respond quickly upon the market dislocations. Communicating virtually was always a part of our business, even in my weekly global team meetings, so converting all meetings to Zoom in 2020 was business as usual. Our business is not purely transactional – we have meaningful relationships with our clients which allowed us to understand how our clients’ needs were changing and ensure we were delivering answers to the questions on their minds. We began an “Ideas and Insights” series where we hosted everyone from leaders in travel and hospitality, to pharmaceutical CEOs, to investment managers, allowing us to stay connected with our client base. And finally, the connectivity with our third-party fund managers enabled us to quickly create unique ideas, such as an equity focused dislocation fund around technology stocks by the end of March 2020. Will you highlight J.P. Morgan Private Bank’s Alternative Investments platform and what have been the keys to the growth and leadership of the business? We oversee more than $120 billion of alter native assets in under 100 general

“Part of our growth has come from

us being recognized as industry leaders

as we’ve been investing in alternatives since the early ’90s and our experience has

Will you provide an overview of your role and key areas of focus? I am responsible for overseeing our existing alternative investments offering for individuals and family office clients. In our history, we have partnered with approximately 85 Private Investment managers and just over 40 Hedge Fund managers. 120 LEADERS

allowed us to navigate changing market conditions and relationships.” VOLUME 45, NUMBER 1

“Alternative allocations have certainly grown from optional to essential in helping our clients meet their long-term goals given return expectations for stocks and bonds in the coming decade.”

partners. Part of our growth has come from us being recognized as industry leaders as we’ve been investing in alternatives since the early ’90s and our experience has allowed us to navigate changing market conditions and relationships. We have a dedicated team of over 100 individuals that are bringing ideas and expertise to the table. Our team is delivering end to end solutions for GPs and clients in house – from investment and operational due diligence, to helping structure investments (thinking through things like taxes), and ultimately working alongside our clients to match their investment needs with the goals of alternative portfolios. We don’t sit siloed from our partners across capital market solutions so when we recognized rates would stay lower for longer, we got comfortable in private lending opportunities that could deliver higher yields than traditional fixed income. And when we recognized technology companies were staying private longer and a significant amount of value was being created in private markets, we leaned into growth and innovation, and themes in technology and healthcare. As we moved later into the last economic cycle, we built a delayed activation strategy that would activate upon stress in credit markets – think high-yield spreads at 600bps+. Given that alternative mandates are investing over a 3-5 year period, it’s important that we are forward-thinking of opportunities that our clients can invest behind.

How critical is it for J.P. Morgan Private Bank to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when addressing client needs? A diverse and inclusive workforce is truly what makes our culture so unique – and fun! It encourages different voices to be heard “at the table” and often allows us to avoid groupthink. In alternatives, we’ve found that it allows us to build a stronger network of diverse managers who are not only under-represented in the industry (approximately 2 percent), but importantly the median diverse manager outperforms non-diverse managers. We’ve found that talent and ideas are distributed equally, but access to capital is not, so encouraging diversity with the partners we work with and solutions we offer clients enables us to think differently about building portfolios and identifying differentiated deal flow. Do you feel that there are strong opportunities for women to grow and lead in the industry? There are certainly strong opportunities across the industry. I’ve benefited from J.P. Morgan having Business Resource Groups (BRGs) that foster leadership and networking opportunities and advance the firm’s commitment to diversity. We have programs such as Women On The Move where female talent of all levels come together to explore the issues of women in the workplace. Out of this program came efforts such as Men

“We’ve found that talent and ideas are distributed equally, but access to capital is not, so encouraging diversity with the partners we work with and solutions we offer clients enables us to think differently about building portfolios and identifying differentiated deal flow.”

As Allies which is training that men can join to hear about the benefits and ways in which they can be allies to women. And importantly, it’s not just the junior levels at JPMC where we have representation, our firm’s Operating Committee is a great example of being able to inspire the next generation and provide a path for unlimited possibilities. What do you see as J.P. Morgan Private Bank’s responsibility to the communities it serves and to being a force for good in society? One of the key reasons I’ve been proud to work for J.P. Morgan since 2008 is because of our commitment to community engagement. Not only do we receive paid vacation each year to dedicate a number of days to corporate responsibility and community efforts, but we’re given the tools and resources to make it easy for us to get involved. Our Alternatives group has taken a more serious look at this over the past 12 months and has decided to launch a fund focused on what we’ve learned from our Advancing Cities program where we’ve partnered with a global leader in technology accelerators and started programs in 12 cities in the U.S. Ultimately, we’ll back between 750-1,000 entrepreneurs over the course of 4-5 years and provide the local resources of all lines of business at the bank in those cities. We hope to continue these accelerator programs and leverage our partner’s global presence for fund II. What advice do you offer to young people interested in building a career in banking? Getting into finance can be extremely intimidating – we love to use acronyms and throw out big numbers, but the advice I was given, and I continue to give, is to join a firm that will sponsor your learning and development. I remember thinking when I was younger that where I started my career was where I was going to end up, but the reality is that it’s all about learning – learning what interests you, what motivates you, and what environment you enjoy being a part of. So starting somewhere that will put time and effort into training you is most important. After that, I give advice that I was given and is probably true in most industries. Since banking is all about relationships, I once heard that I should surround myself with SWANs – people that are Smart, Work hard And Nice, and I suggest that to young people all the time.




Empowering the Passionate An Interview with Liz Aguinaga, Executive Vice President and Chief Human Resources Officer, CNA EDITORS’ NOTE Liz Aguinaga is DEI – diversity, equity and inclusion. responsible for strategies and operOne cannot be successful with the ations for global human resources others. across the entire CNA enterprise. At CNA, we are focused on She joined CNA in 2010 as a Vice building an inclusive culture that President and Human Resources attracts diverse talent and also Business Partner. Her responsibilities provides opportunities for that talent included the development of talent to grow and lead as they progress in solutions and a human capital their careers. I am very proud of how strategy for CNA’s global business, far we have come in our D&I journey encompassing 64 branches around at CNA, but I am even more proud of the world. Prior to that role, she served how embedded D&I is in our culture Liz Aguinaga for nine years in both recruiting and in our future. Living an inclusive and human resources management culture, being a true company of real roles at Chubb. Aguinaga holds a BA degree in allies, will always be a work in progress. industrial-organizational psychology from the University of Illinois and a Master’s in human resources from Loyola University. COMPANY BRIEF CNA (cna.com) provides a broad range of standard and specialized property and casualty insurance products and services for businesses and professionals in the U.S., Canada and Europe, backed by more than 120 years of experience. How has the human resources function evolved? An impactful HR function lives at the intersection of people and strategy. Companies today are facing entirely new challenges, like a global pandemic shifting the workplace remote overnight and redefining the workplace. Companies are also called to take a stand on systemic societal issues, like racial injustice and equity in the workplace. HR p r o f e s s i o n a l s t o d a y h a v e an incredible opportunity to demonstrate real value. These past couple of years in particular have proven the impact a strategic business-centric HR function can have. How critical is it for CNA to build a diverse and inclusive workforce? The importance of a diverse and inclusive workforce is clear and it has been proven time and time again that diverse companies achieve better business outcomes and unlock new levels of performance. At CNA, this is something we deeply believe in and we know that it is vital in order to compete and to attract and retain the best talent in the industry. However, it is not enough to just focus on having diverse talent with diverse experiences in your organization – you need to focus on each component of 122 LEADERS

“An impactful HR function lives at

the intersection of people and strategy.” I believe that there are a few keys to making D, E and I work effectively together. First is a shared mission from the top of the organization, as this is something that your senior leaders not only have to talk about, but need to live and breathe. Second is commitment with accountability measures so that you are able to track progress and ensure that your efforts are driving change. Third is a relentless focus on education with the understanding that there are things we do not know and that we can learn from one another. Some of the most powerful moments we have had in the company over the past few years have been people at all levels of the organization waking up others to their perspectives and experiences. Fourth is the importance of building external partnerships since we know that we cannot do it all on our own. Finally, at CNA we are committed to empowering the passionate. We have heavily empowered employee resource groups and a D&I Council, and they lead the way. They guide us and ensure

that what we are doing is having impact. They raise the bar for us each and every day. What are your views on the future of work? When I look back prior to the pandemic, like many companies, CNA was more of an office-centric company. The pandemic forced us to rethink that model and adapt. We learned new ways of working because we had to, and we are better for it. A global crisis forced us to adapt, but it also allowed us to practice so that the future of how we work at CNA could be an informed decision. At CNA, we live and breathe collaboration. We value the collaborative culture that we have built over time, but we also value what we have learned about efficiencies as well as the importance of balance that a hybrid work model provides. Bringing a new hybrid model to life and optimizing this model will be the next chapter for CNA. How important is cultural fit when hiring talent for CNA? It is important to us when bringing new talent into CNA that the person understands and appreciates the culture and values of the company. At the same time, we embrace the idea of bringing difference into our culture. Fit does not mean “same.” It is our responsibility to articulate who we are and what we stand for while also encouraging our talent to voice their own perspectives, experiences and shape the future of our culture with us. At CNA, we have a lot to talk about since we have a clear perspective around issues, such as D&I and the future of work, that we believe resonates with the people we want to attract to the company. I see this as a role of the HR function in helping the organization define its purpose and how to best convey that message to its constituencies. What advice do you offer to young people interested in building a career in the insurance industry? At CNA, we are heavily committed to training programs and bringing in new talent to build the future of our business. This is a dynamic industry and new skills are needed in insurance companies today. Data analytics and advanced technology skills are critical for our business. To embrace this future, we need to welcome new talent into the industry with these skills. Insurance is a noble profession and also an exciting, evolving industry and we need to collectively tell that story.



Innovation at the Core An Interview with Jane Possell, Senior Vice President and Chief Information Officer, CNA EDITORS’ NOTE Prior to joining CNA in 2019, Jane Possell served in a number of senior positions at Liberty Mutual Insurance. Earlier in her career, she spent more than 20 years at Accenture where she ultimately served as a Managing Director. Possell earned a bachelor’s degree with dual majors in finance and communications fr om the University of Wisconsin-Whitewater.

words like automation cr eate a concern that it is going to displace people, the reality is that no matter what you are building, technology is enabling – whether that is enabling people to perform higher level tasks or enabling simple processes so someone is able to do more. Technology is not intended to replace people. We see it as augmenting what people are able to do and allowing them to focus on what they do best. Jane Possell What excited you about the How critical is innovation to opportunity to join CNA and CNA’s business? made you feel it was the right fit? Innovation is critical to every business. At the time, CNA had a relatively new CEO At CNA, we have a strong belief that innovawho was making some very interesting cultural tion at the edge, such as in a lab or off to the changes both inside the company and to the side, is not effective. We believe in innovaway CNA interacted in the market. I was not tion at the core, which is about empowering actively looking for a new opportunity, but people and teams to try new things while when I spoke with the senior leaders at CNA, I they develop solutions to a business or techwas attracted to the talent and leadership at the nology problem. This starts with the culture company and felt that there was a great oppor- and response that a leader takes to new ideas. tunity to join an organization that was focused At CNA, we feel that it is critical to build on future-forward as well as addressing the a learning and growth culture in order to challenges and opportunities in the industry. drive real change. It’s about taking risks and What was your priority as you assumed understanding that failing fast to learn what the CIO role? doesn’t work and what does is a strength. So Technology is a people business, and my a leader needs to encourage experimentation. focus was initially to meet and get to know We use quarterly cycles to experiment and the team. When I arrived, I spent the first few get new products and solutions to our busimonths getting to know the organization and ness customers so we can receive feedback meeting with the people, asking basic ques- and measure to ensure we are achieving the tions about how it was going and what they desired results. We can then effectively evalneeded. This was so valuable to understand what uate if the solution is working or needs to be type of culture we wanted to create and how we adjusted. We try to focus on learning in a short defined our shared values. All companies talk period of time and adjusting which is key to about shared values, but it was important for innovation. CNA to really live these values. As an example, How proud are you to see the way your we created a monthly award that highlights an team adapted to address the challenges employee who is living the values, which is very caused by the pandemic? effective in getting our people engaged in the I am extremely proud of how CNA and its culture we want to build together. people at all levels of the organization showed My experience with culture journeys is that strength and resilience during this unprecewhile it is important to talk about and commu- dented time. In a very short period of time, nicate it, you need to live it and create trust in we came together across multiple functions, order to build true and lasting engagement. This from technology to business continuity to is a journey that CNA has been on for a few human resources, and put together a plan to years, and it is wonderful to see the way the enable 6,000 employees to work from home – organization has responded. and it happened seamlessly. We had a crossWill you elaborate on your view that functional effort across the entire company to technology is a people business? address how we were going to make this work You cannot separate technology from and identify all the different areas we needed wher e a business is headed and while to think about to be successful. I am so proud VOLUME 45, NUMBER 1

of the technology organization in its ability to empathize with our employees and networks outside of CNA in understanding that things had to be different, and developing solutions to meet the needs of this time. In the area of risk control, for example, the function moved to remote and developed new practices for our clients that will continue even after we return to the office because they are effective, and the technology and the processes have resulted in strong outcomes and a continued high level of client service. Do you feel that there are strong opportunities for women to grow and lead in business? I definitely feel that the opportunities are there for women. The important focus for success is on mentorship and allyship from leaders for women who are coming up inside an organization. There are a number of reasons why women may not reach their potential such as preferring a different path or wanting to take time out to focus on family as is the case with many men in business today as well. I also believe that it is important for women to not focus on whether they see other women at a certain level in the company and assume that this means the organization is not open to advancing women. They need to stay on the path and show through their talent and skills that they deserve and have earned the opportunity to lead. Will you discuss CNA’s commitment to diversity and inclusion? CNA has been focused on how to take the next step on its diversity and inclusion journey for quite some time, and we have aligned our philanthropic and community efforts with our diversity and inclusion efforts. A small example of this is CNA’s work with an organization in Chicago called Genesys Works, whose mission is to provide pathways to career success for high school students in underserved communities through skills training, meaningful work experiences, and impactful relationships. CNA has partnered with Genesys Works and each of the past two years we have brought into the company two high school seniors from underserved communities to do real work and expose them to various career pathways, while also providing us with access to these talented individuals who only need an opportunity.



“Women Hold Up Half the Sky” An Interview with Shirley Jiang, Managing Director and Deputy Chief Audit Executive, Bank of China U.S.A. EDITORS’ NOTE Shirley Jiang framework complies with the stipulated is an established audit pr ofesguidelines and is appropriate for the size, sional and is currently Managing complexity, and risk profile of the bank. Director and Deputy Chief Audit The internal audit function of BOC U.S.A. Executive (CAE) at Bank of China directly reports to the Board (i.e., the U.S.A. Since joining the bank in U.S. Risk and Management Committee or 2018, she has been instrumental in USRMC, delegated to provide Board overleading efforts to achieve a strong sight for BOC U.S.A. operations), and the internal audit function in many Head Office Internal Audit Department, key aspects. She is a key driver of and administratively, reports to the local the bank’s audit initiatives, keeping Chief Executive Officer to ensure its up with industry best practices, and independence. Shirley Jiang plays a critical role in supporting Since joining the bank in 2018, compliance with the bank’s reguI have been leading the audit funclatory programs. Previously, Jiang held senior tion in various capacities. Curr ently as the management positions at JP Morgan Chase, as M a n a g i n g D i r e c t o r a n d Deputy CAE, I well as the U.S. branches of several other foreign support the CAE in carrying out the internal financial organizations, including Lloyds Bank audit mission to independently and objecand Mizuho Bank. Jiang holds a bachelor’s tively review and evaluate the bank’s activities degree in business administration from Inner and to help the bank maintain and improve Mongolia University, China, and a master’s the efficiency and effectiveness of its goverdegree in accountancy from the University nance, risk management and internal control of South Carolina. She is a Certified Public systems and processes. My responsibilities Accountant, licensed in the State of New York, include overseeing the annual audit plan and holds certifications from the Association execution and driving strategic initiatives to of Certified Anti-Money Laundering Specialists, ensure that we provide independent assurance as well as the Information Systems Audit and of an effective control environment to Executive Control Association. Management, the Board and also the regulators. Over the past few years, we have made tremenCOMPANY BRIEF As China’s most interna- dous progress in creating a strong internal audit tional and diversified bank, Bank of China function to support the bank’s strategic plan (www.boc.cn/en) has a well-established global focusing on compliance and risk management. service network with institutions set up across the A key priority for the internal audit funcChinese mainland, as well as in more than 60 tion continues to be the close alignment with countries and regions. It has established an inte- regulatory priorities and emerging risks that are grated services platform based on the pillars of applicable to the bank such as credit risk, cyberits corporate banking, personal banking, finan- security, the Bank Secrecy Act/anti-money launcial markets and other commercial banking dering (BSA/AML) compliance and consumer businesses, which covers investment banking, compliance, Community Reinvestment Act direct investment, securities, insurance, funds, aircraft leasing and other areas, thus providing its customers with a comprehensive range of financial services. Bank of China U.S.A. (BOC U.S.A.) (www.bocusa.com) has branches in New York City, Queens, Chicago and Los Angeles. Will you provide an overview of the internal audit function at Bank of China U.S.A.? As one of the largest foreign banks operating in the U.S., Bank of China U.S.A. is subject to the Office of Comptroller of the Currency (OCC) Heightened Standards, under which the internal audit function provides independent assurance to senior management and the Board that the bank’s risk governance 124 LEADERS

(CRA), among others. In addition, given the increased expectations of an active internal audit’s role in critical business decision-making, effective collaboration and engagement with various business lines is essential. Lastly, given the events of the past year with the pandemic and the potential impact from the “great resignation” trend in today’s market, we remain committed to attracting and retaining qualified talent, as well as pushing for data analytics and data-driven auditing to achieve greater efficiency. How important is it for the internal audit function to be engaged in business strategy? The traditional post-fact audit reviews are no longer sufficient for an organization’s risk management given the dynamic environment we are in today. Regulators are increasingly putting pressure on the internal audit function to be more proactive, to be involved in business decision-making processes, and to help businesses prevent a risk event or, at least, detect it as quickly as possible. Given the dependency of the internal audit function on collaboration, engaging the internal audit function requires a shift in mindset across the organization. From an internal audit perspective, we cannot emphasize enough the importance for auditors to understand business strategy and business risks. While the role of internal audit is to provide an independent opinion of the effectiveness of the control environment, where we can add the most value is in our ability to offer recommendations that are aligned with and complement the wider business strategy and help the business to achieve strategic objectives. If we have learned one thing from recent enforcement actions across the industry, the

“Technology has had a profound impact on many aspects of our lives and businesses, and the audit function is no exception.”


“As the saying goes, ‘women hold up half the sky.’ We have a diverse team within the internal audit function with women representing around 50 percent of our total workforce as well as 50 percent of our audit team leads, which we have achieved organically by promoting and supporting our auditors based on their performance and contributions.” cost of preventing a control breakdown is much less than the costs to resolve them in the future. The internal audit function at BOC U.S.A. is well respected and engaged across the full breadth of the bank. We are involved in many aspects of the business, starting at the top level when business strategies are first developed, through to governance committees overseeing the operations and risk management, and dayto-day operations. Our continuous monitoring enables us to keep abreast of how the business is developing and identify potential emerging risks, which in turn informs the audit plan and audit strategy, allowing us to be best positioned to serve as the bank’s third line of defense. How is technology impacting the audit function for Bank of China U.S.A.? Technology has had a profound impact on many aspects of our lives and businesses, and the audit function is no exception. Driven by the business strategy and the competitive pressures from FinTech, BOC U.S.A. is very focused on digitization. In recent years, a number of new and upgraded systems were deployed into production to support the bank’s compliance and risk management processes while maintaining industry best practices, some of which also adopted innovative technology such as robotics and artificial intelligence. As the internal audit function evolves, we need to keep up with this trend to make sure we can independently assess the risk implications and be able to independently opine on the effectiveness of automated controls, as well as the sufficiency of governance and oversight of system implementation. Like the business, the internal audit function itself is also facing pressure and challenges to ensure we stay agile and can lead audit best practices. A core component of building a best-in-class audit function is leveraging data and advanced technology, for example our usage of Natural Language Processing in audit testing, among others, has already demonstrated improved effectiveness and efficiency. Our goal is not only to ensure that we achieve a deeper penetration in challenging the controls and control environment, but also increasing our capability to provide the business with more real-time assurances and feedback. How do you define Bank of China U.S.A.’s culture? As part of the risk-based strategic plan, BOC U.S.A. prioritizes regulatory compliance, together with sound management, balanced and VOLUME 45, NUMBER 1

sustainable growth, and efficient operation. To that end, the bank cultivates a strong compliance and risk management culture. As the internal audit function, we play a key role in independently assessing the design and effectiveness of the Risk Governance Framework and controls. Audit results, among others, are embedded in the performance measures within the bank’s performance management program to ensure risks are managed within the bank’s appetite. BOC U.S.A. also promotes a diverse and inclusive corporate culture, which is critical to achieve our goals as employees with different backgrounds and corporate experience bring fresh perspectives and diverse experiences. In recent years, the bank has focused on hiring local non-Chinese employees, contributing to the betterment of business deliverables. The newly established Environmental, Social & Governance (ESG) Working Group is further promoting diversity and inclusion to the top of the bank’s agenda. Among the 40 staff within the internal audit function, we have auditors of seven different nationalities who can speak over 20 languages, bringing together diverse and innovative perspectives and who are empowered to have their voice heard. BOC U.S.A. promotes a strong work ethic and collaborative environment to bring together people from different departments, especially when facing critical challenges to ensure the job gets done. Digitization has also merged into the bank’s corporate culture. The bank is actively encouraging and exploring innovation and data-driven analytics not only to align with the Group’s overall strategy, but also due to increased competitive pressure from FinTech. In the U.S., the bank has in-house capabilities to develop artificial intelligence enabled solutions to help automate complex processes in highrisk areas such as compliance and cybersecurity and provide sophisticated business offerings. Data-driven tools have also been implemented to further enhance business processes. Within the internal audit function, we have a dedicated audit data analytics (DA) team which is commissioned to push forward a data-driven culture. As a part of the BOC global network, BOC U.S.A.’s culture is built on the strong foundations of BOC Group’s mission, vision, and values. Our culture will continue to evolve, further promote compliance risk management best practices, protect the environment, cultivate our strong and diverse workforce, progress our business strategy,

and align with the Group’s vision of “building a world-class and modern international bank.” What have been the keys to Bank of China U.S.A.’s growth in the U.S. market? As a Chinese bank with the longest-standing and largest presence in the U.S., our strengths are key to business growth. Our business strategy is to develop long-term relationships with our U.S. clients who range from small local enterprises to large Fortune 500 organizations. Our existing relationships, strong ties with local communities, and our corporate brand form a strong foundation for our future business growth. Our culture for compliance and risk management is another asset, especially in the highly stringent regulatory environment for BSA/AML and OFAC sanction compliance. Our expertise in handling complex business transactions that reach into billions of dollars, such as foreign correspondent banking, trade finance, and cross boarder clearing makes us a strategically invaluable partner in the U.S. market. Our diverse and multi-cultured workforce is our biggest asset, and all are dedicated to support our clients’ needs, offer innovative solutions, and ensure compliance and sound risk management. Our strategy in the U.S. is aligned with the overall Bank of China Group strategy and backed by a resilient market. We are well-situated to continue to grow our business in the U.S. and strategically position the bank to act as a bridge between the two largest economies in the world. Do you feel that there are strong opportunities for women to grow and lead in the banking industry? We are very lucky to live in today’s world where advancing women to leadership roles is one of the top priorities for global businesses. We see more and more focus on supporting and promoting women to senior leadership positions, however if we look across senior levels in the industry, there is still gender disparity. I believe there are still great opportunities for women to continue to grow and step into leading positions. Within BOC U.S.A., diversity and inclusion are a core part of the bank’s strategic plan. We have women represented at every level, including senior management and executive levels. Since joining the bank, I have witnessed women, including myself, being promoted based on contributions and job performance and stepped into leading positions in different LEADERS 125

The headquarters building of BOC U.S.A. in Manhattan

business areas. The bank has recently established an Environmental, Social & Governance (ESG) Working Group which has also been mandated to focus on the bank’s diversity and inclusion efforts, among others, and will no doubt further elevate the importance of empowering women to the top of the bank’s agenda. As the saying goes, “women hold up half the sky.” We have a diverse team within the internal audit function with women representing around 50 percent of our total workforce as well as 50 percent of our audit team leads, which we have achieved organically by promoting and supporting our auditors based on their performance and contributions. We will continue to be the front-runner in leading and supporting the bank’s diversity and inclusion strategy. How important is it for Bank of China U.S.A. to be engaged in the communities it serves? Supporting community development has been an essential component of BOC U.S.A. strategy, under which the bank has made tremendous progress. In the last eight years alone, the bank has provided more than $2 billion in public finance and corporate loans, investments, and services under our Community Reinvestment Act (CRA) Program. In the New York City metropolitan area, the bank has been active in providing loan facilities to support 80/20 low- and moderate-income housing developments as well as public transportation projects that can both create employment opportunities and improve community living conditions. 126 LEADERS

BOC U.S.A. also expanded its community outreach through partnerships with many great local community organizations including Big Brothers Big Sisters of New York City. The bank is proud to support other important community organizations such as Robin Hood, Cent$ Ability, Habitat for Humanity, and the Jump$tart Coalition, among many others. Most recently, the bank became a proud sponsor of the Juilliard School for its public-school free music program. In response to the COVID-19 pandemic in the U.S., the bank reacted immediately and donated more than 130,000 pieces of PPE to local hospitals, senior care facilities, the NYPD, MTA, NY Postal Service, and New York Sanitation Department. We also helped sponsor the expansion of the ICU at the NewYork-Presbyterian Downtown hospital, and partnered with a local nonprofit and restaurants to provide home-delivered meals to medical workers and the elderly at no cost. To help support New York City and our neighborhood stores, the bank also provided much-needed relief to local small business owners through the Paycheck Protection Plan and the CARES Act and a $200 million loan to the MTA. What advice do you offer to young people interested in building a career in banking? The first thing I usually say to young people interested in building a career in banking is to be prepared to make a long-term commitment to learning. Customer demands for better products and services are ever-changing. Advanced technologies such as robotics and machine learning are making

their way into many aspects of the banking business. Keeping pace and being adaptable are essential for young people to advance their career, as well as being able to think critically and globally. Prospective young bankers also need to be persistent. On average, it takes 6-10 years to master a skill. Immerse yourself in a field of interest to get the full benefit and try not to change direction too frequently. Today’s competitive job market certainly is tempting, especially to young people as they may often be presented with multiple options and attractive terms – it can be a hard decision, but one should always weigh the short-term benefits versus long-term career gains. When in doubt, my suggestion is to seek out a mentor for guidance. Another piece of advice is relationship building. Given diversity in the workforce and the broad client base the banking industry services, having an inclusive mindset and being able to collaborate and build meaningful relationships is another key aspect to a successful banking career. For those who are seeking opportunities, I would suggest to research and identify organizations that share your values, then network and connect with existing employees. A banking career provides a great opportunity to interact with people from different backgrounds, partner with business leaders in different industries, and help tackle some of the major problems in the world, such as green financing to address environmental issues, which can significantly broaden the horizon of any passionate young person.



505 Park Avenue at 59th Street, New York, NY 10022 • 212-838-7500



PURE Principles An Interview with Caitlin Rascelles, Senior Vice President, Western States Regional Executive, PURE Group of Insurance Companies EDITORS’ NOTE In her role, Caitlin f o r responsible high-net worth families, Rascelles has direct leadership over providing customizable coverage for PURE’s High Net Worth Property high-value homes, automobiles, jewelry, and Casualty Insurance business art, personal liability, watercraft, flood, in the Western States Region, which fraud and cyber fraud. In return for spans across 12 states from Arizona, a fee, PURE Risk Management LLC, a through the Rocky Mountains, and wholly owned subsidiary of PUI, serves into the Pacific Northwest. In addias Attorney-in-Fact for PURE. The PURE tion to leading the Western States Group’s low cost of capital, careful Region, she is also the senior leader member selection and proactive risk for PURE’s Scottsdale, Arizona office, management all contribute to highly where she collaborates with over competitive rates and a Financial Caitlin Rascelles 150 insurance professionals to serve Strength Rating of “A+ (Excellent)” PURE’s membership throughout the from A.M. Best Company, Inc. Today, country. Prior to moving to Scottsdale in 2020 to PURE’s membership includes more than 100,000 assume her current role, Rascelles was leading families from across the U.S. one of PURE’s largest and fasting growing regions, the Metro New York area, including How do you describe PURE’s culture and direct oversight of PURE’s New York City office. how critical is culture to the success of She has also served for the past three years as the the company? Chair of PURE’s Women’s Leadership Council. In I think first and foremost, culture starts with this capacity, she has partnered with dynamic the people who join the organization and come women and key executives around the country to work every day ready to serve our members. to drive WLC’s mission of creating equal repre- I’m proud to work alongside over 900 professentation of, and contributions by, men and sionals that exemplify hard work and dedication women across all levels and functions at PURE. on a daily basis. In the words of Simon Sinek, She has served on a number of nonprofit boards we really start with “why.” PURE is a purposeand has participated in a number of women driven company, and that’s clear to all of our specific endeavors, such as New York Women’s employees. We exist to enable our members to Foundation Corporate Leadership Council, live their lives to the fullest and pursue their SheEO Activator, NYC Association of Insurance passions with confidence. Women past President, Chief member, Girls Our members (policyholders) are at the Inc., and Sanctuary for Families annual back- core of what we do, but we also strive to be pack drive. In addition, she has served at the NY incredible team members to each other. We Common Pantry and has been an active fund- foster an environment of teamwork, creativity raiser for the United Way of Westchester. Most and curiosity, and give our employees the room recently, she accepted a position on the Arizona to grow in their careers. This is driven through Foundation for Women’s Board of Directors, our PURE Principles: where she specifically serves the fund development committee to raise much needed funding for women specific initiatives across the state of Arizona. Rascelles attended Northeaster n University and earned her BSBA in marketing from the University at Buffalo.

