ANNUAL 2025 REPORT
A MESSAGE FROM THE FOUNDER & CEO
Dear Valued Members, Partners & Stakeholders,
As I reflect on the last four years—and as we close 2025—I do so with deep gratitude for the vision, the people, and the journey that brought us here.
The BOW Collective began in 2022 with 50 founding members and five extraordinary, beautiful women (Aimee, Keisha, S. Kathryn, Theresa, and Ticki) who said yes to serving as our founding officers. While I carried the vision, I could not have imagined the depth, scale, and global reach we would achieve together. And yet—here we stand.
Today, The BOW Collective remains strong, sustaining meaningful momentum amid an evolving business landscape shaped by economic shifts, rapid technological acceleration, and heightened expectations for inclusive growth. Even as broader market recalibrations and changes under a new administration have impacted organizations across sectors, we continue to see steady, incremental gains that both inspire and energize us.
This success is no accident. It is the result of disciplined strategy, a unified vision, and the unwavering commitment of our leaders, members, partners, and stakeholders. In a time when many are being forced to rethink their models, we have doubled down on what makes us distinct—our courage to innovate, our resilience in navigating complexity, and our collaborative spirit that fuels every breakthrough.
Together, we have engaged emerging entrepreneurs, expanded across 5 countries, 30 states, and 26 industry verticals, and built a powerful ecosystem rooted in excellence and collective impact. This annual report reflects the beauty and grace of where we have been, the strength of where we are today, and the promise of what lies ahead.
As we enter our fifth year, we do so grounded, agile, and prepared—having built a strong, scalable foundation designed not only for today’s impact, but for the future we are shaping together. Each milestone affirms what we have always known: when bold women lead with clarity, courage, and purpose, there are no limits to what we can achieve.
To every leader who served with excellence, every member who said yes, and every partner who invested in this vision—thank you. Your belief carried us through seasons of change and positioned The BOW Collective to build forward with confidence and conviction.
With deep gratitude and eager anticipation,
Nicole Cober Johnson
NIC COBER JOHNSON, ESQ. Founder & CEO, The BOW Collective
SISTERHOOD.
AT THE BOW COLLECTIVE, WE REDEFINED
SISTERHOOD.
We didn’t just build a community—we built an institution. Four years in, we have bloomed, shifted paradigms, and broken barriers. This sisterhood is building future forward—through enterprise, with impact that lasts.”
THANK A SALUTE TO OUR FOUNDING
VISION. STEWARDSHIP.
“Pioneers
don’t just start movements—they establish
S. KATHRYN ALLEN
FOUNDING OFFICERS
establish the ground others are able to stand on.” STEWARDSHIP. LEGACY.
DR. KEISHA MACK
AIMEE GRIFFIN
CONTRACTS CAPITAL COMMUNITY CHAMPIONS COMMUNICATIONS
RUNNING TOWARDS CHANGE, NOT AWAY FROM IT
Dear Esteemed Members, Partners, and Supporters,
was a year of breaking barriers— and more importantly, a year of running towards change, not away from it. It demanded endurance, adaptability, and the resolve to rise again and again.
This became a defining moment for The BOW Collective. We paused to assess our long-term legacy, sharpen how we operate, and redefine what it means to build boldly and sustainably. At the same time, we stood alongside our members as they navigated economic, administrative, and market shifts—supporting them as they pivoted and protected what they are building.
What we called The Year of Breaking Barriers became a year of building bridges— to capital, contracts, community, and deeper connection.
Together, we launched new initiatives, welcomed powerful partnerships, and expanded our influence across boardrooms, policy tables, and procurement pipelines. We did not wait for perfect conditions. We moved anyway.
Our greatest impact lived beyond the numbers—in intentional moments: capital conversations at Martha’s Vineyard, Weekly Power Hours, a new contracts-focused
growth conference, amplified voices through our podcast, expanded thought leadership via our Speakers Bureau, and community gatherings that strengthened connection.
We also created space for care—through Prayer Hours, Office Hours, and SOUL Circles—reminding us that strength is found not only in acceleration, but in alignment.
Our power lies not just in our brilliance, but in our bond. When Black women lead together, we don’t just move the needle—we transform the system.
This report reflects how far we’ve come and points to where we’re going. The work is not done.
As we move forward, we will continue to: DREAM WITHOUT LIMITS. LEAD WITHOUT FEAR. LIFT AS WE CLIMB.
With honor and purpose, THE OFFICERS, THE BOW COLLECTIVE
Nicole Cober Johnson Ticki Favaroth S. Kathryn Allen
Theresa Harrison Aimee Griffin Keisha Mack
OUR RISE. OUR WAY. OUR FUTURE.
KEY MESSAGES
MISSION
The mission of The BOW Collective is to create a space for Black women business owners to overcome historically challenging disparities in the business sector. Members’ collective efforts will scale BOW businesses using capital, contracts, champions, community and communications.
Our organization is committed to raising underserved Black women enterprises through securing capital, fundraising, training, and education of members, and collaborating on business opportunities that will impact Black communities. The BOW Collective strives to practice the true spirit of perseverance and fellowship with their relationships, collaboration, and services to better Black Women business owners.
ABOUT THE BOW COLLECTIVE
We are a 501 (c) (3) business development, business philanthropy, and an advocacy community comprised of the Nation’s top 1% most successful business owners.