• We do the right thing – always. • We think about the long-term. • We balance the needs of each member with the interests of the entire membership. • We align the interests of our interdependent stakeholders. Will you discuss PURE’s focus on supporting the needs and emotional wellbeing of its employees during the pandemic? PURE has a long-standing commitment to supporting its employees’ well-being, so we already had a culture in place that allowed for our people to express their needs. I am proud of the fact that PURE met people where they were during COVID and allowed our people the space to address any concerns so that they were able to bring their best selves to work and perform to their potential. Our people were there for each other and covered for each other which was critical for PURE to continue to take care of our members. Will you highlight PURE’s High Net Worth Property and Casualty Insurance business in the Western States region? We have almost 10,000 families with homes or a footprint in the Western States geography, which spans from the southwest, up through the mountains, and into the Pacific Northwest. We also cover Hawaii and Alaska. Our business it solely focused on successful families (high-net worth and ultra-high-net worth) dealing with a wide variety of exposures – from earthquake to wildfire, to hurricane, to lava flow, and extreme winter weather which often leads to a great deal of water damage. We exist to make our members smarter, safer and more resilient. Our members are passionate, successful individuals who understand the importance of protecting themselves and their families.

“We challenge ourselves to create

COMPANY BRIEF Privilege Underwriters Inc. (PUI), a member of the Tokio Marine Group of Companies, was founded in 2006 and is the holding company for the PURE Group and related entities. PUI and its subsidiaries provide capital support and operational services to the policyholder-owned entity, PURE (pur einsurance.com). PURE is dedicated to c r e a t i n g a n e x c e p t i o n a l e x p e r i e n c e 128 LEADERS

innovative and differentiated products, but it often comes down to the service we deliver that sets us apart.” VOLUME 45, NUMBER 1

“PURE is a purpose-driven company, and that’s clear to all of our employees. We exist to enable our members to live their lives to the fullest and pursue their passions with confidence.”

We work closely with them to give them the tools and resources they need to mitigate risk and are also there at our members time of need when they face claims. We see a large concentration of our business in areas that are challenging to insure because that’s where our members like to have homes. Mountain communities like Aspen and the Yellowstone Club, oceanfront homes like Kukio in Hawaii, etc. We are constantly challenging ourselves to understand the exposures that our members face and provide the resources they need to be able to secure the coverage they require in these areas. Is it challenging to differentiate in the industry and how do you define the PURE advantage? We challenge ourselves to create innovative and differentiated products, but it often comes down to the service we deliver that sets us apart. When our members need our services, it’s often on their worst day: their home has just burned down or they were involved in a tragic automobile accident, and this is when our culture and people are differentiators. We do a lot of training around empathy and making sure our employees understand how to be empathetic during these difficult times. I define the PURE advantage as our culture and our people who are laser-focused on serving our members and fulfilling our mission. Where do you see the greatest opportunities for growth for PURE’s business in the Western States region? When you look at the population migration into the Western States, places like Arizona, Nevada, Wyoming, Colorado, and Idaho, we are just scratching the surface of what’s possible in these markets. As we continue to advance and

introduce new or improved risk management solutions that address catastrophe exposure, we have a real opportunity to make a meaningful impact on these communities and to these places our members call home. How critical is it to have close communication and coordination in order to provide seamless service throughout PURE’s offices in the Western States region? Our business is to protect our members’ assets and their most prized possessions, and communication is paramount to ensuring that this is done swiftly, accurately, and with the utmost respect and care. We sell a promise that we will be there for our members during their times of need. When dealing with disasters, time is of the essence for people, and you cannot overstate the importance of crystal-clear communication and coordination. It’s imperative that everyone on the team – across all functions and extending to the various vendors who we trust to serve our clients – understands PURE’s purpose and their role in delivering on it for our members. This is where my role comes into play to align all of the key departments and to keep very clear lines of communication open between them. How important is it for PURE to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when addressing member needs? Diverse and inclusive teams are more creative, have greater social intelligence, and are less likely to be constrained by groupthink; they activate more voices and produce sounder decisions. Diverse teams create better business outcomes, and also create better experience outcomes for our members. We have an

“We sell a promise that we will be there for our members during their times of need. When dealing with disasters, time is of the essence for people, and you cannot overstate the importance of crystal-clear communication and coordination.” VOLUME 45, NUMBER 1

incredibly diverse group of members across the country, and it’s critical that we have a workforce that reflects this and can bring together different ideas and representations. We have a number of employee resource groups to share ideas and to make sure that we continue to provide safe spaces for our employees to be open and transparent and have honest discussions around issues of importance to them. You have served as chairwoman of PURE’s Women’s Leadership Council. What is the mission of the Council and how are you engaging PURE’s workforce in its efforts? The mission of PURE’s Women’s Leadership Council is to keep PURE extraordinary by building a powerful, passionate network and support system to attract, retain and elevate talented women while strengthening PURE’s culture of collaboration and community. It is our vision to reach equal composition of, contributions by, and engagement among men and women across all levels and functions at PURE. We recently divided into zonal groups to help scale meaningful engagement among our team members throughout the United States, as well as officially moving the Women’s Leadership Council into PURE’s formal ERG platform. Do you feel that there are strong opportunities for women to grow and lead in the industry? Insurance is an industry that has been notoriously dominated by men in leadership and executive level roles. While there isn’t a shortage of women entering this industry, the pipeline of women in insurance is a leaky one and, unfortunately, women of color face the steepest drop off as you advance into management and executive levels. Companies need to better equip women with the tools, resources and balance necessary for advancement, and ease the barriers faced when rejoining the workforce after maternity and childcare leave. It is clear that COVID has significantly magnified this issue. What advice do you offer to young people interested in building a career in the insurance industry? The insurance industry is a fascinating place to build a career and is filled with opportunities and pathways to explore. Control your own development, raise your hand for new challenges, introduce yourself to new people, and have patience.



Touching Lives An Interview with Laila Gurney, Senior Vice President, Chief Quality and Regulatory Officer, GE Healthcare EDITORS’ NOTE Laila Gur ney positioned to deliver long-term growth leads the Global Quality, Regulatory, and create value for all stakeholders. Medical, Clinical and Research Will you highlight GE Healthcare team. She joined GE Healthcare in and what have been the keys to 2008 as Director, Regulatory Affairs its strength and leadership in the in Canada. Since then, she has held industry? positions with expanded responsiGE Healthcare is a $17 billion busibility and scope in the Quality and ness that operates in over 160 counRegulatory organization, spanning tries. Our products range from contrast across the regions, products and agents, to imaging devices like Magnetic central teams. Prior to joining GE Resonance Imaging (MRI), Computed Healthcare, Gurney spent 10 years Tomography (CT), mammography and Laila Gurney focused on in vitro diagnostics with ultrasound, to infant care products, and PreMD Inc., where she was responlife support devices such as ventilators. sible for Quality, Regulatory and Clinical Research As a company, we have amazing reach with and played a key role in partnerships with McNeil innovative technologies: Consumer Healthcare and AstraZeneca. She •300 million lives touched per year with the holds bachelor’s and master’s degrees in biochem- GE Voluson, which is a Women’s Health Ultrasound istry from McGill University in Montreal. device. •2 billion+ scans generated per year by GE COMPANY BRIEF Every day, millions of people Healthcare’s imaging devices. feel the impact of GE Healthcare (gehealthcare.com) •1 million+ patients use a GE Healthcare intelligent devices, advanced analytics and artificial monitor every minute of every day. intelligence. As a leading global medical technology •10 million+ babies use GE Maternal Infant and digital solutions innovator, GE Healthcare Care beds as their first bed every year. enables clinicians to make faster, more informed •3 patients are imaged every second with a decisions through intelligent devices, data analytics, GE Healthcare imaging agent. applications and services, supported by its Edison •4 million+ imaging, mobile diagnostic and intelligence platform. With more than 100 years of monitoring units are in our installed base. healthcare industry experience and approximately The most amazing part of what I do is 50,000 employees globally, the company operates at knowing that our products touch so many lives and the center of an ecosystem working toward precision therefore what we do matters. It’s what motivates health, digitizing healthcare, helping drive produc- and inspires me to come to work every day. tivity and improve outcomes for patients, providers, GE Healthcare’s strengths are our people, our health systems and researchers around the world innovation, our curiosity, and our clinical experwhile embracing a culture of respect, transparency, tise. We are passionate about problem-solving and integrity and diversity. the clinicians we serve. We put patient safety first which is why quality is at the center of everything How do you describe GE today and how has we do. This, together with our culture of humility, GE transformed its business? transparency and focus, positions us as a leading GE has built significant momentum in its medical technology provider that clinicians trust to transformation over the last few years, marked deliver innovative technologies that are used every most recently by the announcement that we plan day to improve patients’ lives around the world. to form three public companies focused on the What are the ways your team is ensuring growth sectors of healthcare, aviation and energy. the quality and reliability of GE Healthcare The progress we’ve made in strengthening our products throughout the product life cycle? financial position and improving our operations Our team partners with product development through a lean and more decentralized business to gather evidence to substantiate product safety and model puts us in a position of strength to take this effectiveness and prepares regulatory submissions important next step. that are reviewed by regulators around the world Our businesses are in markets with compelling such as US FDA, Health Canada, China NMPA, missions like advancing precision health, shaping the etc. for market approval. future of flight, and leading the energy transition, and Our team also provides leadership and guidas independently run companies, they will be better ance throughout the product life cycle to ensure that 130 LEADERS

products that we design and manufacture meet all safety, quality, regulatory and customer requirements in countries around the world. Through post-market surveillance, our team monitors the performance of GE Healthcare devices in the field and works with the relevant businesses to take appropriate actions, which may include field product corrections where necessary, and input to product development teams to ensure continuous improvement of new product introductions. Do you feel that there are strong opportunities for women in the industry? Absolutely. I believe there are strong opportunities for women to grow and lead in all industries. As a huge proponent of the GE Women’s Network and an executive sponsor of the GE Healthcare African American Forum, I am hopeful that the goals we have set for ourselves at GE regarding Inclusion, Diversity and Equity and the commitments we have made as a company to measure ourselves is moving the needle in this regard, and that we hold ourselves accountable to our employees, customers and communities to be the best version of ourselves. To quote a November 2016 Harvard Business Review article on Diversity and Inclusion: “nonhomogenous teams are simply smarter. Working with people who are different from you may challenge your brain to overcome its stale ways of thinking and sharpen its performance.” I have found this to be true through experience – diversity in all ways – cultures, backgrounds, thought, gender, ethnicity, etc. truly makes us better and that is good for our business as well as the customers and patients we serve. As a woman in a leadership position, I am very passionate and deliberate about making sure that women have equal opportunities and the right support structure for professional development to be promoted into leadership roles. I stand on the shoulders of both women and men who believed in me, gave me opportunities and as I proved equal to the task, advocated for me to be promoted. I believe that we all must do our part to ensure that deserving employees have equal opportunities to advance and grow. As a mother to both a daughter and a son, I want to do my part so that they always have the same opportunities to advance into leadership roles if they work just as hard and perform equally. We can get there, and I am excited for accelerated evolution in this area. I do hope, soon, we won’t have to highlight “women leaders” or “diverse leaders,” because it will be common to have women and diversity in leadership positions.


Launching Women Leaders Paul, Weiss has been home to trailblazing women lawyer leaders for over 75 years. In 1946, Paul, Weiss became the first major New York-based law firm to have a woman partner when Carolyn Agger was promoted to the partnership. Today, we continue to invest deeply in promoting and supporting women in all aspects of their careers, holding fast to our unwavering commitment to diversity, equity and inclusion. Through devoted mentorship, our women partners continue to shape future generations of women leaders.

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The Promise of Technology and Human Ingenuity An Interview with Chloe Barzey, Office Managing Director - Atlanta, Accenture EDITORS’ NOTE Chloe Barzey has people and use technology to deliver over 29 years of consulting and 360-degree value to all our stakeindustry experience, including holders. Our purpose and our brand 23 years with Accenture. As the are grounded in our enduring formula Of fice Managing Dir ector, she for market leadership: embracing leads Accenture’s vision and operchange, continuously transforming ations across Georgia, Tennessee our business, helping other busiand Alabama. Barzey is a transfornesses create value and always striving mational thought leader and has to make things better – for our own published numerous points of view people, our clients, our communities on competitiveness, operational and the planet. cost reduction and supply chain Will you provide an overview Chloe Barzey management. She is the executive of your role and key areas of focus? sponsor for several women’s and I’m the Office Managing Director diversity programs within Accenture and is responsible for our people and business across an active member of the Atlanta community. Georgia, Alabama and Tennessee. We’re focused She served as the vice chair on the board for on bringing innovation to our clients and Hands on Atlanta and is currently a member ensuring an inclusive workplace and great work of Leadership Atlanta, Leadership Georgia, The experience for our more than 3,000 people International Women’s Foundation and on across these states. Each day, I’m accountable the Board of the Executive Leadership Council. for their engagement and well-being. In my role, Barzey has been recognized by several national I make a difference by connecting people to organizations and publications including each other, building community and facilitating Diversity MBA Magazine, Diversity Inc., The them doing well by doing good. To model this, Glass Hammer, and Working Mother Magazine. I focus on collaborating with other leaders from She has an Electrical Engineering degree from a variety of backgrounds within and outside of Cornell University and an MBA from Wharton. Accenture to talk about challenges and implement solutions focused on positive change. COMPANY BRIEF Accenture (accenture.com) Especially since the start of the pandemic, is a global professional services company with people have felt so disconnected. Some have felt leading capabilities in digital, cloud and secu- left out of the conversation. It takes intentionrity. Combining unmatched experience and ality and leadership to bring people together, to specialized skills across more than 40 industries, practice community and tell real stories about it offers Strategy and Consulting, Interactive, what failure looks like, and how to succeed. Technology and Operations services – all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Its more than 624,000 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.

Will you highlight Accenture’s Atlanta office and the growth and strength of the office? I’m proud to say that our Accenture Atlanta office is our most diverse location in North America, and our people here are passionate and engaged in our community. At Accenture, we are constantly making connections, working with our clients, community partners, government and academics. We are constantly looking for ways to collaborate across groups, to bring real improvements and change to our local communities. Our Atlanta strategy is to dare to dream; to collaborate to innovate; to unite for impact. We are mobilized around this commitment and we are daring to lead the change we want to see. We’re not only saying we’re going to do something, but we’re also doing it. Across Accenture, we’re making our actions visible to the external community and we’re measuring our progress and making that progress visible. It’s a bold move and one of the reasons I love being at Accenture. How did Accenture’s Atlanta office adapt the way it works to address the challenges caused by the pandemic and how proud are you to see the resilience of your team during this unprecedented time? Accenture has followed a flexible hybrid model for a long time, so that’s not new. What is new are the pandemic-related concerns around our people’s health, their families, their financial health, and the stress of recent

“Our Atlanta strategy is to dare to dream; to

collaborate to innovate; to unite for impact. We

What dif ferentiates Accenture in the industry and how do you define the Accenture advantage? Accenture’s purpose is “to deliver on the promise of technology and human ingenuity.” It guides our strategy, our priorities and the opportunities we create for our more than 624,000 people around the world. Every day we reflect the human ingenuity of our talented 132 LEADERS

are mobilized around this commitment and we are daring to lead the change we want to see.”


“Accenture’s purpose is ‘to deliver on the promise of technology and human ingenuity.’ It guides our strategy, our priorities and the opportunities we create for our more than 624,000 people around the world.”

social unrest in our country, which are added stressors for our people. Making room for additional responsibilities of parents working with school-aged children, individuals caring for aged parents and everyone dealing with additional pandemic-related stress is key. So, while our flexible approach has fundamentally been consistent, we recognize that people are juggling more now than ever before. We have also gone from OOO (Out Of Office) to OOT (Out Of Touch), encouraging employees to truly take breaks and fully unplug to rest and recharge. All that said, I’ve been so impressed by our people’s resilience. In all the ways, they’ve stepped up and showed compassion for each other and for our community. Our people are amazing. How important is it for there to be close coordination between Accenture’s offices in order to provide consistent and seamless service? Very important. The most important thing is collaboration and communication. It’s always great to be together in person, but technology really helps when that is not possible. Accenture has had geographically distributed teams and worked in a hybrid model for years. We are naturally a very collaborative and cohesive organization, so this is nothing new. With technology such as Microsoft Teams, we can easily collaborate and see each other, and we are intentional about finding ways to increase engagement and a sense of community when we can’t all be together in one place.

It’s this spirit of collaboration that helps us deliver on the promise of technology and human ingenuity, bringing consistent and seamless service for our clients. How critical is it for Accenture to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when addressing client needs? We know from experience and from our Getting to Equal research that diversity and equality are key drivers of innovation, and inclusive cultures are six times more likely to innovate than their non-inclusive peers. Diversity is vital for innovation and essential for serving our clients. At Accenture, our first priority is our people, and to best support them, we approach inclusion and diversity with the same discipline and rigor as any other business priority. In 2016, we published our demographics by race for the first time, along with statistics on gender, veterans and persons with disabilities. We published them because we asked our people to make changes – to make diversity and inclusion a personal priority – and it was important to be transparent about why. Transparency creates trust. Since then, we have made progress because we had a plan and we held ourselves accountable, and we are doing more to create sustained change at Accenture and in our communities. We are committed to being part of the solution and we will continue to hold ourselves accountable. Do you feel that there are strong opportunities for women to grow and lead in the industry?

“It’s this spirit of collaboration that helps us deliver on the promise of technology and human ingenuity, bringing consistent and seamless service for our clients.”

I do feel that now, more than ever, there are opportunities for women to grow and lead in the industry. The key is speaking up, stepping up, and stretching. Don’t wait until you have all the skills in the job description to go for the job – just go for it. Most importantly, have mentors and sponsors. Don’t try to do it alone. Be sure you have people around you who can promote you, counsel you, champion you and team with you. Working hard is important, but so is working smart, collaborating and making sure that others are aware of your contributions. What do you see as the keys to effective leadership and how do you describe your management style? I stepped into my role leading our Atlanta office in February 2020 with the vision of having our office lead from the front by getting people engaged and connected to make a positive impact for our clients, our people and the community. One practical way to make this happen is to help foster meaningful connections. I have found the best way to inspire people is to take the time to listen to them, to understand their goals and dream big about what can be accomplished collectively. Once we have a shared vision, the path to get there becomes easier. I’m always looking for ways to make connections and work together toward a common goal. To me, communication, connection, and transparency are key. Making sure you are up front about what you’re doing, letting people know why you’re doing it, and most importantly following through on your commitments. What advice do you offer to young people interested in building a career in professional services? The importance of not going it alone. When I wanted to be promoted to Managing Director with Accenture, I didn’t get the promotion on my first try. I realized then that I needed mentors and allies, and it made a world of difference. We are all more successful when we join forces than when we try to tackle anything on our own. That’s true in your personal and professional life, and even more true when you look at companies coming together with other companies and organizations for a common good. There’s real power in connections and collaboration. When we do that, we can do anything.




The Alliant Difference 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.

Adriana Duenas, Senior Vice President, Alliant Insurance Services and Co-Founder, Women at Alliant ERG Will you provide an overview of your role and key areas of focus? I am a Senior Vice President and Producer at Alliant, focusing on employee benefits for midmarket clients. What was the vision for creating the Women at Alliant ERG and how do you define its mission? Previously I was part of a women’s group and in 2016 I wanted to start one at Alliant because I felt it was much needed. Women at Alliant is an inclusive, supportive, and inspiring group of women and Alliant allies. We are a community offering mentorship, leadership, and career development through many resources, workshops, guest speakers, and female-focused activities. In addition, we raise awareness of the unique experience women have in the workforce and celebrate our achievements. How are you engaging Alliant’s workforce in the Women at Alliant ERG’s efforts? We recently relaunched nationally. Initially focused on the Midwest region, now we encompass all of Alliant. Our plans include: • Monthly virtual meetings for now, and as the world reopens, expect in-person meetings as well. • Quarterly guest speakers to present a variety of topics. • Mentorship programs. • Opportunities for small focus groups to help with career development. What advice do you offer young women interested in building a career in the industry? When I first joined this industry in 1994, I noticed young women would give up because they felt it was a male-dominated environment. However, times have changed, and as I continue in this field I want to see more female representation in the C-suite. Achieving this goal happens by continuing to mentor and guide all women who join our company.

“We like to say that we are built differently to serve our clients better by continuously building a brand rooted in our culture and aimed directly at our clients’ individual needs and business goals.” Aileen Morris 134 LEADERS

Lilian Vanvieldt, Executive Vice President, Chief Diversity, Equity, and Inclusion Officer, Alliant Insurance Services Will you provide an overview of your role and key areas of focus? As an Alliant Executive Vice President and Chief Diversity, Equity, and Inclusion Officer (DE&I), I create the vision for our DE&I division and oversee the execution of its initiatives across our national offices. My responsibility is also to represent the DE&I needs of our people to the C-suite and represent the company’s DE&I division more generally. Guided by over 20 years’ experience as a broker at Alliant, my primary DE&I focus is to: • Separate DE&I from HR as its own division, in line with industry best practices, and create a brand identity that communicates who we are across Alliant. • Oversee the development of our DE&I strategy and socialize it with stakeholders who then present our vision. • Co-present key metrics, pain points, and individual barriers confronting our under-represented people to Alliant’s leadership. • Act as the executive director of Alliant’s charitable community foundation currently in development. • Serve as the primary internal and external company spokesperson for all matters related to DE&I. How critical is it for the role of Chief Diversity, Equity, and Inclusion Officer to be engaged in business strategy? A Chief Diversity, Equity, and Inclusion Officer that is not in line with the company’s business strategy will never be able to create meaningful DE&I change within an organization. Therefore, it is immensely critical for the lead DE&I professional to be engaged in business strategy because a successful DE&I plan has to be relevant to an organization’s mission, vision, and business objectives. Without this, it can be exceedingly difficult to embed DE&I seamlessly within the organization. It becomes difficult to create a DE&I business case and, therefore, it is challenging to obtain the leadership buy-in needed to ensure top-down support. This support holds everyone accountable for making the necessary changes to propel DE&I within the company. How are diversity, equity, and inclusion a part of Alliant’s culture and values? We do this by cultivating a human-centric culture. By directing our focus to individuals, we transform organizational behavior by promoting allyship, increasing retention and advancement efforts through engagement in our mentorship and forthcoming sponsorship programs, supporting our employee resource groups, and conducting firm-wide unconscious bias training with an ongoing learning component. Will you highlight Alliant’s diversity, equity, and inclusion strategy? At Alliant, our diversity, equity, and inclusion (DE&I) mission is to nurture and sustain an inclusive culture that boosts employee engagement, attracts a diverse talent pool, advances innovative problem-solving for our clients, and allows all our people to thrive. Our six-pillar strategy, outlined below, takes a multi-faceted, metrics-driven approach to promoting DE&I at every level of our organization. VOLUME 45, NUMBER 1

1. Accountability: We believe what gets measured, gets done. We hold ourselves responsible by setting realistic internal and external goals to advance our DE&I mission and establishing systems and processes to keep track of our progress. 2. Culture: By cultivating a human-centric culture, we direct our focus to individuals and transforming organizational behavior by promoting allyship, increasing retention and advancement efforts through engagement in our mentorship and forthcoming sponsorship programs. 3. Representation: By partnering with colleges and universities with historically under-represented student populations to establish risk management internship programs, we continue to nurture the talent pool and broaden student access to the insurance industry. 4. Clients: We take great pride in providing stellar client service that incorporates diversity of thought and representation. 5. Brand Development: As a nationally recognized top insurance brokerage firm, we are keen to leave our DE&I imprint on the wider insurance industry. 6. Community Investment: Both in business and in the world at large, Alliant holds fast to the belief that we can make a difference. It’s a commitment we are proud to live out each day in communities across the nation.

Aaisha Hamid, Assistant Vice President, Diversity, Equity & Inclusion Manager, Alliant Insurance Services Will you provide an overview of your role and key areas of focus? As Alliant’s Assistant Vice President and Diversity, Equity, and Inclusion Manager, my role entails managing our DE&I team, acting as a thought leader for the company, and leading efforts to define the vision and direction of our initiatives. My key areas of focus have been to: • Develop authentic relationships across Alliant to gain a better understanding of the organizational leadership structure, pain points, and potential areas of growth. • Gather DE&I data, analyze, and communicate important metrics to Alliant’s leadership. • Construct and help execute a data-driven, comprehensive DE&I strategy for Alliant. • Further develop and create systems/processes to streamline our DE&I efforts. • Standardize the management of our existing employee resource groups (ERGs). • Create assessments and benchmarks to measure DE&I progress and our return on investment. • Develop standardized language for our organizational DE&I collateral and client RFPs, and manage the needs of our ERG leaders, clients, vendors, and internal/external partners. How critical is it to have diverse perspectives and experiences at the table when making business decisions? Bringing more under-represented professionals to the table and ensuring equitable representation during decision-making has become a business imperative for organizational success, client retention, and revenue growth. When leadership and business development teams are diverse and representative of their clients, it helps foster organizational innovation, increases problem-solving capabilities through diversity of thought, and attracts more talent and business opportunities. In an industry like insurance, where the under-represented populations being served continue to grow, it is vital to ensure that they are served by brokers as diverse as they are. How is Alliant making sure that it reaches a diverse candidate pool when looking to attract talent to the company? Alliant has existing or emerging partnerships with historically underrepresented colleges, universities, and identity-specific insurance organizations (e.g., Women in Insurance, National African American Insurance Association, Latin American Association of Insurance Agencies, etc.) that present a sundry of places to target recruitment efforts. By being strategic in where and how Alliant searches for, nurtures, and develops talent, we VOLUME 45, NUMBER 1

can increase our outreach efforts to attract under-represented professionals to our talent pool. These outreach efforts, combined with our commitment to creating inclusive job descriptions and standardizing our hiring processes, all work to help us increase our diverse talent pools and job candidate slates. How important is it to measure the impact and progress of Alliant’s diversity, equity and inclusion efforts? Measuring the impact and progress of any organization’s DE&I efforts is necessary for creating accountability mechanisms that ensure sustainable organizational change. Data and metrics are crucial to driving the DE&I needle forward, and at Alliant we believe what gets measured gets done. In line with this belief, the first pillar of our national DE&I strategy is accountability. In addition to being a signatory of the CEO Action for Diversity & Inclusion pledge, we are setting realistic internal and external goals to advance our DE&I mission. We are also establishing systems and processes to keep track of our progress and hold ourselves responsible for creating meaningful change.

Aileen Morris, Executive Vice President, Corporate Marketing and Communications, Alliant Insurance Services Will you provide an overview of your role and key areas of focus? I oversee Alliant Corporate Marketing and Communications. A day in my life can range from overall brand management, time-sensitive array of executive communications, investor and board communications, M&A-related strategic messaging, corporate department communications and support, and Diversity, Equity & Inclusion and Philanthropy program messaging – in addition to leading the team in conducting competitive research/analysis, and cross-portal messaging strategy and execution. How has brand marketing evolved and what are the key issues that need to be addressed to be successful with brand marketing today? The understanding of what a brand is and its role and connection to people has become more evident. Marketing used to separate B2B and B2C audiences, but today we fully understand that there is only the human connection. Brands are multifaceted, beyond a visual design identity and content framework strategy. A brand is all-encompassing. It includes the company’s leadership, employees, culture, how it empathetically relates to the clients and communities it serves, and whether it actually does what it says. Expertise, excellent client service, and customer relationships are critical, but a company’s actions to promote diversity, equity, and inclusion within itself are just as necessary. It’s about culture and making sure employees understand and exhibit its values. Visuals and content messaging are only a wrapper to what has to be a truthful story. It’s complex for sure, but by not addressing all of these parts, a company risks falling behind competitors who do these things right and win the hearts and minds of their desired demographics. How is Alliant using social, digital, print, and other channels to build its brand message? The business groups within Alliant have done a great job building out digital content and creating marketing strategies that connect and resonate directly with their target audiences. They understand that you can’t just tell people you have expertise. You have to proactively connect with them on an individual level to address their issues and offer guidance and support. It very much is a direct reflection of how Alliant’s producers and account teams work with clients every day to help them achieve their business goals. How do you differentiate the Alliant brand and what have been the keys to Alliant’s industry leadership? We like to say that we are built differently to serve our clients better by continuously building a brand rooted in our culture and aimed directly at our clients’ individual needs and business goals. It’s about recognizing that our story isn’t just a blurb on an About Us page; it’s something that has real value to our customers and our business. It helps clients understand – beyond the spreadsheets – why their decision to work with us matters.