Through collaboration with both our allies and one another, we as Black women business owners endeavor to scale our businesses and mentor smaller entities.
We believe that by focusing on securing capital, contracts and connections, we will increase revenues of all Black women enterprises and impact our communities.
VISION
To serve as a beacon for Black Women sharing common goals, coming together to establish a sisterhood dedicated to the collaborative pursuit of financing, fellowship, and scalable business ventures.
Rooted in a commitment to foster a supportive community, the organization strives to pave the way for future business owners by creating a robust pipeline of opportunities.
In our quest to amplify impact, The BOW Collective actively seeks partnerships with other organizations that align with our purpose, recognizing that collective efforts are instrumental in achieving meaningful progress and lasting change.
STEWARDSHIP
REFLECTION: I never imagined that saying yes would lead to such a beautiful sea of brilliant women—leaders, builders, and visionaries shaping what comes next in the world.
My work at The BOW Collective was never simply about managing operations; it was about engineering the future. Every system we built and every decision we made was grounded in long-term sustainability—designed to strengthen the legacy of our founder, our members, our partners, and our communities.
Together, we created infrastructure that does more than support today’s work. It fortifies our collective impact for generations to come. This is how we lead at BOW—with intention, with precision, and with a relentless commitment to lasting success.
As I step into my next chapter, I do so with gratitude and confidence, knowing that what we have built together is strong, scalable, and ready for what’s ahead.
With deep gratitude, I thank Nic, every leader, member, and partner who chose to pour into this community. I am profoundly thankful for the love, trust, and leadership you brought to this journey together.
TICKI FAVAROTH
VICE PRESIDENT & CHIEF OPERATING OFFICER
“Building foundations that endure.”
300+
MEMBERS
TICKI FAVAROTH VICE PRESIDENT & CHIEF OPERATING OFFICER
OPERATIONS
As Vice President and Chief Operating Officer, I reflect on 2025 with deep pride in the work our leadership team has accomplished—both this year and across the past four years as we intentionally accelerated our operations
In 2025, we reached a pivotal moment. The momentum we built was the result of deliberate decisions focused on scale, sustainability, and leadership continuity. One of our most meaningful accomplishments was the development of a two-year strategic planning process that enables leaders to assess key inflection points, align priorities, and plan with clarity across the organization.
Equally important was our focus on strengthening the systems and structures required to support continued membership growth and deepen engagement with both members and partners. As The BOW Collective expanded from fewer than
OUR ANNUAL STRATEGIC PLANNING PROCESS 20252026
Became more inclusive and data-driven, aligning initiatives with measurable outcomes.
50 members to more than 300 actively participating in operations, design, and execution, it became essential to build infrastructure that could support not just growth—but excellence at scale.
Perhaps most critically, we implemented a succession planning framework designed to ensure that leadership, innovation, and ideation extend well beyond any one individual. This work was about building bridges—between generations of leaders, between vision and execution, and between where we started and where we are going.
Together, these efforts have created a strong, stable foundation for The BOW Collective—one built to endure, adapt, and grow. As you review the accomplishments of 2025 in this report, they reflect our shared commitment to ensuring that the vision and strategy of this organization not only thrive today, but continue to outlive us all.
OUR PARTNERSHIP ENGAGEMENT PROCESS
Was redesigned to attract aligned stakeholders and deepen value on both sides of the table.
2025 IMPACT
75 %
The % of candidates who completed the membership process successfully navigated the application and met the criteria for becoming members.
96%
The % of members who renewed their membership and remained actively engaged.
New educational sessions were managed and delivered through monthly Power Hours led by each committee.
3
We strengthened operations by enhancing existing systems and introducing new technologies to support growth and efficiency.
OPERATIONS HIGHLIGHTS (2025):
• Strengthened operational infrastructure to support organizational growth and scale
• Advanced leadership transition and succession planning to ensure continuity and stability
• Enhanced financial oversight and reporting for improved transparency and decision-making
• Expanded communications systems, including the launch of a monthly digital newsletter
• Improved cross-functional alignment across programs, advocacy, events, and partnerships
• Invested in technology, data, and processes to increase efficiency and responsiveness
• Maintained operational resilience amid a dynamic policy and economic environment
SUSTAINABILITY
REFLECTION: In my time with The BOW Collective, I’ve had the honor of helping build a financial model designed not just to support operations—but to sustain a movement. For us, financial leadership is about more than numbers; it’s about vision made executable.
We lead with strategic foresight and disciplined stewardship— ensuring stability in the present while building the infrastructure required for scalability in the future. In a business landscape defined by economic shifts and accelerated change, we’ve remained grounded in strong financial practices that protect the mission, strengthen trust, and expand what is possible.
Every budget, forecast, and investment decision has been guided by one question: How do we build something that lasts? The answer has been a commitment to clarity, accountability, and responsible growth—so that our bold initiatives are funded with integrity, and our impact is fortified for the long term.
I’m proud of what we have built together. The foundation is strong, the path forward is clear, and the financial discipline behind this organization will continue to fuel sustainable growth and a prosperous future for every member.
S. KATHRYN ALLEN ESQ.
TREASURER
& CHIEF FINANCIAL OFFICER
“Financial foundation turns vision into lasting impact.”
$1.425M
Strategically allocated to support program delivery, member services, operations, partnerships, and long-term organizational sustainability.