Pushing Boundaries An Interview with Meghann Gill, Senior Vice President, Operations, SL Green Realty Corp. EDITORS’ NOTE Meghann Gill has strategic developments and strengthen been a member of the SL Green team our portfolio, which not only led to us for almost 20 years, joining in July hitting our targets, but exceeding 2002. Over the years, she has held them. We’ve seen tremendous success the position of Property Manager at with the historic opening of Midtown’s various properties, and served as Vice iconic tower, One Vanderbilt, and recent President, Portfolio Manager, where launch of our brand-new residential she oversaw over a dozen properdevelopment, 7 Dey Street, in Lower ties. As Vice President, she played an Manhattan. SL Green has an unwavintegral role in major redevelopment ering commitment to New York City that properties such as 280 Park Avenue propels us forward and a commitment and 10 East 53rd Street and spearthat was only strengthened during the Meghann Gill headed the company’s transition pandemic. into residential management. Most Will you highlight your role recently serving as Senior Vice President, she has and areas of focus? been responsible for SL Green’s newest residenI am Senior Vice President of Operations at SL tial development, 7 Dey, where she oversaw the Green, where I am responsible for a number building’s Leasing and Management program, as of areas including budgeting and capital planwell as the 421a Affordable Housing efforts for ning, code compliance, contract management, the property. Gill earned a BA degree in interna- and operational procedures. I recently led the tional relations at Tufts University. launch of our newest residential development, 7 Dey, and oversaw its Leasing and Management COMPANY BRIEF SL Green Realty Corp. program as well as 421a Affordable Housing (slgreen.com), Manhattan’s largest office land- efforts. Prior to this role, I served as Vice lord, is a fully integrated real estate investment trust, President overseeing some of SL Green’s major or REIT, that is focused primarily on acquiring, redevelopment properties, such as 280 Park managing and maximizing value of Manhattan Avenue and 10 East 53rd Street, and spearheading commercial properties. As of September 30, 2021, our initial transition to residential management. SL Green held interests in 76 buildings totaling 35.3 million square feet. This included ownership interests in 27.2 million square feet of Manhattan buildings and 7.3 million square feet securing debt and preferred equity investments. How do you describe SL Green’s culture? SL Green’s culture is dedicated to its people and continuously building a healthy work environment by attracting the best talent, prioritizing professional development, and boosting our diversity and inclusion practices. Five key pillars contribute to our workplace culture: dedication to excellence, employee engagement, training and development, health and safety, and diversity. SL Green’s culture is what sets it apart from its competitors and has kept us an industry leader for so long. What have been other keys to SL Green’s industry leadership and how do you define the SL Green difference? Key to our industry leadership is being able to stay resilient and push boundaries. The pandemic is an unprecedented event that affects us all, including the real estate market. However, over nearly two years, we continue to innovate with 136 LEADERS

Will you highlight SL Green’s newest residential development, 7 Dey, and how the property will be positioned in the market? 7 Dey is Lower Manhattan’s brand-new residential tower, located directly adjacent to the Fulton Transit Center, and the first development built under the Affordable New York Housing Program. The 34-story, 260,000-square-foot tower features 209 rental units with unparalleled amenities including a co-working space and multi-level outdoor terraces, 360-degree views of the city, and world-class design by FXCollaborative. 7 Dey also includes 17,000 square feet of flagship retail space and 26,000 square feet of commercial space. The building is well-positioned in the current market as Downtown vacancy levels reach pre-pandemic levels and the need for high-quality, affordable housing only increases. Through a robust branding, marketing, and social media campaign, we were able to generate significant traction to 7 Dey’s website, resulting in accelerated interest and lease up. Will you discuss SL Green’s commitment to affordable housing? 7 Dey is SL Green’s first residential development project, and we’re immensely proud it is part of the Affordable New York Housing

Rooftop Terrace at 7 Dey, SL Green’s newest residential development in Lower Manhattan VOLUME 45, NUMBER 1


Program. As Manhattan’s largest office landlord, SL Green has always been dedicated to New York City and 7 Dey is a testament to our company being able to provide affordable apartments to New Yorkers. The launch of 7 Dey has been incredibly successful – we received 35,000 applications for 63 affordable units. Expanding our affordable housing projects is one of our goals in the near term, and the success of 7 Dey indicates that our team is more than equipped to work in this space. How critical is it for SL Green to build a diverse and inclusive workforce? It is absolutely imperative. Our success is built on our team and SL Green is committed to not only fostering a healthy, exceptional work culture, but one that reflects a microcosm of the city itself. Diversity is a core focus in our workplace culture so we can stay ahead of recruiting, developing, and retaining the best talent. Do you feel that there are strong opportunities for women to grow and lead in the industry? There are an abundance of opportunities for women in our industry and they’re growing every day. There are so many aspects of real estate for women to consider, from operations to finance to leasing and even great ground-up development sites that transition into lease ups. Real estate is a multi-faceted business and there is significant cross-pollination between different departments. Additionally, I think it’s critical that leading companies like SL Green continue to spearhead efforts to develop strong women leaders. Without guidance and mentors along the way, it becomes that much harder to accelerate in your career. What advice do you offer to young people interested in a career in real estate? When I was in college, real estate courses were not available, so this field was entirely new to me and I only found it by chance through a temporary assignment at SL Green. The best advice I can offer young people today is to be open to different areas of real estate. While development and underwriting positions are highly coveted, there are other fields that offer valuable real estate knowledge and help develop skill sets that are important in any industry. And, of course, the best place to start any career in real estate is at a company like SL Green. You have spent 20 years of your career with SL Green. What has made the experience so special for you? The people at SL Green have really made the difference for me, not only for my experience at the company, but throughout pivotal moments in my career. I have worked alongside my colleagues like Ed Piccinich, current Chief Operating Officer of SL Green, since I first started here nearly 20 years ago, who support my growth and development for these new opportunities. Getting to work with incredibly smart, driven and hardworking people creates opportunities to learn even more about the business and elevates my own professional performance. SL Green is a company I am proud to work for every day, and I am excited to see what the future holds for our commercial and residential projects.



Raising the Bar An Interview with Jennifer Rentas, Senior Vice President and Chief of Staff, HSS EDITORS’ NOTE As Senior Vice are coordinated. This requires me to be President and Chief of Staff at HSS, involved in the strategic planning of the Jennifer Rentas works with the institution on many levels. President and CEO and the Board Another bucket of responsibility of Trustees to move forward strainvolves working with our Board of tegic priorities for the organization. Trustees which means ensuring we are Before serving as Chief of Staff, she keeping them engaged with HSS in was responsible for regional markets at ways that make the most of their experiHSS. In this role, she led the execution ence and provide them with meaningful of the Hospital’s collaboration with opportunities. I am also involved with Stamford Hospital. In Summer 2020, the government affairs efforts at HSS, Rentas served as Assistant Secretary, which often means trying to stay ahead Jennifer Rentas Health for the Office of Governor of any new legislation or regulations at Andrew M. Cuomo in New York State the city, state and federal level that might prior to returning to HSS in January 2021. Before affect our institution and advocating to make sure joining HSS in 2012, she was Special Assistant to that our interests are being considered. the Executive Vice President at the Henry J. Kaiser The nice thing about my role is that it’s Family Foundation and a Senior Policy Analyst always evolving. Lately, I have had the opportunity for the Kaiser Commission on Medicaid and the to expand my scope to some of the operational Uninsured in Washington, D.C. She also served aspects of the institution including our social work as Manager of Special Projects in the Office of and access teams, the research institute and the the Executive Vice President and COO, and in facilities and construction teams. the Office of the CNO, at NewYork-Presbyterian You have held a number of executive Hospital in New York City after having started her positions at HSS prior to your current role. career at Saint Barnabas Medical Center in How valuable has it been to have such broad Livingston, New Jersey, as an analyst to the execu- and vast experience at HSS as you assumed tive team. Rentas holds a BA degree in social studies the role? from Harvard College, a Master in Public Policy Having been at HSS for nearly a decade now, degree from the Harvard Kennedy School and an I am grateful to have been able to work with so MBA from the Harvard Business School. many different areas of the organization. Starting my time here in service lines gave me a chance to see INSTITUTION BRIEF HSS (hss.edu) is the world’s first-hand how things work across the patient care leading academic medical center focused on spectrum at HSS. That exposure was immensely musculoskeletal health. At its core is Hospital helpful, for example, when I was working on for Special Surgery. HSS has a main campus in efforts to replicate care in other places, such as our New York City and a growing network of related various regional sites, including our partnership with facilities. In addition to patient care, HSS Stamford Health. To live up to the HSS name, we leads the field in research, innovation and must make sure that patients receive the same quality education. HSS is the official hospital for a of care that they would receive at HSS in New York number of professional sports organizations City and that requires commitment from everyone and teams. to the values and mission. You get to learn an organization well when you have to replicate its quality Will you provide an overview of your role and somewhere else and living up to its reputation. areas of focus? Spending time working through those chalAs SVP and Chief of Staff at HSS, I have what lenges has given me a unique perspective and I like to call a few different “buckets” of respon- enabled me to better help Lou to assess the implisibility. In practice, these often are secondary to cations of a particular decision: Where are the what may be the priority of the day. As a big fan different connecting points, what are the uninof The West Wing, I like to try to use Leo McGarry tended consequences, with whom do we need to as something of a role model when trying to juggle communicate about this first? so many different priorities. One of my areas of How did HSS adapt its business to address focus is ensuring that the messaging and information the challenges caused by the pandemic and shared around the organization by Louis A. Shapiro, how proud are you to see the resilience of HSS’ President and CEO at HSS, and the executive team workforce during this unprecedented time? 138 LEADERS

Before we were mandated to stop elective surgery, we made the decision to turn HSS from a specialty orthopedics center to a general care hospital. We turned our operating rooms into intensive care units almost overnight. That we were able to do so seamlessly is a testament to the unparalleled professionalism and ability of our staff, everyone from the management and service workers to the nurses and surgeons. Of the clinical staff, we were asking them to come in every day and treat the kinds of patients they hadn’t treated in a long time and to do so at the height of a terrifying global pandemic with no end in sight. The entire HSS team pitched in and said, “This is what we have to do, and this is what we’re going to do.” I’ll be forever proud of our organization for rising to that challenge and doing our part for New York City during this crisis. In the process, we learned that we could move nimbly when circumstances demand action. The speed with which we were able to turn around the organization was extraordinary. Now that we know we were able to accomplish that, I know that we will feel confident in the face of future challenges should they arise. How do you describe HSS’ culture and what have been the keys to HSS’ industry leadership? HSS is a culture of excellence. We, all of us, continue to raise the bar of what it means to provide high-quality patient care. When I think of what the “secret sauce” is to earning that reputation every day, it is our culture. For me, that shows up in a uniquely strong commitment to one another. Everyone is here for our patients, of course, but beyond that, we’re here for each other. All it takes is a visit to an operating room to see that commitment in action. Every member of the OR team knows that without that level of commitment, without the trust in their colleagues, they wouldn’t be as effective. There’s something more than a little special about knowing that you have this entire institution standing with you. You have been with HSS for almost ten years. What has made the experience so special for you? The people. That’s what makes the choice of where you go every day so important. That’s what makes me want to come in every day – knowing there are colleagues I want to work with who are committed to our HSS community, which includes not only the patients we serve, but each other. That’s what makes it such a special place to work.



Patient First An Interview with Linda Russell, MD, Rheumatologist, Director of Perioperative Medicine, HSS EDITORS’ NOTE Dr. Linda Russell Will you highlight HSS’ focus completed a one-year internship on patient care and putting the and a two-year residency in Internal patient first? Medicine at New York Hospital. She I think we have a lot of missions then went to Hospital for Special at HSS, but we’re grounded in the Sur gery for her Fellowship in ethos that the patient comes first – Rheumatology. Following her fellowbefore the research project, the publiship, she joined HSS as an Attending cation, anything else – the patient Physician, where she has continued always has to come first. That’s really to practice medicine. Dr. Russell is what our brand is all about. This has the Director of the Osteoporosis and never been more important because Metabolic Bone Health Center. HSS is growing. We have many satelLinda Russell Currently, she is the co-Primary lite facilities now and we’re opening Investigator for an American College surgery centers in Florida and Long of Rheumatology guideline for the treatment of Island. As we grow, we have to remember that Glucocorticoid Osteoporosis. In 2011, Dr. Russell the patient comes first, no matter where we’re was named the Director of Perioperative Medicine caring for them. for Hospital for Special Surgery. She is also working What helps with that mission is that the with a team of physicians to create a manuscript environment for physicians and other healthcare for the Society for Perioperative Assessment and providers is so collegial. Whereas once HSS was Quality Improvement (SPAQI) that outlines just Orthopedics, now we have Rheumatology, the perioperative management of patients with Physiatry, Sports Medicine, a great Radiology Rheumatologic and HIV diseases. Dr. Russell was department and more. You feel very supported recognized in 2020 by the United Hospital Fund when you work here and there are so many during their Tribute to Excellence in Healthcare colleagues you can speak to about your patients. Awards Ceremony for her passionate advocacy to Will you provide an overview of HSS’ promote osteoporosis and metabolic bone health as leadership in Rheumatology and its commitwell as leading efforts to develop preoperative ment to innovation and research in the field? weight loss, diabetes management, and smoking Rheumatology at HSS from a research cessation programs at HSS. She holds the Anne and standpoint has traditionally been very lab Joel Ehrenkranz Chair in Perioperative Medicine. based. Our collaboration with the Rockefeller Dr. Russell received her BS degree, graduating Institute has been quite strong. Over the past magna cum laude, from Tufts University. She five years, however, we’ve really developed a received her MD degree, graduating Alpha Omega much stronger focus on clinical and translaAlpha, from Tufts University School of Medicine. tional research, which Dr. Susan Goodman has spearheaded in our department. For example, What attracted you to medicine and to the we’re now collecting synovial tissue in the operfield of Rheumatology? ating room which is very exciting because it I knew that I wanted to go into medi- can help tell us about features of rheumatoid cine when I was in the second grade. I grew arthritis and osteoarthritis. up on Long Island and we used to go to New How do you define the mission of Hampshire for the summers when I was young. Perioperative Medicine at HSS and will you My mother was a nurse and she gave me the provide an overview of this offering? Clara Barton nurse books to read on vacation. I feel strongly that at HSS we should be That’s when I knew I wanted to be a doctor. I trying to develop the most robust perioperative went into Rheumatology because my mentor, care program that we can. As a surgical hospital, Dr. Charles Christian, who worked here at HSS, we are charged with optimizing health before helped pique my interest in the field. I followed procedures so that patients can enjoy successful him to HSS from my residency at New York outcomes and reduce their chances of experiHospital and then did a fellowship with him. encing postoperative complications. Our cliniOne of the great things about Rheumatology is cians perform approximately 35,000 surgeries a that you get to know your patients for many, year, and my department touches about 22,000 many years. I’ll be at HSS 30 years soon, and I of those patients preoperatively. All the patients have had some patients for that entire time. who will be admitted or who have complex VOLUME 45, NUMBER 1

conditions meet with a medical doctor before their operation to be assessed for comorbidities – do they have diabetes, is their blood pressure under control, should they stop smoking? We have a weight management expert who works with patients for several months before surgery. If people are on chronic opioids, we have a whole team of chronic pain physicians who help them taper their medications. We now have medical doctors at all of our satellite facilities, too, so we can see patients closer to home. Our goal is to let the medical doctors see the patient as far before their surgery as possible – four weeks or more before surgery would be ideal. We also follow the patient postoperatively, so there’s a familiar face there for them to go through the procedure with. These interventions are extremely important and we should try as much as we can to let the world know what best practices are for orthopedic procedures in particular. What advice do you offer to young people interested in building a career in medicine? If you want to build a career in medicine, you really need to focus on academics throughout your whole middle and high school career. It’s about due diligence – you need to get the good grades, you need to be detailoriented and you need to have experiences outside the classroom. I like to recommend that young people who are interested in a career in medicine consider a job as a medical scribe. That allows them to be exposed to patient care and see if they really like it, and you learn a lot. Another good approach is to take a research position, either while you’re a student or as a gap year. You get great exposure to medicine and you can author on some publications which can help differentiate you from other applicants to medical school. When you’re a research assistant, you’re often doing some tedious things such as adding references to papers or putting together the agenda for the lab meeting, but you’re learning the whole time. The wonderful thing about medicine is that there are so many fields you can pursue – some of which might be a better fit for your ideal lifestyle than others. For instance, Hospitalists usually work a number of shifts per month. Some fields, like Rheumatology, are primarily in the outpatient setting. Some like the excitement of delivering babies, which can occur at all times of the day.



Excellence in Motion An Interview with Jillian A. Rose-Smith, PhD, MPH, LCSW, Assistant Vice President, Community Engagement, Diversity and Research, HSS Ambulatory Care Center, HSS EDITORS’ NOTE Dr. Jillian RosePrograms. My foremost priority is Smith provides operational leadworking to enhance access to care ership for HSS’ Ambulatory Care and optimizing quality outcomes for Center and plays an integral patients who are often underserved role in the Hospital’s Community and marginalized in our communiHealth Needs Assessment and ties. I work in innovative ways to Community Service Plan. Since leverage patient partnerships as well 2005, Dr. Rose-Smith has had as the skills, passion and experiences oversight over Charla de Lupus of our clinicians and employees to (Lupus Chat)® and LupusLine®, co-create interventions and training nationally recognized peer that allows us to embrace our value support and psycho-education of diversity and ensure the care we Jillian A. Rose-Smith programs for people with lupus provide is provided through a health and their families, wher e her equity lens. team reaches out to diverse populations to Additionally, I work as a leader in our provide culturally tailored interventions. Dr. Office of Diversity, Equity and Inclusion to Rose-Smith is a member of the Disparities help foster a culture of inclusion, dignity, Research Committee at HSS. She is a service respect and belonging for all employees. leader who has volunteered with the ACR/ARP We are invested in working across the over the past ten years as an invited member HSS enterprise to ensure we are listening of ARP’s Practice Committee, Marketing authentically to our workforce and creating Committee, Executive Leadership Committee, channels where their voices can be heard COIN, a collaborative to advance health and what’s valuable to them can be considequity, and most recently was nominated ered and included as we live our committo ACR’s Diversity, Equity and Inclusion ment to becoming a better organization Task Force. She has been an invited speaker every day. and podium presentor at ACR/ARP national How critical is it for HSS to be engaged confer ences; EULAR; Of fice of Minority in the communities it serves? Health’s Leadership Summit; the Movement HSS, as the leader in musculoskeletal i s L i f e N a t i o n a l C a u c u s o n A r t h r i t i s & health, has a legacy of service to the commuMusculoskeletal Health Disparities; The nity. The founders of this institution were American Hospital Association; and the concerned with serving those who were Greater New York Hospital Association. Dr. poorest and most vulnerable and providing Rose-Smith has received numerous awards them care they wouldn’t otherwise receive. and r ecognition for her work, including With that as our legacy, how we show up for being chosen as Crain’s 40 under 40 leaders the community is paramount. We sit here in in healthcare, the Dr. Martin Luther King, New York City, one of the wealthiest cities in J r. Vi s i o n a r y A w a r d , A R P D i s t i n g u i s h the country, yet one in which many people, Educator’s Award, the Wholeness of Life disproportionately people of color and those Award and the Emerging Leader Award. She with low socioeconomic status, have some earned an MSW from Columbia University – of the worst health outcomes. To be able Columbia School of Social Work, an MPH to create access portals for the communities from George Washington University – Milken who need us most to know that we’re availInstitute School of Public Health, and a able for them is critically important to our Doctor of Education degree from Columbia mission. University Mailman School of Public Health. Over the years, we have strived to deepen our relationship with the communiWill you provide an overview of your role ties around us. We have conducted several and areas of focus? needs assessments to understand the needs I am the Assistant Vice President of of the community and tailored programs to Community Engagement, Diversity and meet those needs. We now have partnerResearch, and I also provide operational lead- ships with organizations and other hospiership for our Orthopedic Ambulatory Care tals in Washington Heights, Chinatown, the Center and our Department of Social Work South Bronx, Brooklyn, Queens and beyond, 140 LEADERS

to help reach patients and their loved ones in those neighborhoods, helping to provide care, support, and education, even if they aren’t coming to HSS for treatment. We’re providing education to local primary care physicians, illness specific psychosocial support groups and community members to address mental health and illness management, and engaging with schools and churches as a way to meet people where they live and work. Will you discuss HSS’ commitment to building a diverse and inclusive workforce? HSS is a place where you can come to thrive professionally in an environment that I like to describe as excellence in motion. With the leadership of our new People Officer, like many organizations we are reshaping our strategic approach to attracting, developing and retaining a diverse talent pool. We are on a journey to create new partnerships with institutions such as Howard University College of Medicine, while positioning ourselves to attract the best and brightest diverse candidates from all top institutions. We are also committed to marketing in diverse markets and more recently have targeted LGBTQIA+-specific publications to invite diverse candidates to consider HSS as a place to work. Do you feel that there are strong opportunities for women to grow and lead in the industry? When I joined HSS, we had more women who were in leadership positions than I had experienced in the healthcare industry. That was a strong signal that this would be a good place for me to learn and grow. As a woman in leadership, I have leaned heavily on characteristics that come naturally to me like empathy, inclusion, multitasking, openness, active listening, open communication and flexibility under pressure. Women are great for business and there is research to back that up. Women bring unique perspectives, skills, passion and diversity to our decisionmaking, operations and the impact we can have. It’s important that we continue to build in structures and policies that support women leaders in the workplace and look to position diverse women for the top spots in our industry, while actively dismantling structures that present barriers to their success.



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Creating Connection An Interview with Stacey A. Marx, President - National Business and Channels, AT&T EDITORS’ NOTE In her current leadership, including a feature in the position, Stacey Marx leads a team AT&T Women in Tech social media of thousands of business profescampaign. She received the 2021 sionals who support 95 percent of CRN Channel Chief and 2021 CRN AT&T’s business customers nationWomen of the Channel Power 100 wide. She is an accomplished senior awards. Stacey was recognized on executive with 22 years of diverse the CRN 2020 Women of the Channel sales and business experience, and CRN 2020 Power 100 lists and ranging from small business call was named a Stevie® Awards 2020 centers to the largest government, & 2021 Female Executive of the Year – education and medical customers. Business Services (more than 2,500 Prior to her current role, Marx employees). Marx earned a BS in Stacey A. Marx was Senior Vice President of AT&T business/commerce from Arizona Partner Solutions, Commercial State University, an accounting DTV and Wholesale. She also served as Vice certificate from Northwestern University, and President of AT&T National Business Central holds an MBA from Pepperdine University. Region. Her career highlights include her selection as the sales lead on the 2016 Presidential COMPANY BRIEF AT&T Inc. (att.com) is a Conventions, where AT&T was named the diversified, global leader in telecommunicaOfficial Provider for Communications, Video tions, media and entertainment, and techand Technology for the Republican National nology. AT&T Communications provides more Convention in Cleveland, Ohio and the than 100 million U.S. consumers with enterOfficial Wireless Telecommunications and tainment and communications experiences Technology Provider for the 2016 Democratic across mobile and broadband. Plus, it serves National Convention in Philadelphia. She also high-speed, highly secure connectivity and spearheaded the AT&T Fiber Solutions team smart solutions to nearly 3 million business which focused on growing share and pene- customers. WarnerMedia is a leading media tration of fiber lit buildings and led AT&T’s and entertainment company that creates and Midwest Business as the Regional Chief distributes premium and popular content to Financial Officer where she was a President’s global audiences through its consumer brands, Award winner. Marx championed the AT&T including: HBO, HBO Max, Warner Bros., National Business Diversity and Inclusion TNT, TBS, truTV, CNN, DC Entertainment, team from 2015 to 2016 and has also devel- New Line, Cartoon Network, Adult Swim and oped and led panel discussions at the annual Turner Classic Movies. Xandr, now part of AT&T Employee Resource Group Conference. WarnerMedia, provides marketers with innoShe plays an active role in the Dallas Women vative and relevant advertising solutions for of Tocqueville and supports her community consumers around premium video content through the Young Survival Coalition and and digital advertising through its platform. the American Heart Association. During her AT&T Latin America provides wireless services career, she has garnered accolades for her to consumers and businesses in Mexico.

How do you define AT&T’s purpose and how is being a purpose-driven company a part of AT&T’s culture and values? Our purpose is to create connection – with each other, and with what people and businesses need to thrive every day. Whether it’s providing broadband, 5G or access to great entertainment, connectivity is at the heart of everything we do. Our company culture and values drive that purpose. We strive to pursue excellence in all we do. We encourage our employees to think big, innovate and inspire imagination. And most importantly, we’re focused on being there for our customers. Will you provide an overview of your role and key areas of focus? I lead a team of thousands of AT&T sales professionals. We’re focused on helping nearly 2.5 million small- and medium-sized businesses by providing solutions built around their business needs. Connectivity has never been more important for these businesses as their world becomes increasingly digital. For example, our business fiber helps SMB customers support e-commerce activities, sell more goods, reach more audiences, and work faster and smarter. Voice and collaboration tools allow employees to work and connect with their customers virtually anywhere from smartphones, tablets or desktop IP phones. Our softwaredefined wide area network (SD-WAN) solutions are cloud-based connectivity solutions that move network traffic management away from hardware and premises, allowing centralized management of devices. For example, using SD-WAN, a retailer with multiple locations can quickly and reliably track inventory and route critical sales which could help increase business productivity. How did AT&T adapt its business to address the challenges caused by the pandemic in order to continue to support its customers during this unprecedented time?

“We’re focused on helping nearly 2.5 million small- and medium-sized businesses by providing solutions built around their business needs. Connectivity has never been more important for these businesses as their world becomes increasingly digital.” 142 LEADERS


“Our purpose is to create connection – with each other, and with what people and businesses need to thrive every day. Whether it’s providing broadband, 5G or access to great entertainment, connectivity is at the heart of everything we do.”

When the pandemic hit, our Global Supply Chain team worked with suppliers around the world to assess, communicate and help mitigate global COVID-19 impacts to AT&T. We shifted to 130,000 of our employees working from home, and in an 8-week period our team collected more than 5 million pounds of Personal Protective Equipment – enough to supply to AT&T employees as needed. COVID-19 has fundamentally changed how we support our customers. These events have highlighted the need for becoming more resilient in supporting our operations. For us, supply chain resiliency involves four key areas – increasing visibility into our upstream supply chain, supporting a redundant supplier base, investing in technology and automation, and building flexible delivery models. Similarly, for our small business customers, the rise in remote work, mobility, and connectivity of employees, along with the need for communication and collaboration, has increased in importance. We provide the value-added resources and services small businesses need to stay connected. How is AT&T r evolutionizing the customer experience? We’ve spent the last three years transforming our operations to serve customers faster and smarter. The significant investments we’ve made in our customer service and operations have resulted in: • Automating and streamlining the ordering, delivery, and installation of solutions – 70 percent of site readiness provisioning work is handled by an AT&T Business virtual technician. • Using predictive analytics that leverage Artificial Intelligence (AI) and Machine Learning (ML) to identify potential problems in advance – we now have an 80 percent on-time installation rate for business customers as of May 2021, up from 71 percent in January 2020. • Integrating industry-leading platforms to offer more comprehensive solutions – we’ve achieved a 20 percent decrease in our overall endto-end cycle time to deliver our solutions faster compared to 2019. • Providing more ways than ever to connect with service and support – 30 percent of customer requests are now resolved by chatbots and never require interacting with a live agent. We’re proud to say it’s all paying off. We were just ranked #1 in customer satisfaction with large enterprise and medium business wireless service in the J.D. Power 2021 Business Wireless Satisfaction Study. This comes on the heels of winning the J.D. Power 2021 Business Wireline Satisfaction Study for large enterprise and medium business in July. VOLUME 45, NUMBER 1

Will you discuss the ways AT&T is helping its customers achieve growth with technology innovation? We strive to help small and medium-sized business customers drive business growth, reduce costs, and improve their customer experience. Our connectivity solutions for SMBs, combined with our ongoing innovation and investments in our network, can help these customers modernize their technologies and achieve success. We don’t see ourselves as just a seller of products; we aim to be a business’ trusted advisor. We offer professional technology consulting services to help businesses make the right choices for their connectivity and technology solutions, which is key to growing their operations. It’s all part of our goal to make working with us easy and simple. That means designing products and services that are easy to use and can often be bundled together, making them more affordable. It also means providing multiple options for customer support from experts online, by phone and in stores. How critical is it for AT&T to build a diverse and inclusive workforce in order to mirror the diversity of its customers and the communities it serves? At AT&T, we believe diversity, equity and inclusion are business and moral imperatives. Inclusion is how we unleash the power of diversity, and equity is how we achieve equality for all. By bringing together diverse views, backgrounds, cultures and talents, we work to foster an inclusive environment where employees feel valued, respected and empowered to bring their ideas and help drive innovation. We also strive to create relevant marketing for our customers and listen before engaging in our communities. Through internal and external programs, we’re focused on expanding access to educational and workforce readiness resources, as well as economic empowerment opportunities needed to succeed in our connected world. What do you see as AT&T’s responsibility to the communities it serves and to being a force for good in society? We have a long history of giving back to our communities, and the connectivity we provide is often part of the solution. Together with our employees, we’re tackling important economic, environmental and societal issues that impact our business and our communities, such as the digital divide, climate change, education and economic opportunity.