REVENUE MIX
47.4%
Nearly half of all revenue was member-driven, reinforcing the strength, loyalty, and value of the BOW community. Membership Dues & Application Fees
S. KATHRYN ALLEN, ESQ. CHIEF FINANCIAL OFFICER & TREASURER
FINANCIALS
24.9%
Conferences remain a critical revenue and engagement engine. Conferences
19.4% 2.4%
Partnerships & Sponsorships Events & Programs
Corporate and institutional partnerships represent a growing and scalable revenue stream.
Supplemental programming continues to support engagement and mission delivery.
As Treasurer and Chief Financial Officer of The BOW Collective, I reflect with pride on a year defined by disciplined growth, alignment, and measurable impact. In 2025, we strengthened the organization’s financial foundation while advancing our mission to build an economically powerful sisterhood of Black women business owners.
Our financial leadership extends beyond operations. We steward resources with transparency and foresight—ensuring stability today while building systems that support scalability, resilience, and long-term legacy. Despite a shifting economic landscape, The BOW Collective remained fiscally strong and strategically agile, aligning investments with mission-driven outcomes and strengthening governance and reporting practices.
1.5%
Grants & Donations
Early-stage philanthropic revenue with significant growth potential.
3.8%
BOW Speakers/Institute
New ancillary income streams that complement core operations.
KEY INSIGHT:
“93% of total revenue came from earned income and partnerships, reflecting a strong, self-sustaining business model”
In 2025, we also launched a succession plan for the incoming Treasurer, reinforcing continuity and institutional strength. Financial strategy served as an enabler—not a constraint—allowing us to grow with intention and respond thoughtfully to change
With gratitude for the trust placed in our leadership, we remain committed to sound stewardship and bold vision as we build for the future.
2025 FINANCIAL PERFORMANCE: HIGHLIGHTS & ANALYSIS
Financial Highlights
$1.425M IN TOTAL REVENUE GENERATED (2025)
In 2025, The BOW Collective generated $1,425,025 in total revenue, reflecting the strength of our diversified funding model and the continued demand for our programs, convenings, and community.
STRATEGIC FINANCIAL TAKEAWAYS
• 2025 was a growth and investment year, not a contraction year
• Core revenue streams are strong, repeatable, and scalable
• Expense growth was intentional and mission-aligned
• Leadership proactively planned for financial stabilization and reserve-building in 2024
• The organization enters the next fiscal year strategically positioned, fiscally aware, and operationally resilient
REVENUE STRENGTH DRIVEN BY CORE ENGINES
Our largest revenue contributors were:
• Membership Dues & Application Fees ($676,148) reaffirming the value members place on access, community, and strategic support
• Conferences ($354,218) reinforcing the conference as both a financial and mission-driving cornerstone
• Partnerships & Sponsorships ($276,404) signaling growing institutional and corporate confidence in the BOW platform
Together, these streams accounted for the majority of organizational revenue and demonstrate healthy diversification across earned income, partnerships, and member engagement.
INTENTIONAL INVESTMENT YEAR
Total expenses for 2025 were $1,628,874, reflecting a deliberate investment year focused on:
• Expanding programming and events
• Deepening member services
• Strengthening operational infrastructure
• Sustaining the scale and quality of flagship experiences
This resulted in a planned operating gap of $203,849, aligned with strategic growth priorities rather than structural instability.
Key Financial Vehicles are continuously monitored, assessed, and refined to ensure strategic alignment and long-term sustainability.
• MEMBERSHIP DUES
Annual fees sustain operations, programming, and member services.
• PARTNERSHIPS
Contributions from corporations, institutions, and allies to fund events, advocacy, and initiatives.
• EVENTS
Revenue from ticket sales, sponsorships, vendor participation, and conference programming.
• GRANTS & DONATIONS
Philanthropic, corporate, and government support for programs, advocacy, and impact work.
THE BOW COLLECTIVE BUDGET FRAMEWORK
The BOW Collective leverages this framework to provide quarterly financial updates aligned with our fiscal calendar, ensuring transparency, accountability, and strategic oversight.
• BOW INSTITUTE
Income from leadership development, training programs, certifications, and educational tools.
• SPEAKING & PUBLICATIONS
Earnings from keynote engagements, panel discussions, published reports, and thought leadership.
• MERCHANDISE
Sales of BOW-branded apparel and promotional items supporting visibility and revenue.
• FOUNDER IN-KIND SERVICES
Donated expertise, services, and media support from founding members to reduce operational costs while accelerating impact.
EXPENSE ALLOCATION
(Actual 2025 | $1,628,874)
Nearly
KEY INSIGHT: “74% of expenses were program-related, underscoring mission-first spending.”
Conference and program costs projected to decrease as a percentage of total spend, improving margin efficiency.
KEY DRIVERS:
• Membership-Led Revenue Stability: Membership anchors our revenue.
• Strategic Investment in Growth and Impact: Building today for tomorrow
• Conference Economics and Cost Structure: Aligning costs with impact.
STRATEGIC FINANCIAL RATIOS
EXECUTIVE SUMMARY INSIGHT:
The BOW Collective operates as a mission-driven business, not a grant-dependent nonprofit.
2025 reflects intentional investment, disciplined stewardship, and a clear transition into a balanced, scalable financial model in 2026.
STATEMENT OF FINANCIAL POSITION
ACCOUNTS RECEIVABLE
OTHER CURRENT ASSETS
STATEMENT OF ACTIVITY*
as of December 31, 2025
BOW Merchandise BOW Institute, Speakers Bureau & Publications
*Unaudited Statement of Activities (This Statement of Activities has not been audited and is presented for informational purposes only)
FINAL FINANCIAL STATEMENT
Fiscal Year 2025 represented a deliberate period of strategic growth and investment for the organization. While operating results reflected intentional investments in impact, infrastructure, and expansion, the organization remains financially liquid and mission-strong. With disciplined actions underway— including improved conference margins, expanded sponsorships, and enhanced program monetization—we are well positioned to restore margin and return to break-even/surplus in FY2026 while continuing to advance our mission and long-term impact.
PENDRY - NEWPORT
COMMITTEE IMPACT
THANK YOU TO OUR COMMITTEE LEADERS
In 2025, we developed a robust two-year strategic plan and charged our committee leaders with a clear mandate: focus on the priorities that will drive organizational growth, deepen member engagement, and deliver lasting impact for our businesses.
As we looked ahead, our committees were aligned around a unified strategy designed to accelerate both the growth of The BOW Collective and the success of its members over the next two years.
This strategy is anchored in three intentional areas of focus—BUILD, BOOST, & BRIDGE each purposefully designed to strengthen our foundation, activate our community, and expand access to transformational opportunities.
This framework acted as more than a framework—It was our operating model for growth, engagement, and impact. This is how we intentionally advanced the mission, elevated our members, and ensured our ability to lead with purpose.
Strengthens the organization from the inside out— sharpening infrastructure, governance, and systems that support scale and sustainability.
Amplifies our members—driving engagement, visibility, and capability so businesses are positioned to grow with confidence and momentum.
Expands access—connecting members to capital, contracts, partnerships, and pathways that break barriers and unlock long-term value.
EXECUTIVE LEADERSHIP COMMITTEE
At BOW, leadership isn’t assigned—it’s activated by commitment, accountability, and love for the community.
Leadership at The BOW Collective demands grit, resilience, and a deep commitment to service. In 2025, our volunteer leaders dared to imagine something bolder for our community—leading not for recognition, but from a shared belief in collective growth and responsibility.
As we advanced our strategic plans, leadership remained focused on delivering meaningful value across the 5 Cs of BOW—Capital, Contracts, Community, Champions, and Communications. Every decision and activation was grounded in strengthening the ecosystem that elevates Black women business owners.
This year marked a defining moment in our evolution as we executed our succession plan—welcoming the next generation of leaders while honoring the foundation that built this movement. From the beginning, our members have been the driving force—visionaries, builders, and changemakers shaping BOW from the inside out.
Aligned with our Breaking Barriers focus to Build, Boost, and Bridge, we embraced change as both necessary and powerful. Some leaders completed their terms with grace, making space for new voices to rise. Others remained to ensure continuity and momentum. This intentional balance of legacy and innovation keeps our foundation strong and our future bright. Our committees are not just functional—they are transformational. Powered by members who serve as both stewards and catalysts, they challenge us to grow, raise our standards, and move forward with purpose.
With deep gratitude, we thank every woman who served as a Chair, Co-Chair, and committee member this year. Your time, leadership, and sacrifice are the backbone of The BOW Collective. You showed up—consistently and courageously—and your impact is lasting.
CONTRACTS
COMMUNITY HEALTH
CHAMPIONS
COMMUNICATIONS
BOWINITIATIVES
BOW Jacqueline Lopez Contracts, Government
BOW Michelle Taylor Contracts, Government
BOW Markiesha Wilson Contracts, Commercials
BOW Sophia Harris Contracts, BE Liasion
SBO Sylvia K. Alston Champions, Advocacy
BOW Janet Crenshaw Smith Champions, Advisory Board
BOW Nia KingRubie Champions, Advocacy
SHSH LaTanya White Champions, Advocacy
BOW Ann Williams Capital
SBO Janisha Richardson Grants & Assistant Treasurer
BOW Dr. Rachel Talton Community, Member Experience
BOW Candi Dailey Community, Events
BOW Jandie Smith Turner Community, Events
BOW Ingrid Cox Community, BOW
SBO Kimberley Alfonso Community, SHSH
BOW Romina Brown Community, Emerald BOW
BOW Brittney Carter Community, BOW
BOW Dr. Ricki Fairley Health
BOW Dr. Barbara Hutchinson Health
SBO Keisha A. Rivers Communications & IT SHSH Alegra Hall Communications & IT
BOW Markiesha Wilson Contracts, BOW United
BOW Romina Brown Community, Data Strategy
SCALE
REFLECTION: I am incredibly proud to have served the organization as Historian and to have led our contracting efforts for business growth during one of the most dynamic periods in the procurement landscape. In 2025, rapid policy shifts, evolving government and commercial priorities, and increased competition required us to pivot creatively and respond with agility—and together, we rose to the moment.
Our focus remained clear: to help our members rebound, reposition, and pursue opportunity with confidence. We strengthened training, expanded collaboration, shared real-time intelligence, and deepened partnerships with government and commercial decision-makers— ensuring members were prepared not only to win contracts, but to execute them successfully.
A defining milestone was the launch of The BOW Collective’s first-ever Growth Conference, which brought strategy and execution together at a critical moment. Its success reinforced what we know to be true—when women are equipped, connected, and prepared, they lead.
In this season of breaking barriers, The BOW Collective is not asking for permission—we are redefining the terms and claiming our place in government and commercial contracting.