• We’ve committed $2 billion over the next three years to help bridge the digital divide, bringing affordable internet and opportunity to more Americans. As part of the commitment, this year we are opening more than 20 AT&T Connected Centers with high-speed internet access and computing devices in traditionally under-served neighborhoods facing barriers to connectivity. This investment builds on approximately $1 billion in contributions over the last three years to help the nation’s most vulnerable communities. • Climate change impacts our operations, our people and our communities. We have committed to achieve carbon neutrality by 2035 across our entire global operations. We’re also one of the largest corporate purchasers of renewable energy in the U.S. and have set science-based targets that align with international consensus on limiting global temperature increases. And in late August, we announced our Connected Climate Initiative – an industry leading target to eliminate 1 billion metric tons of greenhouse gas emissions by 2035, working with businesses, universities and other alliances. This effort will contribute to a better, more sustainable world. • To address the long-standing social inequities and higher unemployment Black and undererved communities face, we’ve committed $10 million to create economic opportunities and foster upward mobility through national work readiness programs and local organizations across the U.S. Do you feel that there are strong opportunities for women to grow and lead in the industry? Without a doubt. I’m lucky to be surrounded by a team of strong and talented women who are helping lead our company and inspire other women to accomplish their dreams. Women are core to the foundation of AT&T. They help push our company forward and inspire others to do the same. In 2020, 36 percent of our technology development program hires were women. We just had 37 women from AT&T recognized for their stellar achievements and contributions to the company and to their fields at this year’s Women of Color STEM Conference. I’m proud my company puts its money where its mouth is. By 2020, AT&T and the AT&T Foundation had invested nearly $202 million to support STEM initiatives over the past 30 years. From 20152020 we gave nearly $38.9 million to support women in STEM.



Fostering Connectivity An Interview with Janet Woods, Vice Chairman and Northeast Region Lead, Savills North America EDITORS’ NOTE As Vice Chairman We foster a culture of connecand Northeast Region Lead, Janet tivity because we see it as an investWoods provides management of the ment in our people – it leads to firm’s tenant representation services collaboration, which is critical to our in Boston, Philadelphia, New York, success. Meaningfully connecting with New Jersey, South Florida and all each other, whether in meetings or future offices in the region. She also casual settings, allows for ideas to flow serves on the company’s Board of organically and that correlates directly Directors. An integral member of with the work we do for our clients. the firm with more than 25 years Our culture is predicated, in part, of commercial real estate experion how our leadership team works ence, Woods communicates with to ensure that our professionals are Janet Woods Northeast branch managers in heard, have the adequate resources each of the region’s cities, as well they need to do their jobs effectively, as regional brokers, to drive results and inspire and feel supported no matter what position innovative practices of the industry. Prior to they hold within the organization. If we view joining the firm in 2019, Woods spent more than the company through the lens of our people, three years as a regional director and regional positive results will follow. Treating them as a managing director at Stan Johnson Company “client” allows us to deliver the best possible where she was also the national group leader outcomes for the companies we represent of the corporate finance team. Earlier, she was across North America. with Cushman & Wakefield as an executive While there are many examples, I’ll provide managing director providing brokerage services one that showcases the importance we put on throughout the Tristate area. She also spent six connectivity. Mitch Rudin, our North American years with JLL as executive vice president and CEO, has launched a dinner and lunch series seven years as a principal for The Staubach where he invites upwards of seven profesCompany. Woods is a graduate of Fordham sionals, at all levels in the company, to join University. him – more than 150 people have joined him so far. The casual, out-of-office setting allows for a FIRM BRIEF Established in 1855, Savills genuine connection between the CEO and the (savills.us) is one of the leading real estate advi- group at large. Feedback has been tremendous sors in the world. Savills helps organizations thus far, so we are looking for ways to implefind the right real estate solutions that ensure ment something similar with market leads and employee success. With services in tenant repre- executives across all our other regions. sentation, workforce and incentives strategy, Will you provide an overview of your workplace strategy and occupant experience, role and key areas of focus? project management, and capital markets, As vice chairman and Northeast region Savills has elevated the potential of workplaces lead, my responsibility is to manage the firm’s around the corner, and around the world, for more than 165 years and counting. How do you define Savills’ culture and how critical is culture to the success of the firm? First and foremost, cultivating a strong company culture is of paramount importance to Savills. To that end, connectivity is one of the firm’s core pillars. We pride ourselves on making sure that our professionals, regardless of position or business function, have access to each other and to our leadership teams – there are no silos here. Additionally, any company we acquire or partner with must align with this philosophy. 144 LEADERS

brokerage and consulting services in the region and work closely with market leaders in New York, Boston, Philadelphia, New Jersey, South Florida and all future offices in the region. The Northeast region has more than 372 professionals – by head count, it is the largest for Savills in North America. A large part of my role is to oversee and communicate with regional offices, ensuring all business practices are effective and efficient. I work daily alongside Northeast branch managers and brokers in each market to drive results and inspire innovative solutions. I also assist the regional offices with recruiting and developing high-end brokers and other frontline talents. Nationally, I work collaboratively with other regional managers and senior management professionals to implement firm-wide growth initiatives such as the expansion of various service lines like occupier services, project management, industrial and beyond. As a senior executive on the Savills North America Management Board, I work collaboratively with our leadership team to develop and implement growth strategies and business development techniques that raise pitch-to-win ratios and increase the sell-through of ancillary services or other business lines. What have been the keys to Savills’ growth and strength in the Northeast Region? There have been several key factors that have contributed to our growth and strength in the region. However, our emphasis on recruiting top talent and acquiring like-minded companies to strengthen or expand our capabilities to

“We have invested significantly in our people and practice areas, such as life sciences, technology, legal, industrial, workplace, workforce, project management, business development and digital services.” VOLUME 45, NUMBER 1

“Meaningfully connecting with each other, whether in meetings or casual settings, allows for ideas to flow organically and that correlates directly with the work we do for our clients.”

different industry sectors – as well as investing in retaining and providing resources to our current pool of professionals – has yielded great results in 2021. In June, we announced the acquisition of T3 Advisors – now T3 Advisors, A Savills Company. The company, based in Boston (and with additional locations in New York City, Palo Alto and San Francisco), allowed us to enhance service offerings in the life sciences and technology sectors. Roy Hirshland, T3’s CEO, and his team completed two of Boston’s largest lease transactions this year – in the span of two months – and they are executing major transactions in several of our key markets. In terms of recruitment, Jim Wenk, Kirill Azovtsev, and Allison Buck, who joined us from JLL in January 2021, have fit in incredibly well. The team is producing at a rapid clip and has blended in seamlessly with our culture. Same with Geoff Newman, who joined us from Newmark in August of this year. In October, we recruited Ron Perry, Larry Epstein, and Matt Perry from Avison Young’s Boston office to join our T3 colleagues in Boston and strengthen the operation in that market. Over the last five years, the team completed 260 transactions totaling approximately 2.6 million square feet at a valuation of $970 million. In 2020, the team completed Avison Young’s largest global lease transaction, representing Loomis Sayles in its 230,000-square-foot lease at One Financial Center in Boston. How is Savills evolving as a company? Not just in the Northeast but nationally, executives at Savills have taken an inward look to best identify how we can evolve as a company. We always remain steadfast in our commitment to the occupier, but commercial real estate is so much more than just getting clients to sign on a dotted line. In a world that continues to change, how does Savills lead the way to transcend the real estate industry? How do we work and hire the right people going forward to serve the complex needs of the companies we represent? How do we ensure that we are providing our existing talent with the right resources? What services do we offer? In short, the evolution of Savills – especially in North America – is ongoing. The story isn’t done here. We have invested significantly in our people and practice areas, such as life sciences, technology, legal, industrial, workplace, workforce, VOLUME 45, NUMBER 1

project management, business development and digital services. These sectors have evolved significantly over the last decade, even more so in the previous 19 months. When combined with our existing, and widely successful brokerage services, we have positioned ourselves to be a 360-advisor to the clients we represent, and not just throughout the life of a transaction, but as an ongoing, longterm partner. How critical is it for Savills to build a diverse and inclusive workforce? It’s no secret that the industry has been slow to evolve and put a real focus on diversity and inclusion efforts. How do we, and the firms we compete with, take the next step as an industry – the time is now to be a leader with a real vision. Savills is a company that prides itself on positioning people from all walks of life for successful and lucrative commercial real estate careers. We aim to be a leader when it comes to removing the significant barriers of entry. So, how do we provide real opportunities for diverse employees, especially those entering the industry? How do we support our existing pool of employees from diverse backgrounds? Our Junior Broker Development Program, originally launched in 2020 in Washington, D.C. and New York City, has expanded to other key markets, including Los Angeles, Houston and Chicago. Recruitment for a third class is already underway, and we recently expanded the program to accept existing Savills employees looking to transition to brokerage. Our first two cohorts were 90 percent diverse, and 100 percent of the candidates who completed the program now work in full-time positions for the company. In addition to the Junior Broker Development Program, the firm has also established several employee resource groups (ERGs) to further its DEI resources available to staff. In 2020, Savills launched Black Excellence United (BeU), an internal ERG comprised of Black employees and allies. Savills also created a second group, Women’s Initiatives Network (WIN), which provides a platform to promote mentorship and professional development opportunities for women throughout the company. Do you feel that there are strong opportunities for women to grow and lead in the industry? Only a few decades ago, commercial real estate was an industry dominated, very

heavily, by men. When I began my career 25 years ago, very few women were in brokerage positions, never mind leadership. There was little to no road map for someone like me to follow. Today, the industry is very different. Young women entering the industry are likely to have access to female mentors who have experienced success and disappointments over long careers. There are groups like CREW, of which Savills is a member, and in-house groups that offer women access to mentors, networking and leadership development opportunities. Now more than ever, women have opportunities to carve out long and fruitful careers in the industry, not just in brokerage positions but also in workplace, consulting, research, workforce, business development, project management, digital services and other roles. There is still a long way to achieve true equity, but commercial real estate has made significant strides. I think about leaders like Mitch Rudin, someone who has a track record of championing change that spans decades, not years. All you need is one senior leader who truly believes and cares – it’s a domino effect, because it trains future leaders to be aware, to speak up and also be champions for change. As the industry evolves, it will continue to provide women with real opportunities to grow and lead. What advice do you offer to young people interested in building a career in real estate? Not to rehash my previous answer, but I would say not to be afraid to put yourself out there. Reach out to some industry leaders because they are likely more than willing to serve as mentors and resources. Attend networking events and join groups – the relationships you make in your 20s will last into your 30s, 40s and 50s. Be patient and know that success in this industry is earned over time and not overnight. Commit to learning and evolving, always, and become an expert in whatever niche you carve out for yourself. Know this: the commercial real estate industry is small. Despite how expansive it may seem from the outside, your market is your world, and your reputation will always precede you. Never burn a bridge – you never know when you’ll have to cross it again.



Cutting-Edge Capabilities An Interview with Lucy Pérez, Senior Partner, Boston, McKinsey & Company EDITORS’ NOTE A former cancer Will you provide an overview of researcher, Lucy Pérez brings a your role and key areas of focus? strong technical background I am a Senior Partner in the to her work with organizations Boston office and a leader in our Life across the life-sciences sector. Since Sciences practice where I head up joining McKinsey, she has partour efforts on health equity. In addinered with CEOs and top teams at tion, I co-lead Diversity, Equity, and leading organizations across North Inclusion for McKinsey & Company’s America, Europe, and Asia. She North America offices as well as our helps clients generate and apply region’s focus on Environmental, research insights, clinical data, Social, and Governance. I serve and real-world evidence to maxiprimarily healthcare clients: pharmaLucy Pérez mize patient benefit, demonstrate ceutical, biotech and medtech compaproduct value, and catalyze innonies; academic medical centers; and vation. Before joining McKinsey, Pérez was a healthcare-focused nonprofit organizations. As research fellow at Memorial Sloan-Kettering far as global reach, many clients I work with Cancer Center, wher e she was involved in span across North America, South America, the development of novel treatments for solid Europe and Asia. I am passionate about the tumors. She was also a Howard Hughes Medical work I do with my clients to help improve Institute research fellow at Harvard University patient outcomes. while completing her doctoral studies. She is At McKinsey, I sponsor our Hispanic Latino co-inventor on multiple patents and has Network (HLN) – an affinity group for over published in peer reviewed journals. Pérez 500+ colleagues across North America. I am earned an AB and PhD in chemistry from also a co-author of our Latino Economic Report, Harvard University. which takes a deeper look at the economic state of Latinos in America and their impact on the FIRM BRIEF McKinsey & Company (mckinsey.com) economy, our community and beyond. is a global management consulting fir m What have been the keys to McKinsey’s committed to helping organizations create strength in the Life Sciences practice? change that matters. In more than 130 cities Our mission is serving life sciences compaand 65 countries, its teams help clients across nies around the globe in their mission to the private, public and social sectors shape improve and save lives through cutting-edge bold strategies and transform the way they science. We are honored in helping them get work, embed technology where it unlocks needed therapies, products, and services into value, and build capabilities to sustain the the hands of healthcare providers and their change – not just any change, but change that patients – and ultimately delivering positive and matters – for their organizations, their people, enduring change in the world. We bring cuttingand, in turn, society at large. edge capabilities and thinking to a very large

and diverse ecosystem from pharma companies to providers, payors, investors and distributors. We have a 360-degree view of the landscape and global reach and are able to provide a distinctive perspective. We also bring in experts with very diverse profiles – not just consulting strictly. We have over 150 doctors from around the world with patient care or research experience, and over 250 consultants with a master’s or doctoral degree in the life sciences and medical fields. In addition, we can draw on more than a thousand data scientists and experts in digital and advanced analytics, as well as our vast global network of innovation and design experts, digital consultants and developers, and health policy analysts. I can also speak personally – I am a scientist by training with a PhD in Chemistry, and I was a research fellow at Memorial Sloan-Kettering Cancer Center. Our teams bring breadth and depth of experiences to our clients’ most difficult and pressing challenges. A great example of the power of this diverse network of expertise and experience is our McKinsey Cancer Center which helps life sciences organizations discover, develop, and distribute more effective cancer treatments, and provide broader access to solutions that can help patients and their families combat cancer. We have also invested heavily in digital and analytics capabilities to help clients make better decisions that can improve health outcomes. For example, with QuantumBlack, our advanced analytics team, we help clients optimize the design of clinical trials, identify new applications for their innovations, and design fully personalized provider education programs, to name a few applications.

“We bring cutting-edge capabilities and thinking to a very large and diverse ecosystem from pharma companies to providers, payors, investors and distributors. We have a 360-degree view of the landscape and global reach and are able to provide a distinctive perspective.” 146 LEADERS


“Our mission is serving life sciences companies around the globe in their mission to improve and save lives through cutting-edge science.”

Lastly, we believe in the power of bringing key leaders and shapers across the space together to help exchange and discuss best practices and identify opportunities for noncompetitive collaboration. Just this year alone, we hosted over a hundred events and roundtable discussions on topics ranging from biopharmaceutical R&D to health equity and digital innovation. You lead McKinsey’s North America Hispanic Latino Network. Will you highlight the Network and how do you define its mission? HLN at McKinsey is an affinity group of over 500 colleagues across North America. Our mission is to attract top Latino talent, retain and develop Latino talent, build community and develop new insights and partnerships to help advance Latino economic opportunity. We believe diverse teams are a business imperative and all around better for business, and for people. We invest heavily in getting to know candidates through our recruiting process. We also work closely with leading industry organizations that bring together Hispanic and Latino leaders across industries. I am also very personally proud of our Hispanic Leadership Academy designed to help build leadership capabilities and strengthen professional networks for Latino executives. Last year, we published a research piece on the disproportionate impact of COVID-19 on Latinos and opportunities to address. In December 2021, we published our very first Latino Economic Mobility report which looks at the economic state of Latinos in America. The results were shared at an amazing event hosted by Aspen Institute’s Latinos in Society

program and brought together leaders and executives to discuss how to turn the research into real action. 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 addressing client needs? No doubt, this is extremely important. We know, through much of our research including the latest Diversity Wins report, there is clear value in building diverse teams. We know that a feeling of belonging is critically important to those joining our organization. It’s also important to bring diverse perspectives to the table when it comes to solving problems. Our clients have diverse teams and they value us bringing teams that reflect the diversity of their organization and the customers they serve. Will you highlight the recent report you co-authored on Latino Economic Mobility? The Latino Economic Mobility report is the first report of its kind taking a comprehensive look at Latinos in the U.S. Our goal with this report is to help decision-makers and influencers understand the barriers and enablers of economic mobility. With this research, we also look to address some of the misconceptions that exist about the Latino community. Our report identifies critical challenges and gaps Latino Americans face across four segments: workers, business owners, consumers, and savers and investors. Addressing the barriers preventing Latinos from full economic participation could have a multi-trillion-dollar impact, further unleashing their entrepreneurial spirit, creating millions

of jobs, driving consumer spending, and building intergenerational wealth. Given the magnitude and growth of this community, it is all the more important to recognize the huge opportunity that investing in Latino economic mobility represents as an engine for U.S. economic growth overall. What advice do you of fer young people interested in building a career in the industry? We are a group of people who are problemsolvers, people who strive to have an impact on our communities, clients and society at large by tackling some of the biggest problems facing us today. We hope to build sustainable inclusive growth across the board. And to be successful, I think the biggest piece is to be a lifelong learner. Have a learner mindset and continue to seek new learnings and experiences. I also believe that in listening to each other – whether to your colleagues or clients – it’s important to respect each other, but also learn from our different lived experiences. The more genuine empathy we have, the better our ability to expand our thinking. Invest in building your network and giving back to others. I can’t say this enough – you just never know how the connections lead to another in your career and some of the best connections aren’t always in the most obvious places. Be open to others, and curious about how paths cross, and what you can do to help each other along the way – regardless of tenure. And, lastly, I would say be bold in the aspirations you set for yourself, your teams and your clients. I’m humbled every day by the ability of those around me – and it is amazing what our profession can do when we collectively put our mind to it.

“Addressing the barriers preventing Latinos from full economic participation could have a multi-trillion-dollar impact, further unleashing their entrepreneurial spirit, creating millions of jobs, driving consumer spending, and building intergenerational wealth.” VOLUME 45, NUMBER 1



Making a Difference An Interview with Kimberly Kozlowski, Founder and Senior Partner, Harborside Advisors LLC EDITORS’ NOTE Kimberly Kozlowski genetic makeup and where does this is the Founder of a certified company fit into my current business Minority Business Enterprise (MBE) and philosophical wheelhouse?” I and Women’s Business Enterprise am a big believer in growth through (WBE), Harborside Advisors, a partnerships, whether through synerfamily office out of Fort Lauderdale, gistic relationships, contributing to Florida that consults for the profita much bigger infrastructure or an able expansion of businesses. She outright acquisition. I am also prone also has a management role and to investing in companies that have a investment in Vertex Solutions, strong social initiative. a WBE, MBE, and SBA affiliate One area that I feel passionate that specializes in virtual reality about in supporting the female commuKimberly Kozlowski training pr ograms for Military nity is in early-stage startup investing. Special Forces. Vertex Solution is I am now involved as an investor for a $40 million revenue company which bene- the Women’s Equity Lab, Silicon Valley Chapter. fits from the additional designations that The organization, originally founded in Canada, Harborside Advisors brings. Kozlowski is provides women access to early-stage deal flow Chairwoman of the Board for GoGoMeds.com, to become more savvy investors and to foster a $100 million cloud-based technology online a female investor community, while bridging pharmaceutical company that distributes afford- the gender gap in investing and having more able prescription drugs in all 50 states. Her latest women on the cap table. project is her brainchild, UPZ Global, a visionary green initiative focusing on social and environmental concerns as well as profits and commitments to corporate social responsibility and the impact on the environment over time. Kozlowski moved to New York City in 1990 to pursue a career on Wall Street where she served as an analyst and trader specializing in the S&P 500, and later served as Vice President of Dresdner Bank. She currently serves as President of the Board for the Women’s Prison Association, an advocacy and support organization for prison reform. She received her BA in business communications from the University of North Carolina and earned a master’s degree, magna cum laude, with an emphasis in marketing from Lasell College in Boston.

“One area that I feel passionate about in

supporting the female

community is in early-

stage startup investing.”

You are involved in a number of companies and organizations. Do you see your work as interrelated and what do you look for when deciding to pursue a business opportunity? My work is definitely interrelated, especially through a women’s leadership positioning whether it is through a business or helping to support an organization. When looking for a business opportunity, the first question that I must ask myself is, “who is the industry leader and how can I, personally and professionally, make the difference between where a company is currently positioned and future growth?” Next, “who are the team players, what is their 148 LEADERS

You serve as Chairwoman of GoGoMeds. Will you highlight GoGoMeds’ business and what have been the keys to GoGoMeds’ growth and leadership in the industry? I love being a servant leader and a thought provocateur. GoGoMeds.com is a healthcare technology company consisting of a cash pay telemedicine visit and mail order prescriptions, for both humans and pets, that can be delivered quickly and securely to your front door. Our technology eliminates geographic and economic barriers because our telemedicine platform is accessible and affordable to everyone. Whether uninsured

or underinsured, our platform enables the patient to control and manage their healthcare needs, privately and discretely. With COVID-19 effectively shutting down communities nationwide, online healthcare became and remained a great priority in many households. How can I get to my doctor? How can I get my life saving or maintenance medications? How can I get treatments when the hospitals are bursting at the seams, staffing is short, and the spread of COVID-19 is running amuck? These challenges forced an adoption to our online healthcare platform as a safe and effective way without compromising healthcare needs. The opportunity allowed GoGoMeds.com to lead, grow and prosper by being agile and educating consumers at a pivotal time. How do you focus your ef forts a s Chairwoman of GoGoMeds and how engaged are you in the management of the company? You need to be hyperaware of the needs of the consumer, your staff, and everything in between in order to create an experience that works. I have a natural curiosity about people. I take the time to understand, to know my employees and to figure out what skill set or personality trait will make the greatest impact in our company culture, while also adding to their personal growth. I listen to my team who are on the floor and handle the day-to-day operations by using a think tank approach. This allows my team to participate and have their voices heard while we strive for the best outcomes. I approach every project with a “let’s work together and flourish” attitude, and, at times, have rolled up my sleeves to pitch in. It is not the individual who wins, it is the team, and we are like jigsaw puzzles – we fit and work together. It is so important to allow employees’ personal and professional DNA to shine. Leaders have to lead, but female leaders have to lead and show resilience. In good cycles, there is often a perception that leading a team is easy, however, the true litmus test comes where there are challenges. That is when a leader really has to show strength to the issues that develop, find meaningful solutions, make corrections and find lifelines. Overcoming obstacles can be lifechanging events within a business and when hit with adversity, we have to recalibrate and restore our shine. I am very involved in the day-to-day management; however, I never cross that thin line of micromanaging, but know when I have to “step in.” VOLUME 45, NUMBER 1

“When a woman comes to the WPA, we strive to reunite her family, rebuild her life and restore her dignity. We’re committed to this program and this is the key to lasting, community-oriented change.”

You are involved in Vertex Solutions, a high-tech virtual reality aviation learning company. What interested you in being involved in this space and what do you see as the opportunities for growth for Vertex Solutions? When my partner, Sandra Reiter, and I had the opportunity to do our due diligence in this space, we went in with our eyes wide open. We asked each other, “How can we make an immediate and impactful contribution by simply being our true selves?” Our solution was to become a part of the Small Business Administration (SBA), seek a Women Owned Small Business/ Women Owned Minority Business designation, and to leverage our management styles as women leaders in a male dominated environment to really grow the business and expand its verticals. As with GoGoMeds, it came down to efficiencies. Having a virtual reality/aviation learning tool is the most cost-effective method for aviation training. It reduces our carbon footprint, is much safer, harbors confident pilots, and contributes to strengthening our military. I also had a personal mission for being in this space. I grew up in Jacksonville, North Carolina, a small military town that thrives off of farming and the Marine Corps Base of Camp Lejeune. My father was a Marine and my sisters and I were raised in a strict, hard-working household. Bottom line, no one works harder than farmers and Marines while carrying a lot of infectious American pride. In some way, I felt that partnering with Sandra, employing retired military personnel and working with the Vertex Solutions team by providing military training was a way of giving back and carrying on that strong sense of pride. I learned about loyalty, respect and hard work while constantly invoking that sense of patriotism and pride in the organizations in which I participate for my employees, my peers and especially myself. Sandra, our team and I are aviat i o n enthusiasts. Having said this, we realized that organic growth for Vertex Solutions would be to expand into the commercial space. Like GoGoMeds, the pandemic created a forced awareness for the airlines to take a hard look at training. Who would have ever thought that tens of thousands of pilots would be grounded for over a year? Our technology allows for pilots to maintain their flying skills and familiarize themselves with various routes, runways, weather patterns and aircrafts, while VOLUME 45, NUMBER 1

keeping their licenses current. This became an important tool because we knew that when the travel restrictions were lifted, the aviation market would be flooded. It would be difficult for airlines to go from a 0 to Mach 1 scale overnight and keep up to the demand for air travel while validating the skills of their pilots simply through flight simulators. The Vertex Solution applications are endless and as woman leaders, Sandra and I feel that we have earned respect. We see our applications expanding into diving, heavy equipment training, oil rigging, crane operation, and the list goes on. Stay tuned as we are only just getting started in this virtual reality space. You serve as Board President of the Women’s Prison Association (WPA). How do you define the mission of the Women’s Prison Association and will you provide an overview of its work? Talking about the work we do and serving as Board President of WPA is one of my greatest and toughest jobs. I joined the Board in 2015 with the goal of using my skillset to make a positive difference among women impacted by incarceration. As a woman leader in business, the WPA was a place where I felt I could not only help women, but change the trajectory of future generations. Established in 1845, the WPA has empowered women to redefine their lives in the face of injustice surrounding incarceration. We do so by forging pathways toward freedom, safety and independence. We teach rather than judge. Our staff advocates for women to be with their families, offering safe spaces to live, heal and grow. Serving over 1,500 women each year, WPA provides comprehensive support so they can achieve what’s most important to them, by assisting with: • Stability in the community • Release plans while incarcerated • Safe, affordable housing • Workplace skills, learning a trade and career development • Being reunited with their children and families • Healthcare access and other vital benefits The Women’s Prison Association is addressing long-term issues that require long-term, sustainable solutions. How do you measure success for the WPA’s work and what are the keys to driving lasting change and creating opportunities for women impacted by incarceration?

You’re right, the issues of incarceration, criminalization, homelessness, hunger, family separation, and domestic violence will not be solved overnight. In fact, these societal challenges are what led to many women’s arrests in the first place. Success for us is preventing future system involvement. One of the ways we do this is through our innovative alternative to incarceration (ATI) model, which allows women to return to, or stay in, their communities and with their children rather than serving time in jail or prison. The ATI team works with participants to enhance stability and overall wellbeing by addressing specific factors that may have contributed to their system involvement, including trauma. We know our programs work. In 2020, we found that 90 percent of our alternative-to-incarceration graduates became upstanding members in their community. When a woman comes to the WPA, we strive to reunite her family, rebuild her life and restore her dignity. We’re committed to this program and this is the key to lasting, community-oriented change. WPA will remain advocates for women, always listening first and co-creating visions for their future. I am proud of the work that we continue to do. What interested you in becoming a board member of the Jack Welch College of Business & Technology at Sacred Heart University and what makes the JWCBT special? Being asked to join the Board of Visitors at the JWCBT was such an honor. As a woman leader in business, I know how tough it can be to get here. The students of today are the leaders of tomorrow and really are the heartbeat of the JWCBT campus. The students’ enthusiasm and spirited energy is strongly felt as soon as you step onto the campus. I’ve always had a passion for mentoring and knew that this was my opportunity to contribute. I have found that many business students know what they want to do, but need the opportunity to start their journey. The Jack Welch College of Business & Technology board has many brilliant minds who are all passionate about helping students and paying it forward. We take great pride in helping students take that leap into the real world with their best foot forward by providing invaluable resources and advice. I challenge local businesses and corporations to reach out to their local colleges while offering mentorship, sponsorships, partnerships or internships. LEADERS 149

“I encourage leaders to reflect back to their mentors, experiences and pivotal life changing moments and position them as gifts. Understand the wisdom of that gift and once you do, allow it to empower and drive you.”