THERESA HARRISON
HISTORIAN
“As Frederick Douglass reminded us, power concedes nothing without a demand.”
CO-CHAIRS: MICHELE TAYLOR, MARKIESHA WILSON & JACKIE LOPEZ
CONTRACTS
In 2025, The BOW Collective rose to meet a moment that demanded boldness. To truly Break Barriers, we had to pivot, adapt, and reimagine what was possible—especially in how we approached contracts across both commercial and government sectors. As opportunities shifted rapidly and procurement timelines moved in every direction, business as usual was no longer an option.
At the core of this work, our Contracts Committee focused on helping members rethink how to secure and sustain the contracts that power their enterprises. Through targeted resources, highimpact networking, and strategic guidance—including our first-ever Growth Conference—we equipped members to navigate complex procurement landscapes with confidence and clarity.
These curated experiences went beyond support; they delivered strategy in action. By creating direct access to decision-makers, we helped turn conversations into contracts. In this season of change, we are grateful for the partners who showed up to advise, guide, and help our members lead and grow differently—strengthening not just individual businesses, but the collective power of BOW.
Success in today’s procurement environment is no longer driven by access alone, but by preparation, positioning, and partnership. In response, BOW emphasized readiness—helping members sharpen their value propositions, understand evolving buyer priorities, and approach contracting with greater strategy and resilience. As we look ahead, this work positions our members not just to compete, but to lead—building sustainable enterprises that are prepared for what’s next.
CONTRACTS PARTNERS & IMPACT
BOW Markiesha Wilson CEO, Wilson Chapman & Associates Commercial Contracts Committee Chair
BOW Michelle Taylor CEO, BETAH Associates, Inc. Contract Committee Co-Chair
BOW Jacqueline Lopez CEO, Premier Enterprise Solutions, LLC Contract Committee Co-Chair
BOW Theresa Harrison CEO, GEORGE STREET Services, Inc. BOW Officer, Historian
THANK YOU FROM GROWTH CONFERENCE CO-CHAIRS
Planning The BOW Collective’s first Annual Growth Conference was both an honor and a defining milestone. Rooted in our strategic plan, the Contracts Committee committed to creating a high-impact experience aligned with our Build, Boost, Bridge strategy— one that delivered real insight, meaningful connection, and actionable pathways to growth.
Guided by the theme Grow Forward-Building Momentum in Every Season, we intentionally broadened the conversation around business growth across B2B, B2C, and B2G, responding
to the realities of today’s evolving business climate. The conference was designed to build capacity, strengthen confidence, and deepen community—equipping attendees with tools to build, sustain, and scale.
We are proud to have contributed to an experience that elevated dialogue, inspired action, and reinforced The BOW Collective’s role as a catalyst for growth. We are deeply grateful to our sponsors and partners whose support made this inaugural conference possible. It has been a privilege to serve and help shape what comes next.
GROWTH CONFERENCE SPONSORS ─
MICHELLE TAYLOR, THERESA HARRISON, JACQUELINE LOPEZ & MARKIESHA WILSON
PRIORITY
Create an ecosystem where BOW members can successfully win and execute government and commercial contracts by providing training, fostering collaboration, sharing intelligence, and building partnerships with government decision-makers and BOW Enterprises.
BUILD
• Begin the development of a procurement-ready training course for members. (Government and Commercial)
• Provide 3-5 engagement topics for established BOWs to deepen expertise.
• Foster teaming through partnerships and collaborative engagements. environment.
BOOST
• Host the BOW Growth Conference in early November 2025 to drive member participation and growth.
• Capture and analyze engagement data to track results and improve future initiatives.
• Offer at least two opportunities per year for members to engage with government and commercial decisionmakers.
BRIDGE
• Facilitate meetings between BOW members, government decisionmakers, influencers, and large commercial corporations in partnership with BE.
• Create pathways for strategic partnerships that enhance access to capital and contracts.
• Support connections that lead to sustained growth through teaming and collaboration.
BOW & NATIONAL SECURITY AGENCY (NSA) - PATHWAY TO SUCCESS (2025)
BOW INDUSTRY GROUPS (BOW
UNITED)
THANK YOU TO OUR BOW INDUSTRY GROUP LEADERS
MARKIESHA WILSON
In 2025, BOW Industry Groups were birthed under the banner of BOW United—a groundbreaking initiative designed to unite companies across our ecosystem into a powerful, collaborative network of premier suppliers.
BOW United was intentionally structured as a strategic partnership platform, empowering members to work collectively, leverage their distinct expertise, and pursue high-impact opportunities together. Through this unified approach, members strengthened their ability to compete for and secure significant contracts while accelerating shared growth and mutual success.
At its core, BOW United fosters a dynamic, results-driven environment where members of The BOW Collective collaborate across industries—sharing of resources, activating opportunities, and expanding their competitive advantage.
Our focus is clear: to advance innovation, technology, operations, and sales across every business vertical represented within the collective—ensuring that when one rises, we all rise.