What makes the JWCBT at Sacred Heart special is that it takes an all-immersive approach to the student’s journey. This type of engagement ensures that students will take the deep learning instilled to be successful through their education process and beyond. I am always amazed at the advanced technology systems built around giving the students an experience while providing industry knowledge such as Verizon did with the IHUB systems at the JWCBT. These are powerful tools that were not available when I was getting my education. Successful companies have the power to create opportunities especially at blue-collar schools whose students are dedicated, driven and have something to prove. Even the smallest corporate initiatives go a long way towards helping students who want to help themselves and others. The students that I have met at SHU and the JWCBT define this very drive. You believe that leading businesses need to look at more than just profits and the bottom line, but also have to be engaged in the communities they serve and be a force for good in society. Do you see it as a responsibility for leading companies today to be good corporate citizens? Leading by example is an effective tool and I have the privilege to be married to a great business leader. My husband, Dennis, has taught me the value of being a successful leader and the rewards curated in giving back. I think that this is why I love my work and involvement with Sacred Heart University, the JWCBT and WPA. Each leader comes with a kaleidoscope of experiences and a rearview mirror of their journey past. I encourage leaders to reflect back to their mentors, experiences and pivotal life changing moments and position them as gifts. Understand the wisdom of that gift and once you do, allow it to empower and drive you. It is so important for companies to have a social initiative and to invest in their communities. Between our various companies, we have supported animal rescue operations and local shelters by providing much needed medication, to bigger ventures such as preserving land and waterways through the Everglades Foundation. We have found that while donations in kind are appreciated, donation dollars work harder when given to an impactful organization that best knows its own needs. 150 LEADERS

Do you feel that there are strong opportunities for women to grow and lead in business and what more can be done to provide opportunities and level the playing field? Especially today, there are increasing opportunities for women to grow and lead in business, but we still have a long way to go before the playing field is level set. Currently the enrollment of women participating in higher education is 60 percent opposed to 40 percent men and that was not the case just 10 years ago. Women empowering women and girls through mentorship, role models, and hand-holding is how we can help one another to embrace and encourage opportunities. We are emotional beings and I know that for myself, I sometimes have to temper my enthusiasm, excitement and overzealousness when learning about someone else’s vision. Surround yourself with people who share that same enthusiasm and go for it. Do not hesitate to capture and embrace opportunities. I tell my children, Gabi and Gennaro, that the more you put yourself out there, the more options that you have. Find what fills your emotional, intellectual and physical needs, then go for it. I am a big fan of Hedy Lamarr. She was a beautiful actress born in 1914 whose brilliant mind always got ignored because of her beauty. I recently read that she was an inventor at heart, but no one took her seriously. She is now dubbed the “mother of WiFi” and pioneered the communications system that would form the basis of today’s WiFi, GPS and Bluetooth. Never give up on your ideas and now really is our time to shine. Be bold, be brave and be you. What advice do you offer to young people beginning their careers during this challenging and uncertain time? Stop, look and listen. Yes, times are challenging, but this is when you must stop, evaluate and find your community. Look and take advice from an experienced leader and listen for your calling. Growing up as an Asian American, I was not your typical minority. I was minority looking and felt different, and didn’t understand where I belonged. Was I smart, ambitious and driven enough? I then decided to make the bold choice to move to New York City. In a diverse city like NYC, I got my knees scraped quite a bit and my mission then turned to self-empowerment, planting myself and growing. I realized that being a minority was my burden and it was about how I could embrace

my differences. I encourage young women to get away from the “I want to become relevant” theme and know that we are relevant. Very relevant. Be comfortable with the “real” you and as I always say, “You do you!” Never be afraid to ask questions. More importantly, when asked a question, don’t be afraid to say, “I don’t know.” Many see that as a sign of weakness, but I see this as a sign of strength. I know what I know, but I know what I don’t know even more. When you find that person who is a resource or mentor, your last question should be, “will you help guide me?” Most times the answer will be yes. Fear is also a great motivator, but the joys of success are equally motivating. I am always telling my children, my staff and my peers that there aren’t problems we cannot handle as long as we are transparent and honest with ourselves and each other. Be confident, realistic and open to constructive criticism while gauging our sensitivity. If I am beside you, then let’s roll this thing out together. • Be self-aware and opportunistic. It’s ok to know what you know, but its smarter to recognize what you do not know. • Be an effective communicator. Ask questions and start a conversation. • Be comfortable with silence. • Everyday, challenge yourself to learn one thing, big or small. When conversing with someone, ask yourself afterward, “what did I learn from that person?” It is just as important to listen and learn what not to do, as well as what to do. • Never judge on a bad day. Leaders make decisions at pivotal times, but never on a bad day. • Do not be afraid to “repurpose” yourself. If things are not going your way, transplant yourself. It’s ok. • Keep checking in with yourself. Who do I want to emulate? How best am I charting my path? How can my experiences help another to grow? Lastly, appreciate the power of a gift – it is yours to embrace or to lose. When I shared with my father that I was moving to New York, his response was simply, “you can move to New York, but if you want to come home, call me and I will pick you up – BUT ONLY ONCE.” This was his way of telling me, “I believe in you and I am not giving you a gift to fail but a gift to push you through during the difficult times and succeed.” I did.




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Improving the Quality of Care for Children An Interview with Suzette Oyeku, MD, MPH, Chief of the Division of Academic General Pediatrics, Children’s Hospital at Montefiore (CHAM), and Professor of Pediatrics, Albert Einstein College of Medicine E D I TO R S ’ N OT E D r. S u z e t t e What interested you in a career Oyeku is a general pediatrician in medicine and did you always and health services researcher. She know that serving others was is Chief of the Division of Academic your passion? General Pediatrics at the Children’s I knew early in my life that I Hospital at Montefiore. She is also would be in a field that allowed me to Professor of Pediatrics at the Albert serve others. As a child, I was inspired Einstein College of Medicine. Dr. to pursue a career in healthcare by Oyeku has focused her car eer watching my mom and aunt who were on improving car e and patient both registered nurses. I saw how they outcomes for children with chronic cared not only for their families and diseases such as sickle cell disease. our local community, but also for their Suzette Oyeku On a regional and national level, patients. Their example intrigued me. Dr. Oyeku has also served on adviI decided to become a physician after sory panels and committees focused on sickle shadowing a pediatrician during a high school cell disease and improving healthcare quality summer internship program at a local hospital for children and adolescents. She has also in New York. My interest in sickle cell disease served as Treasurer for the Academic Pediatrics started during college when I began working Association. Dr. Oyeku received her MD from alongside my mentor, Dr. Doris Wethers, a NYU School of Medicine and her MPH from the pediatrician and a leading sickle cell researcher. Harvard T.H. Chan School of Public Health. Dr. Wethers was an incredible role model and She completed her residency at the Boston mentor for me. She showed me that one could Combined Residency Program in Pediatrics at Boston Children’s Hospital and Boston Medical Center. She also completed a Harvard Pediatric Health Services Research Fellowship Program at Boston Children’s Hospital. Dr. Oyeku was a recipient of the Dean’s Award for Community Service from Harvard Medical School. She is an alumna of the Hedwig van Ameringen Executive Leadership in Academic Medicine (ELAM) program of Drexel University College of Medicine. INSTITUTION BRIEF Montefiore Medicine (montefiore.org) is the umbrella organization overseeing both Montefiore Health System and Albert Einstein College of Medicine. Montefiore Health System is comprised of 11 hospitals, including the Children’s Hospital at Montefior e and Burke Rehabilitation Hospital, employs nearly 40,000 people, and has nearly 8 million patient interactions a year throughout four New York counties: the Bronx, Westchester, Rockland and Orange. In addition, Montefiore recently ranked among the top 1 percent of hospitals in seven specialties by U.S. News & World Report. For more than 100 years, Montefiore has been nationally recognized for innovating new treatments, procedures and approaches to patient care, producing stellar outcomes and raising the bar for health systems around the country and around the world. 152 LEADERS

have an academic career that involved clinical care, teaching, research, advocacy and policy development. Will you provide an overview of your practice and key areas of focus? As a general pediatrician, I have specific training and expertise in pediatric care for children and adolescents with and without special healthcare needs, including children with sickle cell disease, behavioral and mental health conditions. I oversee a division of 65 pediatricians and 10 support staff who provide ongoing primary care to children from newborns to 21 years old in our ambulatory practices in addition to providing care in our newborn nursery and inpatient units. I also supervise and teach pediatric resident physicians and fellows. I have expertise in health services research, implementation science and the use of quality improvement methods to disseminate effective care strategies and improve care and outcomes

Children’s Hospital at Montefiore VOLUME 45, NUMBER 1

“We know that only close to 20 percent of health outcomes are solely due to healthcare, and that other social determinants of health, such as socioeconomic factors and physical environment, have a huge impact on our patients’ health.”

for children with chronic diseases, such as sickle cell disease. My research activities are focused on understanding health services utilization patterns and improving the quality of care for children and adolescents with sickle cell disease. As division chief of academic general pediatrics, I also manage the clinical, research, advocacy and educational missions of the division in addition to being responsible for faculty and staff professional development. How did you have to adapt your practice to address the challenges caused by the pandemic? Early in the pandemic, like other health systems, we leveraged technology and shifted some clinical services to telemedicine visits. We continued to see infants and young children in person to ensure they received their childhood immunizations and were protected from vaccine preventable diseases such as measles, mumps and chicken pox. We worked hard to maintain high vaccination rates in our patients less than 36 months old during the height of the pandemic. In addition, we leveraged our electronic health records to communicate with patients and families and coordinate care. Our team continued to screen for developmental, social and emotional issues, as well as for unmet social needs in our primary care practices. You view medicine as much more than treating sick patients. Will you discuss your focus on addressing the root causes of illness, such as housing instability, food insecurity and unemployment? Even prior to the pandemic, families in the Bronx, New York, struggled with housing instability, food insecurity and high rates of unemployment. Over the past 20 months, these issues have been exacerbated and families were stressed even more. Early in the pandemic, I, along with my colleagues including Dr. Miguelina German, who is a psychologist and Director of our Pediatric Behavioral Health Integration Program, raised thousands of dollars to secure items such as diapers, formula and clothes for families who were financially struggling. We also screened our families in our pediatric primary care practices for unmet social needs as part of a broader effort at Montefiore Health System and then connected families to services through the assistance of either a community health worker or social worker. Our division made several referrals to food pantries or community-based VOLUME 45, NUMBER 1

organizations to help families secure food. Our division also provided essential items, such as winter coats and school backpacks, to Bronx children which was made possible through generous donors. What do you see as the role that hospitals and health systems have in being engaged in the communities they serve and addressing societal needs? We know that only close to 20 percent of health outcomes are solely due to healthcare, and that other social determinants of health, such as socioeconomic factors and physical environment, have a huge impact on our patients’ health. This provides the rationale for hospitals and health systems to become more engaged in the communities they serve and work collaboratively to address societal needs. Hospitals and health systems can begin to screen for unmet social needs and work to develop linkages to community resources. Our work in this area at Montefiore has been led by one of our faculty members, Dr. Kevin Fiori, who is Director of Social Determinants of Health, Community & Population Health at Montefiore Health System. Screening efforts also need to be coupled with education and training of staff. Health systems can also work to help families with coordination of care and services that are delivered not only in the healthcare sphere, but in other settings such as schools. You have been a leader in addressing the importance of the COVID-19 vaccine for under-served communities. How are you getting the message out about the safety of the vaccine and working to build confidence for the vaccine to those who are still uncertain? I have been working in various ways to provide information to our communities about the COVID-19 vaccine and address specific questions people may have about it and related vaccines. In addition to education efforts with families in our primary care practices, I am also an ordained deacon at Grace Baptist Church in Mount Vernon, New York, and lead of our Doctor’s Ministry at the church. In this capacity, I have dedicated my time to dispelling myths and sharing fact-based information about COVID-19 and the vaccines with our local congregation and broader community. I also serve as Medical Consultant for the Conference of National Black Churches/Institute of Church Administration and Management. This effort

brings together trusted voices, such as faith leaders, who work in trusted spaces (churches and places of worship), with trusted content about COVID-19 and related vaccines. In this role, I lead trainings of faith-based leaders across the U.S. to help increase vaccine confidence and acceptance as a part of an initiative funded by the Centers for Disease Control and Prevention. To date, I have participated in training almost 1,000 faith-based leaders and pastors who then share the information with their congregations and set up pop-up vaccination sites at houses of worship and community centers. This work has been exceptionally gratifying and reminds me of the power of community. I have also been featured in local and national news media, sharing factual updates related to COVID-19 and the vaccinations. Do you feel that there are strong opportunities for women to lead in the industry? Yes, there are many opportunities for women to lead in medicine in several roles related to administration, clinical operations, research, or education. In addition to having an incredible mentor, I have been fortunate to have sponsors who supported my professional career. I have appreciated all the opportunities to lead teams over the course of my career. What advice do you offer to young people interested in a career in medicine? I would encourage young people to seek out internships or shadowing experiences so you can be exposed to what a career in medicine looks like. The seeds of my career were planted early when I was in high school and started working with pediatricians and watched them take care of patients, teach residents and medical students, and conduct research and lead their teams. I was fortunate to have mentors who paved the way forward and modeled for me what was possible. I would also encourage you to embrace your authenticity. As the first physician in my family, I recall being the first, the only and being different in so many contexts. This provided useful and important insights for me when I was in various spaces and an opportunity to connect with so many people. Medicine is an incredible field. Every day is different. We work collaboratively to care for patients and their families, build meaningful and lasting relationships, develop creative solutions to challenging issues, and serve our communities.



Preventive Healthcare An Interview with Joy Altimare, Chief Marketing and Product Officer, EHE Health EDITORS’ NOTE Prior to joining the healthcare space, Joy Altimare worked with leading agencies such as Ogilvy+Mather, GREY, and Publicis on preeminent brands like L’Or eal, Verizon and ColgatePalmolive. She then shifted into a role at publishing giant Condé Nast, transferring her skills to the media world.

organization, our culture is shaped by our mission and rooted in our values – we want to foster transparency, integrity and compassion. Core to our culture is the expectation that leadership rolls up their sleeves and collaboration is cross-cutting throughout the organization. We want our employees to understand that their contributions and our work matters, because ultimately, we are helping people live COMPANY BRIEF EHE Health longer, healthier lives. Joy Altimare (ehe.health) was founded in 1913 What have been the keys to as the first healthcare provider EHE Health’s industry leadership emphasizing the power of preventive care. It and how do you define the EHE Health seeks to give people lifestyle skills geared towards difference? optimal health, per formance, productivity EHE has been around for more than 100 and longevity. U.S. President Woodrow Wilson years, before the modern healthcare world we endorsed the company’s diet and tens of thou- know today even existed. Since the institution sands of preventive exams were conducted as of insurance started in this country, we’ve been the company began its long history as a leader in in lock step with how employers provide supethe field. EHE Health has been at the forefront of rior healthcare to their employees. The key to progressive healthcare for more than 100 years our continued leadership is our commitment to and is committed to empowering people with the always innovate. Prevention is an innovative best tools for their health. topic itself, and we are proud to claim that we are the originators and innovators of prevenHow do you describe EHE Health’s culture tive healthcare. Despite diversifying our product and how critical is culture to the success offerings, we haven’t wavered from our core of the company? value of prevention. Culture is tethered to the success and When I think about EHE’s difference, it health of a business. At EHE, culture is espe- really comes down to the patients. Every cially important in this moment in time as we patient is unique. Every customer and their seek to marry traditional healthcare with employee population are unique. As a leader, a more consumer-focused approach. As an that framework has been essential to our

ability to deliver consistent care. We think about patients beyond one clinical encounter and try to surround them with ongoing, consistent avenues and resources for their own health journey. We’re thinking about what is enticing them, what’s engaging them, what’s encouraging them to schedule an exam. Our philosophy is to understand the root cause, not just the symptoms, and come up with a care pathway to set patients up for success. How did EHE Health adapt its business to address the challenges caused by the pandemic? EHE met the challenge head on. We were lucky that our CEO, David Levy, is an epidemiologist, so we followed the science and the data. Having a consistent leader who not only was a doctor, but also had done this kind of crisis work before gave us the insight and confidence as an organization to move forward and help our customers do the same. A great example is our VaxStatus offering. As employees return to work and employers grapple with implementing federal vaccine mandates, we recognized early on that we could be a solution provider. In fact, the challenge to help employers comply, slow the pandemic, and get the country back to business goes to the heart of EHE Health’s role as a technologyenhanced preventive care company. We built on our success delivering efficient testing solutions for employers by developing VaxStatus, a single, comprehensive platform to manage both vaccination evidence and testing management.

“Prevention is all about a regular cadence of inputs so we can see trends and make an educated conclusion about what’s going on. It’s about understanding baseline indicators, risk factors, family history and environmental factors and then empowering patients to make better decisions now for a healthier future.”



“The key to our continued leadership is our commitment to always innovate. Prevention is an innovative topic itself, and we are proud to claim that we are the originators and innovators of preventive healthcare.”

I am extremely proud to say I was part of this company during the worst pandemic in modern history. As a mom with a young daughter, I’ve been proud to tell her that I’m working to help keep people healthy. Will you provide an overview of EHE Health’s services and preventative care product? EHE Health is a national company dedicated to creating programs that foster preventive health. We work with large, self-insured employers to create an environment and access to preventive health services for their employees. We are dedicated to providing ways in which every American and every employee can know – and understand – a clear and complete picture of their overall health. For example, as we all came to learn, comorbidities make people more susceptible to serious disease if they contract COVID-19. However, many people don’t know if they are pre-diabetic or have a high BMI, for example, so they don’t know to make better health choices to lower their risk for poor outcomes. Our tools and resources give people the knowledge they need to take action to improve their health. We also think it’s critically important to meet patients where they are. From mental health mentorship to Pulse Virtual, we offer digital options for patients who prefer an at-home experience for their health assessments. The pandemic has also really underscored the importance of having those digital offerings to position people to continue to engage in their health during challenging times. How critical is it for EHE Health to be patient-centered and what are the keys to driving patient utilization of EHE Health’s services? Being patient-centric is our unique differentiator. Before a patient comes in, we want to learn as much about them as we possibly can. The health assessment is not just a function of the exam – it’s essential for us to think about creative ways to ask questions so we can uncover the complete picture of their health. Take, for example, a question about sleep. People are often asked, “How much sleep do you get?” It seems like a straightforward question, but people are not always honest. That’s why we position the question as: do you feel rested when you wake up? We’re trying to get to the point of if it is restorative rest or not because there’s a big difference between VOLUME 45, NUMBER 1

closing your eyes for a few hours and getting a good night’s sleep. Our philosophy is to understand the root cause – not just the symptoms – so we can come up with a personalized care pathway for each patient. This is key to driving not only utilization, but also general patient satisfaction. We are completely invested in understanding what is motivating patient behavior so we can drive a better patient experience and better health outcomes. Do you feel that there is an effective understanding of the importance of prevention and wellness in addressing a person’s health and what more can be done to drive this message? The healthcare system is cause and effect. There’s a problem, here’s a solution. So, I think patients understandably get confused when they think about what wellness means and how prevention plays into that. Prevention is all about a regular cadence of inputs so we can see trends and make an educated conclusion about what’s going on. It’s about understanding baseline indicators, risk factors, family history and environmental factors and then empowering patients to make better decisions now for a healthier future. One of our key goals is to work with employers to make sure employees know these resources are at their disposal and encourage them to be proactive in using them. We need to drive the message that knowledge is power and if we do this well, together we can create a healthier, happier and more productive workforce. Will you discuss EHE Health’s commitment to building a diverse and inclusive workforce in order to mirror the diversity of its patients and the communities it serves? EHE is on a mission to eliminate racial disparities in access to high-quality healthcare. We are uniquely positioned to drive this mission forward by setting an example with our employees and clients and embracing this effort into our core vision, mission and values. Our work in this space is critically important. People of color have three times the mortality rate from COVID-19 as their white counterparts. We must acknowledge longstanding systemic conscious and unconscious bias from all constituents in the healthcare delivery system and do our part to address this deeply troubling fact.

EHE is taking this on within our member population. Despite people of color making up 23 percent of our member population, only 6 percent seek services. We know the underlying reasons are complex, and we are on a mission to address these issues with our behavior-centric approach to patient access and care, our dedication to evidence-based care, and our commitment to transparent measurement. Setting our sites on this mission will not only improve our employees’ and members’ health status but also set an example for the corporate world. You have been a leader in brand building and marketing throughout your career. How has the role of a brand strategist evolved and what are the keys to driving impact and results in the role? The role of brand building has shifted to focus more on customer acquisition. Marketers are now looking more closely at the customer journey and the touchpoints along the way that truly change behavior and move them down the funnel from consideration to brand loyalists. It’s more strategic and engaging and, ultimately, it has to show return on investment. In today’s world, marketers must be data-driven, acquisition-focused decision-makers. It’s really quite an exciting time. Do you feel that there are strong opportunities for women to grow and lead in the industry? We’re at a very unique moment in time, especially for women in the workplace. Looking at the facts, 6 million women left the workforce since the start of the COVID-19 pandemic, voluntarily or involuntarily, across industries, categories and levels. Are there strong opportunities for women? It’s difficult to say. There are jobs for women no doubt, but women are still lacking the support they need to be successful in those jobs. Most companies are still struggling with maternity leave for women – many new moms still have to take FMLA to bridge the gap of an antiquated maternity leave policy. But, in leveraging the FMLA benefit, we support the concept that women are, in some ways, declared disabled when having a baby. As a leader, I feel strongly that we need to double down on supporting women in the workforce. It’s an urgent crisis, and we need a thoughtful, concerted effort across the board, which will require men to be allies. There’s a call to action to everyone, but it can’t just be women pushing, we need men pulling too.



Financial Wellness An Interview with Meredith Ryan-Reid, Senior Vice President and Head of Financial Wellness and Engagement, MetLife EDITORS’ NOTE Meredith Ryan-Reid Will you provide an overview of leads innovation and strategic growth your role and key areas of focus? for MetLife as well as Financial I lead Financial Wellness and Wellness and Engagement for the Engagement (FW&E) and Innovation U.S. Business. Under Ryan-Reid’s at MetLife. Our mission is to help our leadership, MetLife recently launched people become more confident and Upwise, a new financial health app empowered to own and improve their designed to help consumers build financial well-being. Our teams support positive financial habits and feel good employers and their employees with about their progress. She previously customized tools, content and personalheld positions as Head of Distribution ized insights that enable awareness, Development and Benefits Delivery understanding and action. Meredith Ryan-Reid and also as Head of Accident and On the Innovation front, I’m focused Health/Worksite Benefits at MetLife. on strategic growth for MetLife. We work Before joining MetLife, she served as Head of with investors, start-ups and later stage companies Accident and Health, North America at Starr to bring an outside view in. We’re interested in Companies. Her experience also includes posi- capabilities and talent that will support our strategy tions at Marsh, American General Life Companies, and provide innovative solutions for customers. AIG – General Insurance Division, and CIGNA. Prior to leading Financial Wellness and Ryan-Reid earned a BA in English, journalism E n g a g e m e n t a n d I n n o v a t i o n , I l e d t h e and leadership at the University of Richmond and Accident and Health Group product and the an MBA in general management from Cornell Distribution Development and Benefits Delivery University S.C. Johnson Graduate School of team for MetLife’s U.S. Group Benefits busiManagement. ness. In these roles, I managed PandLs, global relationship management teams, third party COMPANY BRIEF MetLife, Inc. (metlife.com), distribution development, partnerships with through its subsidiaries and affiliates (MetLife), key HR technology firms, voluntary benefits is one of the world’s leading financial services strategy, and sales enablement. companies providing insurance, annuities, How you define the mission of Financial employee benefits and asset management to Wellness and Engagement at MetLife? help its individual and institutional customers Although we’ve been offering financial navigate their changing world. Founded in wellness solutions for over 20 years at MetLife, 1868, MetLife has operations in more than 40 we established FW&E as a new division in markets globally and holds leading positions 2019. We are focused on helping people turn in the United States, Japan, Latin America, financial progress into a habit that feels good. Asia, Europe and the Middle East. We’re redefining what financial wellness means

and how individuals can improve theirs as it’s a big concern for the majority of working Americans. MetLife’s 2021 U.S. Employee Benefit Trends Study found that nearly 9 in 10 consumers in the workforce (86 percent) cite finances as a top source of stress for them both now and in the future. We’ve created a bold financial wellness strategy to change the way employees make financial decisions. Our team is developing solutions that deliver increased value to our customers and engagement with their employees that enable business growth. We have a Workforce Engagement team that helps individuals understand what benefits are available to them. While this certainly helps people make decisions during open enrollment, increasingly we are being asked to help employees throughout the year as we know people need more context when making important decisions for their families and that’s what our new solution, UpwiseTM, is all about. Will you discuss MetLife’s new financial health app, Upwise, and how will it help consumers build positive financial habits? We recognize that finances are a top stressor for employees, yet our emotions about money – and there are a lot of them – rarely factor into available financial wellness tools. Our research found that working families, in particular, are often stressed and strapped for time to address their financial health needs. Our goal in creating Upwise was to develop a new mobile app that helps people create positive financial habits and make progress that feels good. People often need help taking those first small steps to improve

“Although we’ve been offering financial wellness solutions for over 20 years at MetLife, we established FW&E as a new division in 2019. We are focused on helping people turn financial progress into a habit that feels good.”



“Our mission is to help our people become more confident and empowered to own and improve their financial well-being. Our teams support employers and their employees with customized tools, content and personalized insights that enable awareness, understanding and action.” their financial wellness. Upwise suggests tangible actions that can move users closer to their financial goals, whether it’s creating a monthly budget or paying off credit card debt. But what sets Upwise apart is that we recognize how emotions can affect your financial wellbeing. That’s why we developed a money mood tool to help people become more aware of how their feelings connect to their finances. Once users select their money mood – ranging from optimistic and content, to anxious and stressed – Upwise can offer more personalized suggestions so they get the best experience. Financial Wellness and Engagement has a start-up mentality yet operates inside a legacy corporation. How does that impact your leadership style? While operating as a start-up inside a more than 150-year-old company may sound impossible, it hasn’t been for us. In fact, our startup mentality is an integral driver to MetLife’s growth strategy. Working with agility helps us adapt as the world changes and ensures the service we provide to our customers delivers value and provides us with a competitive advantage. To make sure, as a large incumbent, you’re not disrupted by a start-up means you have to understand your customers better than anyone else. To take it a step further, we are working in Agile to build new solutions like Upwise, which allows us to move faster and offer more to our customers. We have a continual improvement mindset, and we continue to iterate based on feedback we receive. You can’t apply all tried and true leadership skills to an agile-focused organization – the

behaviors and formal approach are new concepts for many and can take time to feel familiar. You also have to change the way you act as a leader. One of the most critical concepts within Agile is practicing servant leadership, which means you have to listen carefully to your teams and work quickly to remove obstacles that are in their way and support them. It’s really about enablement and, honestly, it’s not easy and it takes a lot of practice. But I’ve seen that most people who try this new way of working really love it and find that it helps them unlock more energy and creativity which are really important preconditions for innovation. How does Financial Wellness and Engagement contribute to MetLife’s mission to be a force for good in society? Financial wellness is an important part of living a fulfilled life. Being financially well means you have confidence in and are optimistic about your finances and future, which allows you to do the things you want. At MetLife we have a clearly defined purpose, “Always with you, building a more confident future.” MetLife was built to deliver on our promise to always be there for our customers. As a business, we were designed to provide financial security and drive economic prosperity for our customers and the communities we serve. Our Financial Wellness and Engagement solutions help employees become more confident and empowered to own and improve their financial well-being and have a financially secure future. We also work closely with the MetLife Foundation to support its commitment to expand opportunities for low- and moderate-income people, as

well as its partnerships to create financial health solutions to build stronger communities. How do you foster DEI in Financial Wellness and Engagement and what initiatives do you support to advance women in the industry? Bringing together diverse perspectives and creating an inclusive environment where everyone’s voice can be heard fuels innovation and collaboration. As our solutions are built to support our people from all walks of life on their financial health journey, diverse perspectives on our team ensure we are delivering services that will have a real impact. We are also partnering with several start-ups and entrepreneurs that are focused on diverse communities. It’s really important to us that many voices are showcased within Upwise and our workplace seminars. I also believe there is a massive opportunity to support and raise the profile of women in our industry. We know that women are a critical customer segment making key buying decisions for themselves and their families. I devote a meaningful portion of my time to mentoring my colleagues and encouraging them to take on new assignments and areas of our business. I passionately support MetLife’s efforts to increase gender equity in our workforce, including participating in our annual Women in Sales event. For the past 11 years, Women in Sales has provided development opportunities, skills building and learning sessions for women in our U.S. Business workforce. The annual event provides workshops, networking sessions and keynotes from internal and external speakers – all focused on empowering women in our salesforce.

“Being financially well means you have confidence in and are optimistic about your finances and future, which allows you to do the things you want. At MetLife we have a clearly defined purpose, ‘Always with you, building a more confident future.’”




Core Values An Interview with Meghan Scanlon, Senior Vice President and President, Urology and Pelvic Health, Boston Scientific EDITORS’ NOTE Meghan Scanlon has we are and how we were going to work. held her current position since February The core values at Boston Scientific have 2020. In this role, she is responsible for become the foundation for how we developing and bringing to market operate and how we set strategy and global, innovative, industry-leading work with our customers and our peers. solutions for urological, urogynecologThose core values are caring, diversity, ical, and gynecological diseases. Prior global collaboration, high performance, to her current role, Scanlon served as meaningful innovation and a winning Vice President and General Manager spirit, which reflects the passion, energy for the global Urology and Pelvic Health and can-do attitude of our employees. commercial organization, with responWill you provide an overview of sibility for overseeing the stone, prostate Boston Scientific’s Urology and Pelvic Meghan Scanlon health, prosthetic urology and women’s Health (UroPH) offering? health franchises. She is a member of the The UroPH business is made up Executive Committee, Global Council for Inclusion and of 4 franchises: kidney stones, which is the largest of serves as the executive sponsor for Boston Scientific’s our franchises; prostate health, which includes prosPRIDE employee resource group, which is a network of tate cancer and benign prostatic hyperplasia; prosLGBTQ+ employees and allies that fosters inclusiveness thetic urology which includes erectile dysfunction and and professional fulfillment through corporate and urinary incontinence; and a small business focused community LGBTQ+ programs and initiatives. Since on pelvic floor disorders. If you look back roughly joining Boston Scientific in 2014 as Vice President, seven years ago, this business was approximately Global Marketing for Endoscopy, Scanlon has $500 million and was largely a kidney stone business. progressed through roles of increasing responsibility Since that time, we have diversified and transformed in Endoscopy and Urology and Pelvic Health, and through organic, meaningful innovations and strategic played a significant role in driving and shaping the acquisitions, and today we are a large, global business global commercial organization structures, portfolio that is aiming to eclipse $1.5 billion this year. The innovation strategies and growth acceleration for UroPH business has become a very meaningful topboth businesses. Prior to joining Boston Scientific, she and bottom-line part of Boston Scientific and it has spent nearly 15 years in leadership roles within been an exciting journey for the team. the Johnson & Johnson medical device business and How critical has it been with acquisitions to started her early career as a design engineer at Gillette. make sure that there was a strong cultural fit and Scanlon holds a BS in mechanical engineering from what have been the keys to effectively meshing Tufts University and both an MBA and MSME from these companies into Boston Scientific? Massachusetts Institute of Technology. Our business is in many ways a melting pot for a number of different teams that have come together COMPANY BRIEF Boston Scientific (boston under the Urology & Pelvic Health umbrella. Our scientific.com) transforms lives through innovative focus is not on how a team will “fit” into our culture, medical solutions that improve the health of patients but rather what that team will add to our culture. around the world. As a global medical technology We are looking for these teams to build onto our leader for more than 40 years, Boston Scientific culture and to supercharge it and challenge us to advances science for life by providing a broad range think in new ways about what it means to earn and of high-performance solutions that address unmet sustain category leadership. This not only applies to patient needs and reduce the cost of healthcare. acquisitions, but also to how we think about diversity within the organization. When we are attracting What have been the keys to the strength and new talent to Boston Scientific, we are not looking leadership of Boston Scientific? at how they may fit into our culture, but rather what It starts with culture and the winning spirit they will add to our culture. This leads you to look found here at Boston Scientific. Our culture is for people who have different perspectives, experiabout fulfilling our mission to improve the lives of ences and mindsets than those you currently have patients through meaningful innovation. It has which strengthens the organization. been ten years since our CEO, Michael Mahoney, This approach and mindset is not unique joined Boston Scientific, and as he came into the to UroPH. If you look across Boston Scientific, company, he had the organization focus on what I would argue that acquisitions and integraour core values were going to be to define who tion have become one of the company’s core 158 LEADERS

competencies, and I think this is because we respect what those companies have built and will bring to our organization. We see ourselves as a melting pot of teams that allow us to continue to strengthen our category leadership. You mentioned that diversity is one of Boston Scientific’s core values. How critical is it for the company to build a diverse and inclusive workforce in order to mirror the diversity of the communities you serve? This is of the utmost importance, and I am very fortunate to be a part of a diverse UroPH management team, with just under half of our team being female and almost a third being multicultural with a significant portion of leaders who were not born in the United States. We are a team that approaches problems and opportunities by thinking very differently. We have built trust and appreciation for those differences and as a result we can make much better decisions as a team for our employees, business and customers. This ultimately means we are making better decisions for patients around the world. The past two years we have managed through challenging business issues such as COVID and if it was not for the diversity of our management team, I believe that we would be in a very different place as a business. The power of different perspectives to solve problems cannot be overstated. We have a number of employee resource groups (ERGs) that our employees are deeply engaged in, such as our Women’s ERG, our ERG for our Black employee population, our ERG for our Southeast Asian population, and our ERG for our Pride community (LGBTQ+), which I am so fortunate be the executive sponsor of. The foundation for all of this work within Boston Scientific was built long before the COVID pandemic which was critical since these ERGs acted as a lifeline, a shoulder and as the connective tissue that kept our teams and company together during very challenging times. These groups enabled us to have honest, open and difficult conversations around issues facing our communities, such as racial inequality following the George Floyd murder, and provided the space to feel safe and be heard and valued. We see our ERGs as key to making sure that we are providing a place for our people to bring their full selves to work so that they can perform to their potential which enables us to fulfill our mission of improving patient’s lives. In urology, we serve all walks of life – genders, races, ethnicities, abilities, sexual orientation, citizenship – and we need to make sure that our teams reflect the diversity of the people whose lives we are trying to change.




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Reimagining the Way Money Moves An Interview with Jeanniey Walden, Chief Innovation & Marketing Officer, DailyPay EDITORS’ NOTE Jeanniey How do you define DailyPay’s Walden started her car eer as mission and how is being purposea t e a c h e r. H e r f i r s t b u s i n e s s driven a part of DailyPay’s culture role was at JCPenney where and values? she quickly advanced from DailyPay is a hypergrowth finanmanaging call centers to leading cial technology company that is Corporate Customer Relations. completely reimagining the way She worked for Echomail before money moves. We’re on a mission being r ecruited to oversee the to build a new financial system that first e-mail marketing divistarts working the minute work starts sion of Grey Direct Worldwide, because, to-date, the way money and later pursued new ventures moves has been controlled by a set Jeanniey Walden working with a variety of startof invisible rules that make all of our ups and eventually formed her lives more difficult: own digital marketing agency. Walden’s •Rules that say even if you work and earn digital agency was acquired by OgilvyOne money every day, you only get paid once every where she became Executive Director of its two weeks. digital dialogue business. While at Ogilvy, •Rules that prevent merchants from Walden started the first e-mail marketing connecting with their shoppers at the right trade organization – The Email Experience moment when they want to buy something. Council. Walden has also worked at Zinio, •Rules that decide who gets access to the where she led the development of VIVMag, best banking services. the world’s first full interactive digital In response, DailyPay launched its platmagazine, served as the interim president form and solutions to resolve these issues in our for Indieflix, and was a founding partner society. Our core product empowers workers for RingBlingz. She was later hired to trans- with control over, and access to, their earned form the business at NOOK by Barnes and wages before the traditional payday. Noble and served as Global Chief Marketing Our core values act as the DNA of our Officer at Mercer. She joined DailyPay as the company, holding every aspect of our business first C-suite female executive outside of the together. Every move we make, from hiring founding team. Her success has led her to employees to creating a marketing campaign, is be included in the Top 30 under 30 in Ad purposefully planned and executed. Age. Walden earned a bachelor’s degree in psychology and a master’s degree in education and teaching fr om the University of Pittsburgh. COMPANY BRIEF DailyPay (dailypay.com), powered by its industry-leading technology platform, is on a mission to build a new financial system. Partnering with America’s best-in-class employers, including Dollar Tr ee, Berkshir e Hathaway and Adecco, DailyPay is the recognized gold standard in on-demand pay. Through its massive data network, pr oprietary funding model and connections into over 6,000 endpoints in the banking system, DailyPay works to ensure that money is always in the right place at the right time for employers, merchants and financial institutions. DailyPay is building technology and the mindset to r eimagine the way money moves, fr om the moment work starts. 160 LEADERS

Will you provide an overview of your role and key areas of focus? As the Chief Innovation and Marketing Officer at DailyPay, my main goal, simply put, is to drive revenue through innovation and marketing. To be a successful CIMO, you need to be data-driven, innovative, creative, and understanding. You have to know what consumers are seeking and figure out an effective strategy to reach them. I guide my team in developing strategies to market our brand, solutions, and products to the right audiences. I’m constantly thinking of ways to bridge the gap between our brand and our end-users and buyers. I spearhead purpose-driven marketing campaigns, which entails creating new website pages, developing a unique narrative to pitch reporters, and gathering impactful data-driven research. Every decision that I make is backed by numbers and processes set in place to achieve individual goals. How has the role of the CMO evolved and how critical is it for the role to be engaged in business strategy? CMOs have more creative opportunities than ever because of new technology. Technology creates nontraditional marketing spaces to get DailyPay’s name out through social media, digital media and webinars. In these new spaces, marketers have more creative freedom when creating content. A function which CMOs need to be a part of is in business strategy. It’s critical that CMOs are looped into all aspects of the business to proactively prepare for future events and crisis management. The brand is the face of the

“Technology creates nontraditional

marketing spaces to get DailyPay’s name out through social media, digital media and webinars. In these new spaces, marketers have more creative freedom when creating content.” VOLUME 45, NUMBER 1

“DailyPay is a hypergrowth financial technology company that is completely reimagining the way money moves. We’re on a mission to build a new financial system that starts working the minute work starts because, to-date, the way money moves has been controlled by a set of invisible rules that make all of our lives more difficult.” company and CMOs have to be ready for internal and external events. CMOs bring in a unique perspective that no other teams can provide. The marketing team works closely with the target audience and is aware of the consumer behavior. To exclude or minimize the CMO’s role in business strategy has a trickle-down effect and will impact the strategies and content from the overall marketing team. How has technology impacted DailyPay’s marketing initiatives? With the acceleration of digitization due to the pandemic, companies have been incorporating technologies into their tech stack and picking up new marketing tactics. When most companies resorted to working remotely and in-person events were canceled, everything went virtual. More than ever, companies relied on virtual events to market their products and services. For us, we had to shift gears from traditional marketing tactics and focus more of our time and efforts on digital marketing strategies. Everyone had to get comfortable with Hubspot, Zoom, and other technologies to flawlessly execute our digital campaigns. But the biggest impact technology has had in marketing is it has enabled marketers to create personal, immersive experiences for DailyPay prospects, clients and users. We recently added a chatbot on our website to better accommodate visitors and their needs, cutting out unnecessary wait time and simplifying the process, especially for prospects, to connect with DailyPay.

You place a major emphasis on innovation. Where is innovation taking place in DailyPay’s marketing efforts? Every day we’re working on improving our solutions and our brand. We recently rebranded our entire company, from logo design to our company goal. With our Series D funding and the direction DailyPay was heading, it was natural to take the brand on a path that sets us apart from our competitors. Since our rebrand, we’ve invested a lot of time into our new brand identity and our statement of values to represent who we are as a company. DailyPay shifted from marketing a sole solution, on-demand pay, to tackling down the entire financial industry that leaves employees at a financial disadvantage. Today, DailyPay is on a mission to build a new financial system that enables employees to have control over their money. We’re inserting ourselves into the mainstream conversations about work and pay, planting a seed in every listener’s mind. This unique marketing approach of naturally weaving in DailyPay into the conversation has proven to be effective. People now reach out to us about offering DailyPay and reporters contact us to hear about the next workplace trend. Will you discuss DailyPay’s commitment to diversity and inclusion and how critical it is to bring diverse perspectives and experiences to the table when making business decisions?

“Since our rebrand, we’ve invested a lot of time into our new brand identity and our statement of values to represent who we are as a company. DailyPay shifted from marketing a sole solution, on-demand pay, to tackling down the entire financial industry that leaves employees at a financial disadvantage.”

Diversity is an integral part of our company culture and how we work. Our company established a culture of diversity, equity and inclusion from day one and have been continuously putting in effort and resources to maintain this culture. Over the past couple of years, we have formed four employee resource groups – DailyWomen, DailyNoire, DailyPride and DailyGray. Each group serves as an open space for inclusivity, mentorship and support for employees that fall under each category. At DailyPay, diverse perspectives and experiences are welcomed. We believe varying thoughts enable us to have a better, more holistic approach to decision making and prevent anything from falling through the cracks. In 2020, we formed our first Diversity Leadership Committee which consists of exceptional DailyPay members who want to share their insights and create a more inclusive culture here at DailyPay. The selected individuals collaborate with the DailyPay community and the C-suite team to create innovative ideas and opportunities to establish practices for future generations and to cultivate diversity. Do you feel that there are strong opportunities for women to grow and lead in the industry? Now more than ever, the demand for women in the financial technology industry and companies in general is increasing. DailyPay surveyed employees across America and we found that 63 percent view that having female leaders in a company is good for business. With more female representation in the fintech space, it’s easier to cultivate a culture of mentorship and care. At DailyPay, we created our first employee resource group for women, DailyWomen, the year DailyPay was founded to encourage and support women in this industry. What advice do you offer to young people beginning their careers during this challenging and uncertain time? This is a tough situation to be in and it’s okay to feel unsettled. It might not be the typical first career experience, but try to find the silver lining. Take this time to figure out what you really want to do or like to do. Work on your technical skills by taking online classes. Spend some time with family when you have the opportunity. You still have a lot of time left. There’s no need to feel rushed or pressured.




The Future of Financial Services An Interview with Donna Parisi, Partner and Global Head of Finance, Shearman & Sterling LLP EDITORS’ NOTE As the Global How do you describe Shearman Head of Finance, Donna Parisi & Sterling’s culture and how critcovers bank finance, leveraged ical is culture to the success of the lending, project finance, restrucfirm? turing and insolvency, and strucOur firm is built on a foundatured products and derivatives. tion of excellence, our success is She is the Derivatives Team Leader, built on our clients’ success and our is a Lead Industry Coordinator for people are at the heart of that. We Financial Institutions and spearinvest in our talent, and we set a head’s the fir m’s Family Office tone of collaboration and commuGroup. She also leads Shearman nity. Different perspectives are valued Wo m e n a n d i s a m e m b e r o f and we believe strongly in supporting Donna Parisi the fir m’s Executive Gr oup. In women, people of color, and other addition, Parisi spearheads the traditionally underrepresented groups fir m’s FinTech Foundry pr ogram, which through formalized networks and training as supports the FinTech-related activities of the well as a strong culture of inclusion. Our work firm’s clients and the wider global FinTech is complex and fast-paced, with clients who are ecosystem including financial institutions, often on the cutting edge of innovative matters, FinTech start-ups, accelerators and incuba- so we tend to attract people who are intellectutors, venture capital and private equity inves- ally curious and motivated to find innovative tors, and policymakers. She is a prominent solutions. We operate with a mindset of distincthought leader and fr equently serves as a tion and dedication throughout everything we moderator or panelist at events organized by do. Our focus on our people enables them to the Financial Times, Glass Hammer, Thomson utilize their expertise and our platform to help Reuters, FinTech Cocktail Club, WISER, ISDA our clients achieve their business objectives. and the Practising Law Institute, among This people-centered approach is echoed in our others. Parisi ear ned a bachelor’s degr ee client relationships – we strive to understand from Vassar College and a JD degree from every aspect of a client’s business and form Boston College Law School. lasting partnerships to navigate ongoing challenges and ensure future success. FIRM BRIEF Shearman & Sterling (shearman.com) What have been the keys to the strength has a long and distinguished history of and leadership of Shearman & Sterling in supporting its clients wherever they do busi- the industry? ness, from major financial centers to emerging We pride ourselves on being forwardand growth markets. The firm represents many looking and adapting nimbly to market and client of the world’s leading corporations and major needs. We work very closely with our clients to financial institutions, as well as emerging understand their most critical issues, and we stay growth companies, governments and stateowned enterprises, often working on groundbreaking, precedent-setting matters. The firm has more than 850 lawyers around the world speaking more than 60 languages and practicing U.S., English, French, German, Italian, Hong Kong, OHADA and Saudi law, with nearly half of its lawyers practicing outside the United States. Combining legal knowledge with industry expertise, its lawyers provide commercial advice that helps clients achieve their ambitions. Shear man & Sterling is committed to forging long-term relationships with its clients, providing them with genuine insight and practical advice, and supporting them as they navigate the challenges of the 21st century global economy.

informed on regulatory developments to help our clients stay ahead. We consider ourselves business partners to our clients, an ethos that helps form long-standing working relationships. Internally, the past couple years have been a critical time for leadership, and we prioritized listening and staying engaged with our entire workforce. Will you discuss your role and key areas of focus? I have been with Shearman & Sterling for more than 20 years. The reason I have stayed so long is that the firm is constantly giving me new opportunities to stretch myself and develop new skills. My “day job” is working primarily with financial institutions and hedge funds, advising on derivatives and structured products. I’m particularly known for developing and structuring new financial products with clients, which is really enjoyable for me. Recently, I have been spending a significant amount of time on cryptocurrency and blockchain products and investments, which is a rapidly developing area. In addition to my dayto-day legal practice, I hold several management and key client relationship roles. I am a member of Shearman & Sterling’s Executive Group and the Global Head of Finance, as well as the Derivatives Team Leader, Lead Industry Coordinator for Financial Institutions and head of our Family Office Group. I also lead the firm’s FinTech Foundry and Shearman Women, the firm’s women’s initiative. Promoting the advancement of women in the profession and all communities is a personal passion of mine. I love it when my worlds collide, so to speak, and I am able to connect one or more of my roles and networks with the others.

“We work very closely with our clients to

understand their most critical issues, and we stay informed on regulatory developments to help our clients stay ahead.”



“Our focus on our people enables them to utilize their expertise and our platform to help our clients achieve their business objectives. This people-centered approach is echoed in our client relationships – we strive to understand every aspect of a client’s business and form lasting partnerships to navigate ongoing challenges and ensure future success.” Will you highlight the firm’s FinTech Foundry and how you define its objective? The future of financial services is in FinTech and we are committed to investing in the longterm success of the global FinTech ecosystem. We developed the FinTech Foundry to support our various clients in FinTech-related activities, including investors, policymakers, start-ups and established institutions. In addition to offering clients a comprehensive understanding of the legal and regulatory issues facing the FinTech industry, the program provides opportunities for networking and idea-sharing, including the FinTech Advisory program, a formalized mentorship program devoted to supporting FinTech start-ups. It is a very successful program and we consider it a privilege to be working so closely with these incredible thought-leaders and creators, helping them shape the new financial landscape. How critical is it for Shearman & Sterling to build a diverse and inclusive workforce in order to bring diverse perspectives and experiences to the table when addressing client needs? Diversity and inclusion are a key part of our fabric and identity as a firm. We place great value on cultivating diverse viewpoints, not least because we find it often leads to some of the most innovative legal solutions. We recognize that our future success requires an inclusive culture. We know that our success as a firm is inextricably linked to the success of our clients and our people, and we invest accordingly. In September, we received 2021 Mansfield Plus Certification by Diversity Lab after successfully completing the Mansfield Rule 4.0 certification

program. Our attorneys also participated in the inaugural Black Lawyers Matter virtual internship program. We also have several dedicated Inclusion Networks at the firm to support and nurture our diverse talent, including Sterling Pride (for the LGBTQ community), Alianza (for Latin American and Hispanic individuals), BLAQUE (Black Employees at Shearman for Equity, Empowerment and Networking) and WISER (Women’s Initiative for Success, Excellence and Retention). These networks provide our personnel with professional development opportunities and hold space for open communication. Yo u m e n t i o n e d y o u r p a s s i o n i n promoting the advancement of women. Do you feel that there are strong opportunities for women to grow and lead in the legal profession? I think opportunities are abundant, and it’s encouraging to see mor e and mor e women build successful legal careers. That said, we certainly still have work to do as an industry to support and nurture female talent, especially in the upper leadership ranks. Law and finance are both traditionally male-dominated areas, and I’ve long been passionate about levelling the playing field in both areas. One of the keys to the long-term success of women in the legal profession is making sure they have the opportunity and mentorship to work successfully on the most important matters for key clients and being flexible as to how they achieve results. Traditional models are crumbling, accelerated by the COVID pandemic, with the acceptance of remote working creating a new paradigm for success.

“We developed the FinTech Foundry to support our various clients in FinTech-related activities, including investors, policymakers, start-ups and established institutions.”

In addition, support networks, education and advocacy are moving the needle in the right direction. As I mentioned earlier, I head up the Shearman Women initiative, which is very meaningful to me. Shearman Women hosts events and produces thought leadership to share knowledge and connect individuals with the express goal of developing female talent and accelerating female success. Shearman & Sterling is a firm that is deeply committed to pro bono work and supporting the communities it serves. Will you discuss this commitment and do you see this as a responsibility for leading firms and businesses? We are deeply committed to promoting social justice and have a robust and wideranging pro bono practice at our firm. We believe it is absolutely the responsibility of leading firms and businesses to engage in meaningful pro bono work and to support the communities where we work and live. Equal access to justice is vital for a fair society, especially for indigent individuals and nonprofit organizations that have limited resources for legal services. The pro bono and community work that I’m most proud of is the firm’s commitment to human rights protection. As lawyers, we’re in a position of power in the world and I think it’s essential that we continuously prioritize helping others to thrive. What advice do you offer to young people interested in building a career in the legal profession? My first advice to budding lawyers is to think about the skills you like using and the people you enjoy working with and then work towards building out a practice based on that. The substantive area of the law is less important. Personally, I find financial services to be an incredibly exciting area and I thrive on working through complex issues that help my clients succeed and innovate. Truly enjoying the work is essential to a long and rewarding career in the law. I also encourage students and new lawyers to build a strong network, and it’s never too early to start. Your peers in law school will be your future colleagues and clients. People often choose a law career because they love the work, but it is not a solo profession. Take the time to connect with people and build that skill set early on, because it will serve you throughout your entire career.




A Commitment Culture An Interview with Sharon Doherty, Chief People and Places Officer, and Elona Ruka-Wright, Chief Risk Officer, Finastra EDITORS’ NOTE Sharon Doherty is Finastra’s Chief People and Places Officer, as well as an author and champion of equality and inclusion. She is a driving force in equality in the workplace, and a huge supporter of the LGBTQ community. She is the proud owner of an Outstanding 2018 Ally Executives award. Before joining Finastra in 2019, Doherty was instrumental in the award-winning diversity and digital work at Vodafone that transformed the culture and company. Prior to this, roles included CHRO at Laing O’Rourke and HRD during the build of Heathrow’s Terminal 5. She is a Non-Executive Director at Laing O’Rourke, a Trustee at Regents University, and a member of the CEB Talent Board and the Vodafone Foundation Board. Doherty holds a degree in social sciences and politics from Manchester Metropolitan University. Elona Ruka-Wright heads up Finastra’s global risk management and governance practices and is the company’s key liaison with regulatory bodies and auditors. She is also a sponsor for Women@Finastra. She was named one of the Top 25 Women Leaders in Financial Technology of Europe for 2021, as well as being included in the Top 100 Leaders in FinTech list by FinTech Magazine. Before joining Finastra in March 2018, she spent over 15 years building and transforming risk management, compliance, security and governance programs for financial institutions and technology firms. Her certifications span CISA, CISM, CGEIT, CRISC, CIPM and CDPSE, and she serves on the Advisory Board for NC State’s Poole School of Management ERM Initiative, which provides advice on ERM curriculum, emerging trends, and best practices related to ERM. She holds a BA degree magna cum laude in international relations and an MBA in finance and strategic management from University of Minnesota, Carlson School of Management. COMPANY BRIEF Finastra (finastra.com) is 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, Finastra has $1.9 billion in revenues, 9,000+ employees and more than 8,500 customers. 164 LEADERS

Sharon Doherty

Elona Ruka-Wright

How do you describe Finastra’s culture and how critical is culture to the success of the company? Doherty: At Finastra, we have what we describe as a “commitment culture,” in which we are committed to 10 actionable habits we strive to exhibit. These include commitments to collaboration, customer success and mindset growth, among others. These commitments apply to all our employees, from executive leadership down through the organization. Leadership plays a critical role in setting the

tone, creating clarity, excitement and energy and ensuring that our people, customers and business grow. Empathy is central to this commitment culture. It is critical to lead with empathy in this new era of work, whether that’s offering opportunities for internal growth or non-traditional forms of support. After the pandemic, we are, as a society, more aware than ever of the different pressures individuals face in and out of the workplace. For example, the shift to work from home emphasized the disproportionate share of caretaking responsibilities working women often carry. Acknowledging and celebrating that employees bring their whole selves to work is central to our culture, and we do our best to action this with practices like giving the permission to turn the camera off during meetings so that if people need to do things like cook dinner in the background, they have the freedom and comfort to do so. In the post-pandemic world, people expect more flexibility and understanding from their employers than ever before, and developing agile and empathetic company cultures will be critical to business success.

“At Finastra, we have what we describe as a ‘commitment culture,’ in which we are committed to 10 actionable habits we strive to exhibit. These include commitments to collaboration, customer success and mindset growth, among others.” Sharon Doherty


Will you provide an overview of your role as Chief People and Places Officer and how the role is engaged in business strategy? Doherty: My responsibilities are focused on creating and ensuring adherence to the commitment culture described earlier, on developing the capabilities we need for the future, and ensuring our workplace embraces our hybrid working model. My goal is to make Finastra the most loved and inclusive company in fintech. As a member of Finastra’s executive leadership team, I strive to ensure that we have a positive culture that supports the work that Finastra employees do. I also lead our ESG agenda to ensure we play our part in the communities we serve. At Finastra, we believe that the future of finance is open, and our strategic intent is to become the orchestrator of open finance. As a fintech with 9,000 people in 40 countries, we have the potential to make a big impact in a world where over 1.5 billion people are excluded from the banking ecosystem and even more are underbanked. As Finastra’s Chief People and Places Officer, I am responsible for making sure our entire organization strives toward this vision. What are your views on the future of work and the impacts of hybrid working? Doherty: The pandemic has fundamentally altered the way we work – the myth that people cannot be productive working from home has been disproven, as we have seen that many jobs can be done successfully remotely. Employees now demand more flexibility than ever before, and I believe that firms that do not adopt some version of a hybrid work model will likely suffer. At Finastra, we have found success in adopting a hybrid environment in which we offer the ability to work from home and have revamped our offices to encourage collaboration, coaching and community. This gives employees the flexibility they want while reaping the benefits of in-person teamwork. As I mentioned, the pandemic has highlighted inequities that still persist, such as the large share of the burden for domestic and caretaking responsibilities many women shoulder, and my hope is that a permanent hybrid work model will result in a more equitable society that affirms the value of the roles many play outside of work. How important is it for Finastra to build a diverse and inclusive workforce in order to mirror the diversity of its clients and the communities it serves? Doherty: This is incredibly important to us. As a global organization, we serve many different communities, and we believe that the different backgrounds members of our team bring enable us to better serve our clients. We of course believe that everyone should have opportunities regardless of race, gender, sexuality, or special abilities, but to go further than that – we believe that diversity truly makes us a better organization. When we started on our journey women made up 11 percent of our senior team; today, we are proud to show VOLUME 45, NUMBER 1

“The mission of Women@Finastra is to support Finastra in becoming the most loved, inclusive and diverse company in fintech, and to support Finastra in achieving its bold goal of ensuring that 50 percent of Finastra’s top 200 leadership positions are held by women by 2030.” Elona Ruka-Wright that over 30 percent of our top 200 leaders are women and this is only the beginning. We are committed to reaching 50 percent by 2030, if not sooner. What do you see as Finastra’s responsibility to the communities it serves and to being a force for good in society? Doherty: At Finastra we believe strongly in finance for good and working to right systemic inequalities that have historically been present in our financial system. That is why we are vocal about issues such as bias in artificial intelligence and the significant amount of the population that is underbanked or unbanked. We work closely with partners and financial institutions around the world to be a positive force in this sector. What are the keys to success in your role as a Chief Risk Officer? Ruka-Wright: As Finastra’s Chief Risk Officer, I lead all aspects of our global risk management and governance practices, which includes managing crisis situations and building strong relationships with regulators. I think to be successful in this type of role, you need to be a problem solver, nimble and adaptable. Risk management is one of those disciplines where you can never be complacent. I like a good challenge, and because the environment continues to evolve, there are always emerging and evolving risks to think about. In the end, there is simply no business without risk, so you have to learn the business and provide balanced information to empower stakeholders to understand and weigh the risks of any business opportunity. As an executive sponsor of the Women@Finastra gr oup, how do you define its mission and purpose? Ruka-Wright: The mission of Women@ Finastra is to support Finastra in becoming the most loved, inclusive and diverse company in

fintech, and to support Finastra in achieving its bold goal of ensuring that 50 percent of Finastra’s top 200 leadership positions are held by women by 2030. We are doing this by enabling and empowering women to achieve their professional and personal aspirations. Some of the ways we do this is by embodying inclusivity, diversity, servant leadership, and intersectionality of women from different backgrounds in all areas and levels of the business by supporting women through a network of allies, sponsors and mentors to support, enable and nurture women leaders; and by encouraging unbiased decision-making during all phases of the employee life cycle. We celebrate all genders at Women@ Finastra as everyone plays a role in gender diversity, equality, inclusion and, ultimately, belonging. What role can prominent female leaders as yourself play to further advance opportunities for women in leadership in the industry? Ruka-Wright: Speaking from my 20 years of experience in banking and technology, I believe that while women still face challenges and are underrepresented in leadership roles, change is happening, and as a female executive in fintech, and a beneficiary of fantastic male and female sponsors in my career, I am passionate about paying it forward. Personally, I am focused on creating an environment where women feel safe and are comfortable speaking up, where they feel safe to take chances and are supported in their leadership journey. Data shows that more diverse teams outperform those that are less diverse. Diversity is good for everyone and is good for business. In our current war for talent, it is critical for industry leaders to focus on attracting, hiring, and giving equal opportunity to a balanced pool of candidates across genders, particularly for roles with limited female representation.