BOW Markiesha Wilson Founder & CEO, WilsonChapman
WHAT BOW UNITED OFFERS
COLLABORATION FOR GROWTH
INNOVATION AND TECHNOLOGY
OPERATIONAL EXCELLENCE SALES ENABLEMENT
HOW BOW UNITED WORKS
VERTICAL INTEGRATION
STRATEGIC PARTNERSHIPS
SHARED RESOURCES
UNIFIED VOICE
BOW United Program Leader
BOW UNITED TEAM
Christina Lynch BOW United Accounting
Cherise M. Cole BOW United Business Consulting
Dawn Christian BOW United Business Consulting
Tammy Dowley-Blackman BOW United Business Consulting
Chanel Sallie BOW United Chemicals & Distribution
Kaneedreck Adams BOW United Cleaning & Maintenance
Lorna Gross
BOW United Commercial Interior Design
Felicia Lee
BOW United Manufacturing/ Construction Management
Robin S. Thorne
BOW United Manufacturing/ Construction Management
Fania Carter
BOW United Govt. Contractor/ Consultant
Gerri Flowers
BOW United Healthcare
Christi Venable BOW United Healthcare
Denise Bailey Clark BOW United Human Capital
Chelsea Williams BOW United Human Capital
Alysha M. Campbell BOW United Human Capital
TEAM LEADERS
Barbara Knight BOW United Human Capital
Marquel Forbes BOW United Insurance
Sylvia K. Alston BOW United Insurance
Eva T. Higgins BOW United IT
Myoshia Boykin-Anderson BOW United IT
Stacy Kirk BOW United IT
Natasha Jameson Rudolph
BOW United Real Estate
Cher Castillo
SBO United Real Estate
Shanel Evans
SBO United Marketing & Communications
Tamekia Flowers-Ball BOW United Events Management
Karen D. Sparks BOW United Financial Advisory
Victoria Stevenson BOW United Govt. Contractor/ Consultant
Ann Williams
BOW United Logistics & Transportation
Tessa Edison
SBO United Marketing & Communications
Ricki Fairley
BOW United Non-profit / Healthcare
CO-CHAIRS: BOW ANN WILLIAMS, BOW LATARSHA RIDDICK & SBO JANISHA RICHARDSON
CAPITAL
This is capital, redesigned.
This is ownership, in motion.
This is Breaking Barriers—by design
In 2025, as capital markets continued to evolve and traditional pathways grew more restrictive, The BOW Collective embraced a defining reality: capital is not just a pillar of growth—it is our strategic advantage.
During Q2 2025, we conducted a deliberate evaluation of how we continue breaking barriers to capital access for our members. That assessment marked a pivotal shift—from preparing companies to ask for capital to intentionally building our own capital ecosystem. One rooted in ownership, long-term value creation, and the scale required to meet the ambition of Black women business owners.
Our mission is unwavering: to empower our members to grow, scale, and own their financial future—today and for generations to come.
The Capital Committee leads this work with foresight, rigor, and intention. We are not waiting for access—we are architecting opportunity. We are not reacting to the market—we are positioning our members ahead of it.
From grants and lines of credit to term loans, structured financing, and private equity, we are cultivating bold, forward-leaning partnerships and unlocking diversified capital pathways designed to support growth at every stage.
By advancing financial fluency, expanding capital networks, and embedding legacy-minded planning, the Capital Committee is building a future where every BOW member has the resources to thrive—and the influence to reinvest, recirculate, and redefine what’s possible.
PRIORITY
To provide ongoing opportunities to meet, build relationships, be educated, made aware and have capital accessible for each and every member availability to all companies.
BUILD
• Educational programs on Asset Diversification, Succession Planning, and Wealth Preservation.
• Financial literacy workshops, including understanding financial statements and engaging CPA firms.
• Training and talking points for members on how to engage potential sponsors and partners.
BOOST
• Lead the planning for Capital Day at the 2025 Annual and Growth Conferences, focusing on sponsorship.
• Activate member engagement through the JMPC Black Women Wealth Building series and partner engagements.
• Engage experts like White House Economists and Intuit for relevant insights.
• Identify and develop partners.
• Develop score card to help members asses their financial health and capital readiness. (BOW Health Assessment)
BRIDGE
• Facilitate Annual Capital Committee Strategic Planning to align capital resources with member needs.
• Communicate how the Capital Committee aligns with BOW Collective and Enterprise strategic plans.
• Expand global reach by addressing International BOW Sisters’ topics and connecting members.
MARTHA’S VINEYARD (2025)
CO-CHAIRS: RACHEL TALTON, JANDIE TURNER
SMITH, CANDI DAILEY, ROMINA BROWN, INGRID COX, BRITTANY CARTER, KIMBERLEY ALFONSO
COMMUNITY
BOW HEALTH INITIATIVE
BOW Dr. Keisha Mack CEO, The MECCA Group, LLC Officer, Secretary
BOW Dr. Barbara Hutchinson CEO, Chesapeake Cardiac Care Community, Health
BOW Ricki Fairley CEO, TOUCH, The Black Breast Cancer Alliance Community, Health
THANK YOU TO OUR HEALTH LEADERS
RICKI FAIRLEY, DR. BARBARA HUTCHINSON, DR. KEISHA MACK
In 2025, the Health Champions of The BOW Collective led with love—placing the health and wholeness of our members at the heart of our work. For the first time, we created a dedicated Health Day designed exclusively for BOW members, offering space to pause, breathe, and be cared for as whole women— not just business leaders.
This day honored wellness in its fullest expression. Members were supported through breast exams, guided movement, mental health resources, prayer, meditation, health education, and restorative practices. It was a sacred reminder that the sustainability of our businesses is deeply connected to the health of our bodies, the clarity of our minds, and the nourishment of our spirits.
With the launch of our 2.22 Campaign, celebrating our founding and inviting intentional rest, we made a conscious decision to embed wellness into the rhythm of our Annual Conference. Instead of pushing through exhaustion, we chose restoration— devoting an entire day to the well-being of Black women business owners. This was more than programming; it was a declaration that health is not a luxury—it is essential to leadership and legacy.
By centering wellness, we are not only supporting our members—we are redefining what it means to lead, build, and thrive as Black women in business, with care, intention, and grace.
PRIORITY
Establish a clear and strategic direction for the BOW Collective’s member growth and engagement initiatives, fostering a focused, effective, and cohesive experience that fully supports all members. This approach will enhance the overall member journey and empower the collective to achieve holistic growth—encompassing mind, body, and business objectives.
BUILD
• Clarify: Provide clear, actionable insights through educational modules, certifications, and workshops to help members navigate their business journeys with confidence.
• Communicate: Ensure timely, transparent, and relevant updates through newsletters, video interviews, and internal communication strategies.
• Care: Offer educational resources supporting personal and professional well-being, including financial literacy and succession planning workshops.
BOOST
• Connect: Facilitate member engagement through events, social media takeovers, and inhouse initiatives like “Coffee with Me” interviews to foster personal development and business growth.
• Collaborate: Create synergistic partnerships through conferences, workshops, and member engagement activities that amplify individual and collective success.
• Clarify: Host monthly webinars and provide direct, actionable advice that members can implement to grow their businesses.
BRIDGE
• Collaborate: Build strategic alliances with government decision-makers, influencers, and large businesses, offering members opportunities for partnership and growth.
• Connect: Foster meaningful relationships between BOW members and external stakeholders through regular networking events, speaker series, and government engagement opportunities.
• Care: Provide a supportive community environment where members can exchange knowledge, share personal experiences, and receive mentorship, enhancing overall well-being.
BOW AISHA BOWE BLUE ORIGIN’S NS-31 MISSION SPACE LAUNCH PARTY (2025)
B3:
EMERALD BOW CLASS
OUR VISION MOVING FORWARD
With these initiatives, we are not only enhancing the engagement and impact of our Emerald BOW Community but also building a stronger, more united network. Together, we will create opportunities, drive innovation, and achieve milestones that elevate our collective influence and success.
EXCITING ADVANCEMENTS FOR OUR EMERALD BOW COMMUNITY
We are thrilled to see our Emerald BOW Community flourishing! As we continue to grow and enhance our strategy to identify and engage more Emerald members, we’re excited to deepen our partnerships with current BOWs to drive engagement, collaboration, and meaningful outcomes forward.
We’re particularly grateful to have Emerald BOW Melissa Brady serving as the champion for this initiative. Her leadership and vision will play a pivotal role in advancing our collective goals and strengthening our Emerald BOW network.
To ensure success, we are launching several key initiatives:
HOST AN
EMERALD
BOW SIGNATURE EXPERIENCE
This exclusive event will bring together all current Emerald BOW members for a premier engagement opportunity. By fostering collaboration and strengthening connections, we aim to create a space where members can share insights, align on goals, and explore innovative pathways to success.
REDESIGN THE COMMITMENT AND ENGAGEMENT MODEL
As our goals and objectives evolve, so must our approach. We are working to redesign the Commitment and Engagement Model for Emerald BOWs to ensure alignment with our overarching mission. This updated model will reflect the unique strengths and contributions of Emerald BOW members, making it easier to collaborate effectively and achieve shared outcomes.
Romina Brown Founder & CEO Strategic Solutions International Community, Emerald BOW
PRESENT OUR BC AND BE STRATEGY FOR FEEDBACK
To ensure the success of our initiatives, we will present the strategic vision for The BOW Collective (BC) and BOW Enterprises (BE) to our Emerald members. By gathering their advisory insights and feedback, we can refine our approach and ensure that our strategies align with the needs and aspirations of our community.
ESTABLISH A BIANNUAL CADENCE WITH EMERALD BOWS
Consistency is key to driving progress. We will implement a bi-annual engagement cadence with our Emerald BOW members to advance our collective agenda, track progress, and ensure accountability. These regular touchpoints will strengthen relationships and keep us aligned on our shared goals.
Thank you to all our Emerald BOW members for your unwavering commitment and partnership. We are excited about what we will achieve together and look forward to the transformative impact of these efforts. Let’s continue to move forward, united and inspired!
Deryl McKissack
President & CEO
McKissack & McKissack
Michele Hagans
President and CEO
Fort Lincoln New Town Corporation
Melissa Bradley Founder 1863 Ventures
Cathy Hughes Founder and Chairperson Urban One, Inc.
Janell Stephens
Founder & CEO
Camille Rose
SPEAKER’S BUREAU
BOW SPEAKER’S BUREAU
CHANGE Makers
BOW INSTITUTE & SPEAKERS BUREAU
In 2024, The BOW Collective launched high-impact initiatives to expand opportunity, visibility, and revenue for members. Among the most catalytic was the BOW Speakers Bureau—created to position BOW members as recognized experts, paid thought leaders, and trusted voices in the marketplace.
In 2025, the Speakers Bureau pilot was activated with a clear mandate: amplify member expertise, secure influential platforms, and convert thought leadership into measurable impact. Built by BOW, for BOW, the program quickly moved from concept to credibility—establishing a strong foundation for scale.