Powered by Technology An Interview with Melanie Kirkwood Ruiz, Chief Information Officer, ABM EDITORS’ NOTE As Chief Information that focuses on driving value and revenue Officer, Melanie Kirkwood Ruiz is for clients, increasing client retention and responsible for several critical areas elevating our use of data and insights with of ABM’s business, including the opticlients and our team members. Of course, mization of ABM’s IT infrastructure we continue to bolster our security practo enable greater business innovatices and technology as new threats arise, tion; enhancement of service delivery upgrading our current ecosystem, and through client-facing technology and designing and deploying new solutions data-driven insights; and development using AI, machine learning and the like. and execution of technology strategy Again, focusing on the business and our that supports ABM’s business transclients is first and foremost for our techformation at both the enterprise and nology team. Melanie Kirkwood Ruiz line-of-business levels. Kirkwood Ruiz How has the role of the CIO is a progressive technology leader with evolved and how critical is it for the 20 years of experience across diverse industries role to be engaged in business strategy? including technology, commercial real estate, manuHistorically, you would see IT as a behindfacturing, healthcare and aviation. She joined ABM the-scenes function for organizations. Now, it’s from Cushman and Wakefield’s technology group, critical to the success of an organization that the where she was responsible for developing and executing CIO/CTO and technology teams be at the forethe technology strategy in the Americas. She has an front and entrenched in the business and with MBA from Northwestern University’s Kellogg School our clients. Previously, 80 percent to 100 percent of Management and both a master’s and a bache- of our time was spent on back-office IT, ERP and lor’s degree in engineering from Cornell University. Infrastructure. It’s now flipping to most of our time leading technology strategy and transformation COMPANY BRIEF ABM (abm.com) is a leading for the business – our clients and operations. provider of facility solutions. ABM’s comprehensive Providing the best-in-class client and team member capabilities include janitorial, electrical and lighting, experiences is our focus while keeping our landenergy solutions, facilities engineering, HVAC and scape and data protected more than ever. mechanical, parking, landscape and turf and mission How is ABM optimizing its IT infrastructure critical solutions provided through stand-alone or inte- to enable greater business innovation? grated solutions. ABM provides custom facility solutions In addition to modernizing our systems which in urban, suburban and rural areas to properties of will lay the foundation for the work ahead, this all sizes – from schools and commercial buildings to will fuel our data and advanced technology soluhospitals, data centers, manufacturing plants and tions. Innovation, new technologies, data science, airports. ABM Industries Incorporated, which operates Internet of Things (IoT), and extended realities will through its subsidiaries, was founded in 1909. only be maximized with an optimized core such as the move to cloud computing and having a connected How do you define ABM’s mission and purpose? ecosystem. These alone will allow us to build valuOur mission is to make a difference to every able insights across technologies, connect to our person, every day with the purpose of taking care clients seamlessly, and use the new tech and innoof the people, spaces and places that are important. vation to differentiate and have more adjacent client From curbside to rooftop, ABM provides a compre- offerings. It will also allow us manage operations hensive and essential range of facility services that easier and increase our automation in the field. includes janitorial, engineering, parking, electrical What are the keys to enhancing ABM’s and lighting, energy solutions, HVAC and mechan- service delivery through client-facing techical, landscape and turf, and mission critical solu- nology and data-driven insights? tions. Enabled by technology, ABM is focused on We have aligned our data solutions and clientour client and team member experience through our facing technology completely with our corporate use of data and modernizing our digital ecosystem. strategy and transformation office. This alignment Will you discuss your role and key areas puts both data and client tech at the forefront and is of focus? a game changer. We continue to invest in these areas Leading all technology strategy and operations and make them as agile as possible so we can incorfor ABM, my team and I are focused on transforming porate our client’s needs quickly and enhance our a traditional IT model to a modern technology model go-to-market product offerings with data and tech. 166 LEADERS

How is ABM using technology to support its business transformation? Our business transformation is 100 percent enabled and powered by technology. We will continue to modernize our entire ecosystem and add emerging technology to our portfolio. Our business transformation will be supported by upgrading our ERP and deploying a state-of-the-art workforce management system with advanced scheduling and forecasting to manage our 100,000+ person workforce. For example, we recently launched a smart parking solution on the West Coast that creates a powerful parking experience and insights for our clients. We continue to develop smart solutions for our clients in all our industry groups. Will you highlight ABM’s commitment to building a diverse and inclusive workforce? We cultivate a culture where our employee team members feel seen, heard and valued, and have the confidence that they belong and are receiving the encouragement and support needed to contribute and grow a career with us. Our leadership is committed to advocating for the value that comes with a variety of backgrounds and perspectives, which is being recognized at ABM and on my teams. Having team members with differing viewpoints can be beneficial for problemsolving and innovation. As part of one of our corporate social responsibility initiatives, we’re building a pipeline of talent in technology and increasing the opportunities for involvement by a diverse and inclusive workforce. We are doing amazing and deliberate things here that turn our values and commitments into meaningful and measurable action. Do you feel that there are strong opportunities for women to grow and lead in the industry? With an increased interest in diversity, equity and inclusion across the board in the past few years, women with an interest, the capability and the acumen for STEM have more opportunities than ever to lead. We must provide guidance to professionals and for future generations – nurturing the curiosity in STEM for young girls and women who have not yet entered the workforce. Industry leaders need to expand access, mentorship and engagement opportunities for women. These efforts help build the network and connections necessary for professional growth and success. For executives and other business leaders, taking the time to engage with minority or underrepresented communities can be eye-opening and a learning experience that can help broaden their horizons. Sometimes, you need someone to show you what you may not be able to see in yourself.


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The Soul of Sandals An Interview with Adam Stewart, CD, Executive Chairman, Sandals Resorts International

Over-the-Water Bungalows at Sandals Royal Caribbean in Montego Bay, Jamaica

EDITORS’ NOTE Adam Stewart is In 2020, Stewart played an integral role Sandals Resorts is celebrating its 40th Executive Chairman of Sandals in managing the company’s response to Anniversary this year. What have been the Resorts International, the company the COVID-19 pandemic. Under his keys to Sandals’ longevity and relevance founded by his father, Gordon “Butch” guidance, Sandals Resorts International for four decades? Stewart, the legendary hotelier who We’ve had an amazing 40-year history of implemented the respected Platinum passed away on January 4, 2021. He Protocols of Cleanliness at Sandals® Resorts innovation and love that stems from a simple previously spent more than a decade and Beaches® Resorts to ensure guests’ and mantra of exceeding our guests’ expectations – as Deputy Chairman and Chief team members’ safety. Additionally, he which my dad, the late Gordon “Butch” Stewart, Executive Officer of SRI. His efforts consulted with industry groups, govern- founded our company on. I can honestly say have been recognized by numerous ment entities, health organizations and that it’s because of this single mindset that hospitality industry awards including international associations alike for the we’ve never rested on our laurels and have being named the 2015 Caribbean betterment of the travel industry. His work continued to out-innovate and outperform Adam Stewart Hotel and Tourism Association guaranteed Sandals Resorts and Beaches ourselves year after year and that’s what keeps Hotelier of the Year. In addition to Resorts was at the forefront of providing us at the top – always putting the customer first, his responsibilities as Executive Chairman, Stewart a safe and enjoyable destination for international constantly finding ways to enhance their expecontinues his leadership role in the family’s exten- travelers. rience, and giving them more than they’d ever sive hospitality, media, automotive and appliexpect. Simply put, innovation that consistently ance business holdings, including his position as COMPANY BRIEF World-renowned Sandals enhances, surprises and delights the customers Executive Chairman, The ATL Group, comprising Resorts and Beaches Resorts (sandals.com; is the key to our relevancy and the recipe that the Jamaica Observer, the country’s leading daily beaches.com) has transformed from one brand and will carry us forward. newspaper, and ATL Appliance Traders, a chain one resort in Montego Bay, Jamaica to become one of How do you define Sandals’ culture and of domestic and commercial appliance outlets the most well-known and award-winning hospi- how important has it been to maintain culture combining exclusive distributorship of the world’s tality names in the world. With four brands and as the company has grown in size and scale? top electronic brands with exceptional customer 23 properties in eight countries including Antigua, The soul of Sandals is something I am very service throughout Jamaica. Deeply committed The Bahamas, Grenada, Barbados, Jamaica, Saint humbled by because it all boils down to one to the region, he is the President of the Sandals Lucia, Curaçao and Turks & Caicos, and a ninth word: family. Our 15,000 team members are Foundation, a 501(c)(3) nonprofit organization location coming soon to St. Vincent. Sandals Resorts part of something bigger than themselves. In aimed at fulfilling the promise of the Caribbean and Beaches Resorts is the undisputed leader of the Caribbean, where SRI is the largest private community, and also served as 1st Vice President of Caribbean vacation experiences and remains employer, we hire for attitude and train for the Jamaica Hotel & Tourist Association and is chair fiercely committed to the region, dedicating itself to the skill. We see the endless potential in of the country’s Tourism Linkages Council, which innovative resort development that in the words of our people and that’s what family and our seeks to enhance the capacity and competitiveness Founder Gordon “Butch” Stewart, “exceed expecta- company is about – fulfilling your best self, of local suppliers, making the strength of tourism tions” for guests, associates and the people who call your dreams. That’s why we are so proud of work for all. He was also recently appointed to the the Caribbean home. Sandals Corporate University and the training Executive Committee of the World Travel & Tourism Council. Stewart has been personally recognized as the Jamaica Hotel and Tourist Association’s Hotelier of the Year 2015, World Travel Awards’ Rising Star, Caribbean World’s Travel and Tourism Personality of the Year and received the Distinguished Alumni Torch Award from FIU and The Gleaner Company’s Jamaica 50 under 50 Award. Stewart graduated from the acclaimed Chaplin School of Hospitality & Tourism Management at Florida International University in Miami. An avid adventurer and lover of the sea, Stewart was inspired to share his passion for the Caribbean and launched the region’s premier tour company, Island Routes Caribbean Adventures, offering unique and exciting tour and adventure experiences throughout the region. Island Routes has since transformed from a small island outpost to a multiple World Travel-Awardwinning company employing 200 people and The future Sandals Dunn’s River and Sandals Royal Dunn’s River in the Ocho Rios, Jamaica offering hundreds of adventures in 12 countries. 168 LEADERS


and educational opportunities it provides. As we continue to expand our portfolio and add more team members across the Caribbean, we’ll never lose sight of who we are. We’ll always have family in our DNA, and that’s what drives the magic behind our culture. How did Sandals adapt its business to address the challenges caused by the global pandemic and how proud are you to see the strength and resilience of the Sandals workforce at all levels of the company during this challenging and unprecedented time? When the pandemic struck, the borders of the entire Caribbean closed for the first time in 70 years. We are island nations and when borders close, imports stop. We knew we had to find a way to sustainably deal with our new situation and while we were deeply concerned, we were fiercely determined. Our tourism community came together in a way that was actually beautiful. We were having conversations that were holistic and at the highest levels. So yes, the global pandemic was a challenge, but it gave us – leaders of the private and public sectors – an opportunity to pause and reflect on what is important, instilling confidence and inspiring hope in our people.

Home to the future Beaches Resort in Saint Vincent

As a business, we made the decision to move first. We had the resources and early in 2020, we developed our “Sandals Platinum Protocols of Cleanliness.” Created in partnership with the Centers for Diseases Control and Prevention (CDC), World Health Organization (WHO), and the local Ministries of Health in the countries where we operate, these enhanced measures are based on a thorough assessment of all points of guest contact, resulting in the integration of advanced hygiene practices across eighteen key touch points – from the moment guests arrive at airport lounges through to departure. These protocols and standards of compliance were shared widely across the Caribbean tourism industry – from mom-and-pop hotels to the large players, villa owners, cruise and tour companies. These protocols also became an effective road map for building tourism resilient corridors. With compliance in order, we worked with government to sustain and support the unofficial members of tourism’s greater ecosphere – taxi drivers, crafts people, fishers and farmers. Together with government, we mounted huge hurdles to get folks registered to receive a steady income while tourism prepared to return. At Sandals, we lived what we preached. We kept our entire workforce, and we made the decision to demonstrate our confidence in our VOLUME 45, NUMBER 1

Sandals Royal Curaçao

comeback through significant investment in Caribbean tourism, spending $55 million to reimagine Sandals Royal Bahamian and acquiring four new properties during the downturn and we made a big splash about that investment. We wanted the world and especially our people, our partners and guests to know that we never stopped believing in Caribbean tourism and were getting ready for its return. Our recently announced Sandals Vacation Assurance Program is a continuation of this effort to build trust and it’s working. When we reopened in June 2020, the hotels were at 40 percent occupancy and today, we’re on track to have the best winter season we’ve ever had. Sandals continues to expand with new properties and new markets. Will you discuss Sandals’ growth plans and where you see additional opportunities for the brand? We are Caribbean. This is our home, and we are on a mission to share its beauty and diversity with the world. Sandals Resorts will double its current portfolio over the next ten years through a combination of ground-up development, expansion of existing hotels and acquisition of assets. We have a bold plan for growth and will continue to invest in islands that we fall in love with. We are well-positioned and reinvesting in our business and in our home region.

Unlike the asset-light model favored by many hotel companies, Sandals is a rarity in the industry because we own all our hotels as well as the last parcels of best-in-class real estate in the Caribbean. We believe this gives us tremendous flexibility and the ability to address evolving customer desires and demands quickly. We begin with five new resorts under development, three in Jamaica, our first in Curaçao and our first in St. Vincent. In Jamaica, our home country, we acquired Sandals Dunn’s River – which we actually operated in the ’90s. It’s great to have it back in the fold and in addition to the original property, we purchased the adjacent land. Our first-phase development is focused on Sandals Dunn’s River where we are gutting the property and bringing it back to life. Phase 2 will introduce Sandals Royal Dunn’s River, together a $230 million development, that will operate very much like our sister hotels in Barbados – sideby-side resorts with complementary services and amenities and more restaurant concepts and bars for guests to enjoy. Last, but not least, we’re building our third Beaches Resort in Jamaica – Beaches Runaway Bay. In total, these three hotels represent more than $500 million in investment. Our first hotel in Curaçao, Sandals Royal Curaçao, will debut in April 2022. This is our

Rendering of Sandals Dunn’s River Swim-Up Rondoval Suites LEADERS 169

Rendering of the future lobby of Beaches Runaway Bay

ninth destination in the basin and the first in the Dutch Caribbean. The property was owned by a private Dutch family, and later run as an independent hotel. It’s an incredible property with 44 acres set within a 3,000-acre private reserve. We’re spending $75 million to bring it to our standards, a term we like to call the “Sandalization” process, and we’re introducing new concepts there that we know will delight guests including convertible Mini Coopers that come with the highest category suites for guests to explore and enjoy the island. In early 2023, we will unveil our first property in St. Vincent, a new Beaches Resort. Beyond our acquisition costs, we’re investing $200 million into this property and it will be a phenomenal escape for families. You launched the Sandals Foundation in 2009. What was your vision for creating the Foundation and how do you define its mission? The mission of the Sandals Foundation is to widen the circle of opportunity in the Caribbean, our home. Nobody cares for the region, its people or its potential the way that we do. Everything we do is about our reverence for the Caribbean and its people. Before it was fashionable for companies to talk about sustainability, we were building walkways for land crabs, preserving ancient trees and limiting water use. Caring for the Caribbean comes naturally to us because we are the Caribbean. Our family has been part of the region’s beautiful and precious ecosystem for more than six generations. In fact, it was the impetus for the 2009 creation of the Sandals Foundation, the philanthropic arm of Sandals Resorts International. The Foundation puts a formal framework around the work Sandals had already been undertaking since our founding in 1981 to play a meaningful role in the lives of the communities where we operate throughout the Caribbean. The Sandals Foundation funds projects in three core areas: community, education and the environment. We’ve invested $77 million to date and the difference our team is making all throughout the region is incredible. Best of all, wherever the Foundation operates – whether delivering healthcare t o 170 LEADERS

communities, funding school supplies or protecting the Caribbean’s fragile environment – 100 percent of the monies contributed by the public to the Sandals Foundation go directly to programs benefiting the Caribbean community. You have referred to your late father, Gordon “Butch” Stewart, as a doer and a dreamer. What made him such a pioneer and visionary and how special was it for you to be able to work so closely with him for more than two decades? My dad’s brilliance was his ingenuity and innovation; he showed the world that what was created in the Caribbean could compete on the world stage and in doing so, created the Caribbean’s first and perhaps only super brand. He didn’t believe in the word “impossible.” He took a chance and bought his first hotel in Montego Bay, Jamaica, at 40 years old despite having no hotel experience and transformed it into one of the most successful hospitality brands in the world. The most important lesson I ever learned from my father was to never stop innovating. To him, the highest goal was always to exceed expectations, which means to continue evolving and never rest on your laurels. There is only the next opportunity to delight the customer. From the very start, Sandals has been on a mission to improve the all-inclusive experience. We reimagined the way we did and approached everything from suite concepts and partnerships to food and beverage and service standards. Everything. By its very nature, the luxury market is resilient and from our deep experience in the honeymoon, bridal and weddings market, there are aspirational moments across audiences that only a luxury experience can satisfy. More than anything, we prefer to race to the top. As more and more hotel companies added breakfast and dinner to an EP rate and donned the all-inclusive label, it was becoming clear that folks would be competing on price. That was never our business model and so we decided we would compete on our own terms, offering more inclusions, incredible suites, premium locations and so on.

As for me, getting to work alongside my dad gave me the know-how to propel this company into the future with the big dreams and even bigger plans we have in store today. I am focused on building upon our family’s legacy and on growth and innovation, where we compete only with ourselves. Do you think in the early days of the company that Butch could have ever imagined that Sandals would become what it is today and that it would have been a part of how countless numbers of people have celebrated the most special moments in their lives? I think my dad always knew that Sandals was going to be special, but I don’t think any of us could have ever imagined the incredible success Sandals would enjoy and the part we would play for over forty years, hosting some of the most special and meaningful moments of our guests’ lives. It’s a tremendous honor for us that we take very seriously. Marriages, honeymoons, anniversaries and family reunions – these are the celebrations that become the memories of a lifetime. It’s incredible and it goes on. As Sandals celebrates its 40th anniversary, how important is it for you and your team to take moments to reflect and celebrate what Sandals has accomplished? We are very proud of our accomplishments. Making our guests happy is what makes our team happy, and we would not be who we are and where we are today without every single one of them. So, in honor of our 40th anniversary, we’ve embarked on a year-long celebration that encompasses all our guests and team members. We kicked off our celebrations in November by treating our guests to weekly Sandals Rewind events where live DJ’s play the best of four decades of music and we started pouring our classic cocktails, made famous in ’81, that still pack the same punch today. Our talented bartenders debuted a new hand-crafted cocktail experience for our guests, and we even introduced a new poolside service at all resorts. We also introduced a nostalgic Sandals 1981-inspired retail and t-shirt collection that’s available in all resort shops, which our guests are all loving. We even launched Sandals’ first-ever podcast, the Sandals PalmCast, that gives everyone a look into what’s happening at our resorts with interviews from our beloved team members and loyal guests. We also kicked off our 40 for 40 initiative – the commitment to add 40 new community projects chosen by our team members that are in addition to what our Sandals Foundation is already doing to help benefit Caribbean communities. From planting trees in the Blue and John Crow mountains to doubling efforts to increase capacity of local producers and farmers and more. And something very close to my heart – we are currently constructing a world-class hospitality school: The Gordon “Butch” Stewart International School of Hospitality and Tourism at the University of West Indies together with worldrenowned Florida International University’s Chaplin School of Hospitality and Tourism Management. Together we will develop the next generation of tourism leaders with world-class curriculum and real-world experiences. We’re celebrating 40 in a big way and there’s so much more to come. We’re hyperfocused on the future and while I am so proud of all our accomplishments thus far, the next 40 years and beyond is going to be even better.



Making an Impact An Interview with Jonathan Wang, Founder and President, EOS Investors EDITORS’ NOTE Jonathan Wang founded EOS Investors in 2017 after having served as Managing Director of Northwood Investors. He earned a BBA degree in business from the University of Michigan and advanced his studies at the University’s Stephen M. Ross School of Business.

Living room of the L’Ermitage Suite at the L’Ermitage Beverly Hills

all these groups very seriously and I’m spending more of my time recently encouraging everyone at EOS to think creatively about ways we can do things differently. EOS will be my last job and it is important to me to create a company that welcomes diverse perspectives that ensure we are as insightful, resilient and successful in 20 years as we have FIRM BRIEF EOS (eosinvestors.com) been over the past five. is a fully integrated investment Will you provide an overview of firm dedicated to identifying and EOS Investors’ business and how the Jonathan Wang creating value within the hospitality business has evolved? sector. EOS utilizes a highly selective Fundamentally, we are real estate investment approach focused on high-quality, investors and operators who focus on hospitality. differentiated assets with attractive risk-adjusted I have always loved hotels and even before I returns. Headquartered in New York City, EOS started investing in hotels, I would change hotels seeks investment opportunities across the United every night while on business trips to get to see States, with an emphasis on major urban and experience what people were doing. When markets and resort destinations. I would go on a morning run, I would run into hotel lobbies to see what properties looked like. What was your vision for founding EOS What has been most wild to me is to revisit hotels Investors and how do you define its mission? we look at investing in that I experienced as a The bottom line is that I have always wanted young kid with my parents and to see how the EOS to be about making an impact. Originally, sense of scale, etc. changes. When I had a chance we were primarily focused on making an impact to specialize early in my investing career, I decided on the industry. One thing I observed early in my to focus on something I love. While this might career is that many investors are too far removed sound like a self-indulgent choice, I’ve found that from the real estate and that operators are similarly the leaders I admire most in business are also removed from the investment rationale. We felt doing something they love and would almost do there was some real competitive advantage to for free. To me, hotels are an interesting lens to bringing those strengths together and intentionally view the world as they touch and are impacted by built the company differently than some traditional so much – everything from demographic trends, platforms. We wanted to prove that by doing to exchange rates, to consumer preferences, to this, we would be able to make more thoughtful technology and, most of all, to people. investments and manage them better than anyone In terms of the evolution of our business, else in the industry. We’re still young, but I think we went from one hotel at the start of 2019 this is broadly proving out and that both our to now managing nearly 5,000 rooms across a team and our investors are proponents of the diverse portfolio of 37 hotels that have already results. generated over $200 million of revenue in 2021. As EOS gets set to celebrate its fifth Our investment platform just passed $1 billion “birthday,” I’m increasingly conscious that our in AUM thanks to the support of some of the growth and our business model provide us most thoughtful LP’s we could ask for and we with a unique opportunity to make an even are incredibly grateful for their support and broader impact across our employee base, the partnership as we’ve grown the business. communities we’re part of, and the guests who In terms of how we’ve evolved, the trust us with some of their most important life business model for how we invest has remained moments. Starting from a couple of us sitting almost painfully simple since inception. We around a coffee table in 2017, we have now have four pillars. First is an extremely rigorous grown to approximately 3,000 employees who focus on market selection, followed by selecting together welcome nearly 2 million guests per non-commodity assets, which we define as an year, which means we have a lot of opportunity asset that a guest would actively choose to stay to show up in new and exciting ways for each in, and properties with diverse demand drivers. of those groups. We take our responsibility to Finally, we are prudent in our use of leverage 172 LEADERS

and do not seek to maximize financing proceeds at the expense of introducing too much risk. An incredibly disciplined focus on these pillars combined with the flexibility of who we believe to be a best-in-class team to help underwrite and manage the hotels post-acquisition has led us in some interesting directions that have occasionally diverged from conventional wisdom within the hotel or investing industries. On the operating side, it’s also simple – we empower our team of General Managers at each hotel to act as the CEO of their property and to think like an owner. Our belief is that empowering great people who are closest to the real estate and the guests generally leads to outstanding results. Over time, this has allowed us to recruit who we believe to be the most talented GMs in the industry who are supported by a team of corporate team members that I also believe to be at the top in the industry. Will you highlight EOS Investors’ portfolio and where you see the greatest opportunities for growth? I spoke earlier about how we diverged from some of our peers when the data we were seeing led us in different directions and I think our portfolio construction speaks to that. Today, we own three great urban hotels in Beverly Hills and Washington D.C. However, over 70 percent of our portfolio is located in drive-to resort markets located outside of dense urban centers. As far as I know, this is by far the most leisure-weighted portfolio of our peers and leads to some interesting results. For instance, we track our profitability by a metric called net operating income or NOI and in 2021 we will actually see our portfolio outperform its pre-COVID-19 levels by over 40 percent. This is particularly interesting relative to a benchmark of 13 full-service REITs where a November analysis by Goldman Sachs showed estimated EBITDA will be 40 percent below 2019. Of course, we were not predicting anything as horrific as a global pandemic, but what we did see in 2017-2019 was a fairly late-cycle moment within both the hotel operating cycle and real estate capital markets. As a result, we were keenly focused on investments that would be most resilient in a downturn and where the mediumterm supply/demand dynamics looked compelling relative to urban markets where we were seeing increasing pipelines of new supply and more sensitive demand. This led us to build serious conviction around what at the time we were calling a VOLUME 45, NUMBER 1

regional resorts strategy. These markets were characterized by proximity to growing urban centers and had little-to-no room for new supply – either because of restrictive zoning or because desirable land was going to be developed into residential projects as its highest and best use. One of the things some people have credited me with early in my career was discovering the Florida Keys as an institutional investment market. Now, people have largely discovered some of the core beachfront markets in Florida and California, but we saw the same dynamic in Myrtle Beach, in the Delaware Beaches, and in Kennebunkport, Maine and others. These are all investments we made prior to COVID, and we were able to identify this opportunity because we have a flexible operating platform without too much infrastructure in any particular markets and leaders who know how to operate different types of assets in markets across the country. What we saw then is what people are now increasingly realizing, which is that even in turbulent times, people want to take vacations and, in many instances, travelers have been coming to these markets for years or even generations. This has been true historically and I think post-COVID will continue to be true. The other thing we realized is that there are some incredible family businesses and community leaders who have built amazing businesses in coastal towns, but who may be ready to find partners to either acquire their business or to augment their capital or operating capabilities in the next phase of their evolution. We’ve been incredibly fortunate to work with a handful of families and individuals in that type of situation and we hope to continue to be a thoughtful partner of choice for hospitality owners. In terms of growth, I think we’ll see that come across various markets and investment themes, but one of the ideas I always tell our team is that “if you are not a little embarrassed by yourself from six months ago, then you are not growing

Isla Bella Beach Resort

and evolving fast enough.” While we have had a tremendous five years, I think it is this continual desire for improvement at an individual level and a company level that will drive our growth. If we share a desire to grow and evolve and pair that with humility and enough of a sense of humor to not be embarrassed by our former selves but proud of our growth, that’s a legacy we can all be proud of and I firmly believe it will also lead to continued success. How did EOS Investors adapt the way it works to address the challenges caused by the pandemic? On some level, I think we are all still recovering from the past 18 months and will continue to learn lessons from this period over the next years and decades to come. That said, if

A room at Cape Arundel Inn & Resort, part of the Kennebunkport Resort Collection VOLUME 45, NUMBER 1

anything, I feel like our team is stronger than ever coming out of this difficult time. We were fortunate because our asset selection, nimble management and prudent leverage allowed us to quickly address issues in the portfolio early. We switched from managing our existing portfolio to adding new properties very quickly, putting our first assets under contract in summer 2021 and looking for investments almost immediately, when there was still a large amount of uncertainty. We did get more used to Zoom meetings, and I think there were some real silver linings that we’d like to hold onto, such as spending more time with our families and being home from the office for dinners or bedtimes, not apologizing for having personal obligations but prioritizing them, and prioritizing all our health, physical and mental. I also think it drove home for us the deep gratitude I have for each of our employees showing up to provide for guests at the properties, for taking care of each other and our guests and for moving through the uncertainty with such grace and hospitality. Coming out of COVID, if there was one thing I wanted everyone at EOS and everyone that touches EOS to keep is the sense of how we show up for each other, our teammates, our guests, our families, and our partners. Did you always have the entrepreneurial spirit and desire to build your own company? Yes. Prior to founding EOS, I left Goldman Sachs to be the second employee at a new real estate investment firm and grew the hotel investment and operating platform there from scratch. When we sold or stabilized our hotel investments there in 2016, I didn’t even consider going to work for another established firm as starting my company really felt like the only logical next step for me. I say that with a large dose of humility and acknowledging there was a tremendous amount of fear of the unknown when we launched in 2017, but I truly felt compelled to do this and that my life would have been incomplete without at least trying to build the next generation management and investment platform that we aim to be.



Intuitive Service An Interview with Marc Bromley, Regional Vice President and General Manager, Four Seasons Hotel Washington, DC EDITORS’ NOTE A veteran of PROPERTY BRIEF Located in historic Four Seasons Hotels and Resorts, Georgetown – the U.S. capital’s most Marc Bromley has a lifetime of exclusive residential neighborhood – experience in the hospitality the AAA Five Diamond, Mobil Five Star industry. The first legacy General Four Seasons Hotel Washington, DC Manager in Four Seasons history, (fourseasons.com/Washington), features Bromley’s lessons in hospitality 222 guest rooms, including 58 suites. started at an early age. His father, Guests enjoy 24-hour concierge and Stan Br omley, r etir ed after a room service, a state-of-the-art health storied car eer in the industry and fitness club, luxury spa and award which included 10 years at Four winning dining at Michael Mina’s Seasons Hotel Washington, DC. Bourbon Steak, a modern American Marc Bromley Since joining Four Seasons in Steakhouse, as well as Seasons restau2006, Bromley has served at rant with its legendary Sunday brunch. Four Seasons Hotel Chicago, Four Seasons The property is a member of Toronto-based Four Resort Maui at Wailea, Four Seasons Resort Seasons Hotels and Resorts. Scottsdale at Tr oon North, Four Seasons Resort Costa Rica at Peninsula Papagayo, You gr ew up with a father who is a and Four Seasons Resort Palm Beach. He legendary hotelier. Did you know early also previously worked at Peninsula Hotels in on that you were interested in a career in Chicago and Los Angeles. Bromley studied at the industry? the University of Nevada, Las Vegas, where he The last thing I thought I would do was earned a degree in hotel administration, and enter the business since I saw the hours and studied at the University of Michigan. the stress that my father experienced, and I

was more interested in sports and the outdoors. However, without realizing it, my father in his own way was training me and my brother while we were growing up on how to have attention to detail and service. He would put little pieces of paper on the floor outside our rooms and if we would walk by without picking it up, a lesson

Presidential Suite - West Wing bedroom, foyer and dining room

Presidential Suite - West Wing living area 174 LEADERS

on attention to detail would follow. We would be asked to clean our rooms which would lead to a room inspection. During the summers, while most of my friends were able to relax and not work, my father would arrange interviews for me at different properties where I would work in VOLUME 45, NUMBER 1

Presidential Suite - East Wing living area (above) and Bourbon Steak, the hotel’s award-winning steakhouse run by Chef Michael Mina and the recipient of Wine Spectator’s Award of Excellence for its wine list since 2009 (below)

various intern or entry-level positions. I did not realize at the time that my father was providing me the opportunity to experience different hotels, from economy to luxury to ultra-luxury, and after a few summers I knew that this is what I wanted to do. What excited you about the opportunity to lead Four Seasons Hotel Washington, DC and what are your priorities for the property? I recognize the legends who have come before me at this property. It was opened by Wolf Hengst, who was a former president of the company and a major influence in my life. Chris Hunsberger, Christian Clerc, Dirk Burghartz, David Bernard, as well as my father, Stan Bromley, all led this property – these are people who have been leaders in our company and I recognize I am building on their work and legacy. I also recognize that Four Seasons Hotel Washington, DC has four decades of history and an established workforce with many people who have been at the property for much of its existence. I came in and first spent my time watching and listening and then looked at where there were opportunities to evolve and innovate. This is an iconic and legendary hotel and my focus is to celebrate its history and heritage while making sure it remains relevant and current by undertaking targeted renovations and creating new experiences for our guests to enjoy. We have guests who have been coming to the property since its opening four decades ago and we have new guests experiencing Four Seasons Hotel Washington, DC for the first time. We will always be committed to maintaining what Four Seasons is all about which is providing modern luxury and delivering the best service in the market, while staying current and relevant. VOLUME 45, NUMBER 1

How do you define the keys to a true luxury hotel experience today? Luxury is about anticipating the needs of the guest and providing intuitive service while leveraging technology to meet the guests where they want to be met, whether that is in person with the human touch or through an app, so that we are providing personalized and customized service. Four Seasons Hotel Washington, DC has a strong suite offering. Will you highlight the suite product and do you see this as a differentiator for the property? This is a huge differentiator for us. We have a Royal Suite with bulletproof windows which is the only suite of its kind

in the market and is perfect for dignitaries, heads of state and moguls of business. We have six newly renovated Presidential Suites and have great demand for these suites with delegations that come to Washington, DC. The property has a total of 222 rooms of which 58 are suites which is a heavily tilted suite inventory which has served us really well. How has the r ole of the general manager evolved and with the financial pressures and responsibilities of the job, how important is it that hospitality stays at the forefront? I would define the role in one word – relationships. That relationship can be with a handshake and smile in the front lobby, a phone call or handwritten note when a guest gets to the room, or an e-mail when the guest returns home from their stay. That relationship works differently based on the type of hotel or location of the property, but hospitality at its core is about relationships. There is no question that financial issues and asset management and other responsibilities are critical today, but it is essential to still find ways to be in front of the guests in order to build relationships.

What advice do you offer to young people interested in building a career in the hospitality industry? My advice is to take the time to learn all aspects of the business so that when you move up and assume other roles, you have the experience and knowledge to succeed and continue to progress. There are many nuances that go into being a general manger and while I do think that the time it might take for qualified individuals to achieve this position has shortened, you need to have a deep understanding of how a hotel works and all the aspects of the job so that when the time comes to meet with an employee or greet a guest or address budget concerns, you are prepared and ready to meet the challenge.



Delivering Extraordinary An Interview with Daniel Ziriakus, President and Chief Operating Officer, Northrop & Johnson EDITORS’ NOTE Daniel Ziriakus largest U.S.-headquartered superyacht entered the marketing world in brokerage firm in the market and is 2001 with his appointment to the fastest-growing superyacht firm in Estee Lauder’s marketing team in Europe. In 2020, N&J was acquired Munich. He then went on to work by MarineMax, the world’s largest for Bridger Conway, a Miami-based boat retailer, which enhances the global branding agency specializing company’s reach into the largest yacht in creative communications for segment. While the firm in its earlier premium and luxury brands. It years was focused predominantly on was during this period that he was yachts sales, N&J now offers a full suite introduced to the yachting industry. of services from charter, management, Ziriakus then joined Fraser Yachts crewing and marketing of the world’s Daniel Ziriakus as head of the U.S. marketing most prestigious superyachts and is department. In 2010, he became dedicated to providing nothing but Director of Marketing at Northrop & Johnson (N&J) extraordinary for our clients. and led the brand through a global reposiAdditionally, Northrop & Johnson boasts tioning. He then moved to Monaco to head up one of the largest in-house marketing teams in the Camper & Nicholsons marketing depart- the industry. As such, we continuously set ment. In 2014, he rejoined Northrop & Johnson the bar for demand generation, produce the as Chief Operating Officer. Originally from highest number of leads and are the most Germany, Ziriakus is bilingual and has a BS technologically evolved and forward-thinking degree in marketing and advertising and an firm in the industry. While other brokerage EMBA from the University of Miami. houses focus on yachts, we focus on marketing yachts and using technology to build the most COMPANY BRIEF Since 1949, Northr op advanced yacht marketing platform for our & Johnson’s (northr opandjohnson.com) clients and owners. professional brokers have been dedicated to doing business with honesty and integrity. As a leading superyacht marketing firm, Northr op & Johnson pr ovides its clients with first-class services, including yacht sales and purchase, charter, charter management, crew services and more. Today, Northrop & Johnson continues to offer an industryleading sales record, an impressive global charter fleet and a true worldwide reach. Will you highlight the history and heritage of Northrop & Johnson and how the business has evolved? Northrop & Johnson opened its doors in 1949 in New York City when two gentleman, Jim Northrop and George Johnson, began selling yachts to the yachtsmen of Long Island Sound. The great success and honest business practices of these two men provided an exemplary foundation that grew Northrop & Johnson into the most prominent yacht brokerage in the U.S. Additionally, N&J was the first U.S. based yacht brokerage to open offices overseas in the early 1970s. However, most of the business was U.S.based until the 2010s when N&J again began focusing on a more global approach. Since 2010, N&J has expanded its reach and is still the 176 LEADERS

How do you describe the Northrop & Johnson difference and what makes the company an industry leader? Northrop & Johnson is different from other brokerages because of our commitment to being extraordinary in every facet of our business, from our use of technology to drive demand in an industry that is very “old-school” in many ways, to our global reach and strategic office locations, to our team-like mentality. Many brokers operate with a “lone wolf” mentality, while at Northrop & Johnson, we understand that our power and strength comes from our exceptional team members. We are less like a company and more like a family, taking care of our broker team members and clients and their families, too. We strive to provide extraordinary to everyone we encounter and work with. Northrop & Johnson leads the industry thr ough our technological pr owess and marketing acumen. We have created platforms and programs that allow our brokers access to the entire global fleet with the push of a button. We are constantly revamping our tools and offerings to push the envelope. The technological tools allow us to sell yachts faster and at the best

A Mangusta 165-foot superyacht available at Northrop & Johnson VOLUME 45, NUMBER 1

Party Girl, a 205-foot Icon superyacht for charter with two of its water toys

price, allow us to find the ideal yachts for clients looking to purchase, and provide the entire global charter fleet to our charter clients. Our forward-thinking marketing pushes the boundaries. Rather than focusing on the yacht itself, we focus on the experience and how we can provide clients with an extraordinary experience unlike anything they’ve had before. Additionally, Northrop & Johnson’s brokers are leaders within the industry’s most prominent yachting associations. From board members to presidents, our brokers are dedicated to leading the industry and our industry colleagues to evolve and change for the better. Northrop & Johnson is also now more than ever focused on sustainability. One of our most important passion projects is moving toward a sustainable business model. We understand that there is no yachting without the ocean and so we actively are making changes for ocean conservation and environmental consciousness. How do you describe the Northrop & Johnson experience? When clients choose extraordinary by choosing Northrop & Johnson, extraordinary is exactly what they receive. From the first contact, clients receive bespoke service. Our brokers are dedicated to providing personalization and attention to detail. Because of this exemplary way of doing business, Northrop & Johnson enjoys about 85 percent repeat business. We’ve sold as many as 20+ yachts over the years for some clients, and others have chartered for years with us. In addition to a steadfast devotion to clients, our brokers are the most knowledgeable in the industry, many having first-hand experience working aboard yachts as crewmembers and others working in the industry for decades. This type of insight allows our brokers to provide matchless information and education to our clients to ensure they feel confident, comfortable VOLUME 45, NUMBER 1

and empowered when making decisions with regard to yachting. Furthermore, Northrop & Johnson has partnered with strategic players in various luxury sectors, positioning ourselves as not only a luxury superyacht firm, but also as luxury lifestyle ambassadors. Through our partnerships with NetJets, Northern Trust, Rolls-Royce – just to name a few – we can provide our clients with services they may not otherwise have access to, enhancing their yachting experiences. Northrop & Johnson is also integrated with high-end luxury concierge travel services which allows us to curate high-end, land-based

experiences that up the ante of yacht charters for our clients. From private dinners in Tuscan villas with opera singers to VIP access to the world’s most elite events, like the Monaco Grand Prix, to one-on-one lunches provided by the world’s culinary experts, Northrop & Johnson delivers extraordinary to our clients at all times. How did Northrop & Johnson adapt its business to address the challenges caused by the global pandemic? Because of Northrop & Johnson’s integral reliance on technology since 2014, we luckily didn’t have to adapt to challenges that were poised by the global pandemic. The entire operation and mission of our company changed through our use of technology. When the pandemic hit, it underlined the benefit of our strategy and mission and then amplified our timeline by five. We are now years ahead of schedule compared to our original timelines and also are leaps and bounds ahead of other brokerages that were stagnated by the pandemic. Where do you see the greatest opportunities for growth for Northrop & Johnson? First, Northrop & Johnson is currently the fastest-growing yacht brokerage in Europe. We fully entered the market five years ago and have made exceptional headway and are continuing our efforts. We also have been in the AsiaPacific region since 2011 and are actively working to strengthen current operations and grow our teams in this area. What are your priorities for Northrop & Johnson as you look to the future? The main priority for Northrop & Johnson is to create extraordinary experiences for our clients and staff. We will continue to evolve and push the boundaries of our marketing and technological offerings to continue to support that priority. We also will continue to leverage our exceptional partnerships to further our goals. We are dedicated to creating extraordinary luxury yachting and lifestyle experiences for our clients now and always.

Roma, a 203-foot Viareggio superyacht for charter LEADERS 177


The Golden Rule An Interview with Nancy Chacon, General Manager, Four Seasons Hotel Atlanta EDITORS’ NOTE Nancy Chacon has spent her entire career with Four Seasons, most recently as Hotel Manager of Four Seasons Hotel Baltimore before assuming her current role. Prior to Baltimore, she served as Director of Rooms at Four Seasons Hotel Buenos Aires and at Four Seasons Resort Punta Mita. Chacon earned a BA degree in business economics and French studies from Mills College.

While each Four Seasons property is unique and reflective of the region in which it’s located, we all deliver a quality of service that has never been duplicated. It’s a unique competitive advantage, in Atlanta and beyond, because The Golden Rule is the foundation that elevates our brand to the iconic stature it has earned. As General Manager of Four Seasons Hotel Atlanta, it is my most sincere delight and responsibility to Nancy Chacon continue the promise of our brand’s PR OPERT Y BRIEF Located in inspiring and unwavering mission by Midtown Atlanta, guests of Four Seasons Hotel leading by example. Just as Mr. Sharp learned Atlanta (fourseasons.com/atlanta) are within in the early days of the brand’s history, I know walking distance of Atlanta Botanical Garden, that the only way we can successfully delight Atlanta Symphony Orchestra, the Beltline, Center guests with unparalleled service is if our staff for Puppetry Arts, Fox Theater, High Museum believes in our culture of respect, fairness, of Art, Piedmont Park and Ponce City Market; honesty and trust. Actions speak louder than and only a short drive to attractions including words, which is why my actions and decisions Georgia Aquarium, Mercedes-Benz Stadium, go back to The Golden Rule and I believe that World of Coca-Cola, State Farm Arena, National is why Four Seasons Hotel Atlanta continues to Center for Civil and Human Rights, Centennial Olympic Park, Chick-fil-A College Football Hall of Fame, Zoo Atlanta and Six Flags Over Georgia. Guests can choose from 226 luxurious guest rooms and 18 suites and can relax at the property’s tranquil spa or indoor pool before a meal of locally-sourced fare at Park 75 restaurant. The more than 14,000 square feet of meeting space includes ballrooms ranging from 474 to 5,105 square feet and 50th-floor meeting rooms overlooking the Atlanta skyline. What have been the keys to Four Seasons Hotel Atlanta’s industry leadership and how is the property positioned in the market? Four Seasons has been a global leader in the luxury hospitality industry for 60 years. I believe that achievement reaffirms the values of respect, care and excellence upon which the company was founded. When Four Seasons Founder, Isadore Sharp, built and opened his first hotel in Toronto, it was successful because he prioritized guest needs. He followed his instincts to create a guest experience of relaxed elegance without pretention, service without class attitude and a caring staff to answer every need. This, paired with innovative amenities and thoughtful touchpoints throughout every property, is what continues to drive the exceptional quality our guests have long cherished. 178 LEADERS

The exterior of Four Seasons Hotel Atlanta

be one of the most successful properties in the company’s portfolio, as well as one of the busiest in Atlanta. How did Four Seasons Hotel Atlanta adapt its business to address the challenges caused by the pandemic and how proud are you to see the resilience of your team during this unprecedented time? Four Seasons has a long history of anticipating the evolving needs of guests, and in the process, continually raising the standard of luxury hospitality at every touchpoint. While we were navigating uncharted waters of the pandemic, our initial concern was the health and well-being of our staff; for without our staff, we’d be an empty shell of a building. In May 2020, Four Seasons entered into a consulting agreement with Johns Hopkins Medicine International, the global division of healthcare and research leader Johns Hopkins Medicine. Leveraging healthcare expertise and access to leading technologies and tools, Four Seasons launched its enhanced global health and safety program, Lead With Care. Our approach to health and safety in response to COVID-19 has always been about doing what we do best – continuing to demonstrate personalized and genuine care while strengthening our already stringent and industry leading health and safety procedures, enhancing tools and training and embracing technological innovation. While the Four Seasons experience may look different in this new environment, it will always feel the same; ultimately, it will still be our people delivering the same attention to detail, intuitive service and personalized care for which the brand is known and trusted for the world over. As for our team, I could not be prouder of their resilience. The hospitality industry was hit especially hard during the beginning of the pandemic and many individuals made the choice to begin new careers in new industries. Although we briefly closed the hotel, the majority of our team members – from housekeepers to restaurant servers, bellmen to front desk agents – chose to wait for our doors to re-open and fill our hotel with a newfound commitment to deliver an exceptional guest experience. It showed me how much they love what they do. There are intangible elements of hospitality, an innate sixth sense of sorts – and these team members have “it.” “It” is what makes this team special. VOLUME 45, NUMBER 1

Will you provide an overview of Four Seasons Hotel Atlanta and how you define the Four Seasons Hotel Atlanta difference? Four Seasons Hotel Atlanta emulates modern elegance, steeped in southern charm forever demonstrated by embracing a more diverse definition of what it is to be a “luxury hotel.” Located in the heart of Midtown and an icon in the Atlanta skyline, the Hotel is a FiveDiamond AAA and Forbes Travel Guide celebrated property consisting of 244 guestrooms and suites, two award-winning restaurants, a 10treatment room spa and indoor heated pool, as well as more than 14,000 square feet of meeting and event space. The 53-story neoclassicalstyle building was built in 1992 and originally opened as the GLG Grand building in January 1993, before transitioning to the Occidental Grand Hotel, and soon after flagged as Four Seasons Hotel Atlanta in March 1997. Our lobby makes for a grand entrance with its dualsided wrought-iron staircase with large circular glass-details, Spanish Rojo Alicante marble and a 500-light chandelier. The style of our guestrooms were refreshed in 2018 and have a juxtaposing aesthetic from the lobby, reflecting a sleek color scheme of blues and greys with subtle accents of orange and garnet. In March 2022, we are thrilled to be celebrating 25 years in Atlanta. What I cherish most about Four Seasons Hotel Atlanta is its people. Atlanta is an inspiring metropolis in the Southeastern United States, and Four Seasons Hotel Atlanta reflects the colorful spirit of our trendsetting community. Our staff is comprised of compassionate hospitality professionals who come from a diverse array of cultures and backgrounds. Always leading with The Golden Rule, we deliver anticipatory service with genuine hospitality rooted in kindness – from warm welcomes that illuminate our glistening lobby to carefully tailored moments that honor the uniqueness of each guest. Will you highlight Four Seasons Hotel Atlanta’s suite offering and the strength of its suite product? Of our 244 guestrooms, 18 of those are suites with a range of layouts that include private terraces to standalone deep-soaking bathtubs, to in-room kitchens and living rooms with wet bars. The benefit for our guest is that there are 13 unique room configurations to provide someone with the exact configuration desired. My personal favorite is our Presidential Suite. Located on the top floor of the hotel, this 2,200 square-foot room includes a master bedroom with an extensive walk-in closet and striking marble master bath. The full kitchen is great for a private chef experience which can seamlessly entertain up to 10 guests at the suite’s dining table. Between the comforting touchpoints and architectural aesthetic of the room, it’s a majestic space. How do define a true luxury hotel experience and how critical is providing personalized service and customizing the guest experience in defining luxury today? I define a true luxury hotel experience as one that is personalized and anticipatory. Service is at the heart of hospitality, and the best service happens when we are able to connect with the people and the world around us. As we learn VOLUME 45, NUMBER 1

The lobby of Four Seasons Hotel Atlanta

the likes and dislikes of our guests, we provide them with anticipatory service. For example, if we know a guest loves his or her coffee with non-dairy creamer, we will ensure the in-room coffee creamers are all non-dairy prior to them checking-in. It’s the ability to treat our guests like family and provide them with an experience that enhances the reason for their stay. How has the r ole of the general manager evolved and what are the keys to being successful in the role? While this is my first time in the role of General Manager, one thing has always remained the same – follow The Golden Rule. If I can go to sleep at night knowing the decisions I made were best for the people I am responsible for leading and welcoming, I know I did the right thing. Being a General Manager is about maintaining humanity; it’s about inspiring others and leading by example; it’s about building open relationships with team members at all levels who trust enough to share their candid thoughts and ideas. In my experience, successful General Managers lead by example and r emain approachable to their staff. One of my favorite meetings I look forward to is called “Direct Line,” where I meet with a group of frontline team members. Everyone shares their observations, learnings and thoughts from how the operation can continue to improve to ideas on how we can best curate new experiences for our guests. When I’m there, I listen to their thoughts, but what I hear is their brilliance and passion. It is a delight to know this team is made up of people who care and will forever carry the legacy of Four Seasons Hotel Atlanta. Additionally, self-care is critical. I never lose sight that my first and most important job is to be a mother to my son. We take time to travel, and there is something unique about seeing the world through his eyes. I also

surround myself with a network of family, friends and mentors who essentially serve as my counsel of thoughtful and honest individuals I can trust. It’s this layer of human connection that keeps my bucket full of joy, optimism and positivity, helping me to be the best version of myself. Do you feel that there are strong opportunities for women to grow and lead in the industry? There are limitless opportunities for women to lead in the hospitality industry. We all bring something special to the conversation – men, women, non-binary. Diversity is what expands our mind and understanding of cultures near and far. We all must be brave enough to listen, learn and self-reflect upon our conscious and unconscious biases and be willing to change certain systems to be more inclusive to people from all walks of life. Diversity is the key to our success. What advice do you offer to young people interested in a career in the hotel business? Service starts with the heart; you really have to be present and aware consistently to make the greatest impact on others, and yourself. My advice for young people interested in a career in the hotel business is to gain as much experience as a frontline team member – from being a restaurant host or server to a front desk agent, and learn how to connect with people. If the human interaction makes you happy, continue on your path by challenging yourself with new responsibilities that take you out of your comfort zone. The hotel business is not always glamorous, but we make a significant impact on our guests – and nothing is more rewarding to me than knowing we have made a positive impact on someone’s stay, or on an employee, or a provider, because of something we did to make it meaningful.



The Relationship Business An Interview with Giuseppe Bruno, Owner and Executive Chef, Sistina Restaurant and Caravaggio Restaurant EDITORS’ NOTE It all began with It starts with loving what you do an idea. Add fresh produce, impecand wanting to take care of people. I cable recipes and a large amount of do not see the people who come to passion and thus Sistina Restaurant my restaurants as customers – they are (sistinany.com) was born. Located friends and I have built relationships in the heart of Manhattan’s glamwith them over many years. Business orous Upper East Side, Giuseppe leaders come to our restaurants to Bruno’s cutting-edge concept close deals, to hire new executives, carries on the long-lived family to discuss problems and so on. They tradition of serving great food to his know that we respect their privacy devoted patrons and to the greater and are here for them when they need New York area. He believes in fresh something, but will provide them the Giuseppe Bruno comfort food which is the wisdom of space and comfort to do what they his Salerno ancestors from Southern need to do. I am always at the restauItaly. Bruno goes to the market daily to pick the rants going from the kitchen to the dining room freshest that the market can offer – from fish to to wave hello or acknowledge our guests. This meat, and vegetables from local farmers. After business is about relationships and to build a spending 33 years on Second Avenue, Sistina sustainable restaurant, you need to get to know has relocated to a gorgeous townhouse on 81st your guests and build their trust. Street between Madison and 5th Avenue. It s sister restaurant, Caravaggio (caravaggio ristorante.com), is located on East 74th Street across from the Whitney Museum of Art and serves elegant, sophisticated Italian cuisine with a modern twist. Did you know at an early age that your passion was to become a chef? I grew up in Italy and our family had very little. At that time, after World War II, they had set up schools in Italy to teach young boys the skills needed to work in the fine dining business. I went to these schools, as did my brothers, and graduated after five years. During the summers we would do internships and get real life training and experience. I realized at a young age from my experiences in school and internships that I loved the business. It is hard work with long hours and lots of pressure, so the only way to be successful is if you really love it and it is your passion. My vision was to provide special moments and to cook for people who were celebrating special events, from birthdays to weddings to anniversaries. We cannot make mistakes and need to always be at the top of our game since these special moments only happen once in a person’s life and they will be remembered forever. It is a privilege to be able to be a part of these special times in our customers’ lives. What have been the keys to creating restaurants like Sistina and Caravaggio that have such a loyal following and are so well-respected? 180 LEADERS

The entrance (top right) and interior of Sistina Restaurant

I also believe that you have to offer the best products and highest quality ingredients. I still go to the market daily to pick the freshest that the market can offer – from fish to meat, and vegetables from local farmers. This is where it starts and if you want to offer the best to your guests, you need to be involved in the process from start to finish. Your guests are captains of industry and leaders in their fields who are known to have specific tastes and demands. How are you able to keep them all happy? These people reached the top of their professions because they are driven and

focused. It is true that they have egos and expect the best, which is part of what has made them so successful. When they want to come to my restaurants, they don’t call a main number for a reservation – they call my cell phone. I handle their request and know what table they want to be seated at and what their preferences are when they arrive. In order to offer a truly special experience and to exceed the expectations of our guests, it is essential that I get to know them and have a relationship with them so that I can anticipate their wants and needs without them even saying anything. I am a chef and provide great food, wine and service, but at the end of the day, I am in the relationship business. What do you look for when hiring talent for the restaurants? I look for people who have a good education since I believe that education goes a long way. When you are in school, you are taught to listen to the teacher and you learn discipline. These are important skills to be successful in our business – listening and discipline. It is then my responsibility to invest the time and energy to teach them the specifics of how we do things and to provide an opportunity for them to learn and grow in our company. We are busy serving our guests all day and night and it can be stressful and challenging, but I always try to take moments to check and see how my team is doing and if they need anything from me. I am the leader of this company and the buck stops with me. I believe that leadership is about taking responsibility and providing an example for your team. You devote your time and energy to philanthropy and have been very active in raising money to address the issue of brain tumors in children. Will you discuss this work? I knew the person at NewYork-Presbyterian who was leading the focus on pediatric brain tumors and this is an issue that I am very passionate about supporting. I have seen over the years how the business leaders and VIPs who come to my restaurants give back to important causes and are so generous with their time and money. This is part of being a leader – it is about more than focusing on yourself, but how you can help others that are less fortunate and in need. We have hosted dinners and raised a lot of money for this effort and it is so rewarding for me. As much as I love my restaurants and my business, giving back and helping children who are in need gives me the most pleasure in my life.



FOUR SEASONS RESORT ORLANDO AT WALT DISNEY WORLD® RESORT This fall marked the beginning of The World’s Most Magical Celebration with festivities celebrating the 50th anniversary of Walt Disney World® Resort. This 18-month event will feature new experiences at all four theme parks and beyond. Guests can celebrate this once-in-alifetime occasion by ensuring their vacation is all the more memorable with a stay at Four Seasons Resort Orlando at Walt Disney World® Resort (fourseasons.com/orlando), Central Florida’s only Five Diamond Awardrated resort. Located within the gated enclave of Golden Oak, a community of luxury single-family residences, Four Seasons is just five miles from Magic Kingdom® Park and four miles from EPCOT®. Accommodations include 443 guest rooms and 68 suites with versatile connecting options ideal for families and groups of friends traveling together. Guests can enjoy an exclusive fiveacre waterpark and separate adults-only pool, and recreational activities including a Tom Fazio-designed golf course, three Har-Tru tennis courts, and regular fitness classes with personal training available. The Spa offers 18 treatment rooms and a co-ed indoor and outdoor relaxation lounge. The 2,750-square-foot Presidential Suite offers a relaxed and at-home feeling with a spacious living area, dining area with seating for eight, and private gym with a Peloton bike. The suite features state-of-the-art sound and electronic systems, including motorized drapery, controlled from a central touchpad system. A media screen and projector are concealed in the ceiling and drop down electronically for viewing. Guests can enjoy a magnificent view of the iconic EPCOT® from their private 16th-floor terrace, offering 800 square feet of stylish outdoor living, including a dining area for eight, a couch, a table, and two chairs. From the spacious, open layout, to the opulent design features and breathtaking views, guests will definitely feel like royalty in one of Four Seasons Resort Orlando’s premier suites.

Royal Suite living area (above); Royal Suite patio, perfect for watching the nightly fireworks at Magic Kingdom® Park (left); Presidential Suite living area (below)

The resort’s six restaurants include Ravello, a modern Italian restaurant; PB&G, a Southern poolside experience; Capa, a 17th-floor rooftop steakhouse with views of the nightly Magic Kingdom® Park fireworks; and Plancha, offering American favorites at the golf clubhouse. Well-heeled travelers will delight in the resort’s Ultimate Suites Experience and Top Floor Buyout, which includes the entire 16th floor of 21 rooms and suites, including the premier Royal and Presidential Suites, both offering butler service for the ultimate in guest assistance. Welcoming and impeccably designed, the palatial 3,300-square-foot Royal Suite can expand to up to a nine-bedroom residence, which then includes two additional 1,000-square-foot, well-appointed living rooms. A luxurious full-marble bathroom offers an in-mirror television, deepsoaking tub, separate glassed-in shower, large vanity, and a separate water closet. There is also a separate guest powder room. The Royal Suite includes a stunning living area and dining room, a separate media room, a private office, and an expansive wraparound terrace. Guests will delight in terrace views of the nightly fireworks at Magic Kingdom® Park. VOLUME 45, NUMBER 1