10+ targeted speaker spotlights amplifying member visibility
Dozens of high-profile media placements secured
$10,000 launched in fully funded Small Business Accelerator capital
20 hours of paid coaching delivered by BOW speakers 70+ non-BOW small businesses supported
member-led design and delivery
STRATEGIC VALIDATION & VISIBILITY
Invitation from the Mayor of Laurel for municipal speaker programming, strategic partnership secured with FSC First to finance and support Speakers Bureau initiatives, BOW speaker featured in Taraji P. Henson’s Mental Wellness initiative and Monthly BOW Speakers Series requested by the University of the District of Columbia School of Business, launching February 2026.
IMPACT AT A GLANCE
Alegra Hall CEO, My Media Buzz
B W Tie
As we build this movement, our BOW Ties walk alongside us not only to support our members, but to help drive lasting impact and legacy. Together, we are reshaping systems, creating access, and amplifying the change we want to see in the world.
This journey isn’t just about business— it’s about building something bigger.
STEERING
REFLECTION: Serving as General Counsel and leading our advocacy and advisory work has been an honor. Together, we ensured our voices did more than participate—they mattered. Through elections, policy engagement, and strategic advocacy, we strengthened The BOW Collective’s role as a credible force for business, equity, and economic opportunity.
In 2025—our Year of Breaking Barriers—we partnered with organizations that brought knowledge and expertise, helping us leverage our collective power as Black women business owners. We moved beyond responding to systems and learned how to influence them. Foundational legal work made this possible. By collecting and sharing data across states and navigating complex policy landscapes, we built the infrastructure to drive meaningful change and demand systems that work for us.
I joined BOW because of the vision and stepped into leadership when asked—without fully knowing the cost. I gave my time, talent, and treasure as an act of stewardship, sowing seeds for the women beside me and those who will come after.
The impact of The BOW Collective is transformational. I am grateful to have made this contribution and proud of what we are building together.
AIMEE GRIFFIN, ESQ.
GENERAL
COUNSEL
“We are rewriting the narrative—educating our communities on how to participate, lead, and thrive economically.”
CO-CHAIRS: LATANYA WHITE, JANET CRENSHAW
SMITH NIA KING-RUBIE & SYLVIA K. ALSTON
CHAMPIONS
The Champions of The BOW Collective— advisory—are redefining how power, influence, and leadership are built. Together, they shape policy, elevate community priorities, and activate the collective voice of Black women business owners to drive lasting, systemic change. We do not wait for permission; we lead with intention and purpose.
Our advocacy work is grounded in a core belief: voice without strategy has limited impact; voice with structure becomes power. In 2025, BOW reached a defining moment—s participation to positioning in the policy arena amplified through national engagement, including co-hosting a reception with Greenberg Traurig during the Congressional Black Caucus Foundation’s 54th Annual Legislative Conference Week— connecting with leaders shaping economic progress across the country.
BOW’s Advisory Board serves as a strategic force— seasoned leaders, subject matter experts, and committed allies who challenge traditional gatekeeping and help build new pathways to access, capital, and opportunity. Relaunched with a deliberate, values-based approach, the Board provides insight, stewardship, and guidance to ensure BOW grows with integrity, innovation, and long-term vision amid a rapidly changing business landscape.
Together, our Champions—advocates and advisors alike— stewards of transformation. They help ensure that BOW is not only breaking barriers, but building the structures that replace them— shaping policies, markets, and systems so Black women business owners are positioned not just to participate in the future of business, but to define it.
“True leadership is not measured by what we achieve, but by the barriers we remove for those who follow.”
GREENBERG
PRIORITY
We recognize the power of relationships in advancing our mission. We will establish and nurture connections with key individuals and entities who are passionate about our cause −− champions will be our advocates or advisors, helping to amplify our voice and contribute to our ongoing success.
BUILD
• Promote Federal Procurement Access: Advocate for federal spending increases with Black women-owned businesses by influencing procurement policies and addressing existing barriers in contract acquisition.
• Push for Certification Equity: Support legislative efforts that ensure parity in government contracting certifications, streamlining the process and improving access for Black women entrepreneurs.
• Cultivate High-Level Government Relationships: Establish key relationships with federal policymakers to enhance advocacy efforts for longterm, impactful policy changes benefiting Black women-owned businesses.
BOOST
• Amplify Entrepreneurial Visibility: Elevate the profile of Black women entrepreneurs by driving thought leadership campaigns, engaging with media, and fostering public discourse on their economic contributions.
• Implement Rapid Response Advocacy: Mobilize strategic, rapid-response advocacy to influence policy developments that affect Black women-owned small businesses, ensuring their voices are represented in realtime.
• Secure Growth Capital through Advocacy: Advocate for the provision of federal funding and grants aimed at delivering growth capital directly to Blackowned businesses, empowering economic scalability.
BRIDGE
• Facilitate Cross-Sector Collaboration: Foster collaboration between the government, private sector, and community organizations to create expansive economic opportunities for Black women entrepreneurs.
• Conduct Listening Sessions for Advocacy Alignment: Hold listening sessions with Black women business owners to align the committee’s advocacy strategy with their real-time needs, ensuring informed policy recommendations.
• Build Continuous Stakeholder Engagement: Maintain ongoing communication with stakeholders, providing updates on progress and ensuring sustainable support for long-term impact.
CONGRESSIONAL BLACK CAUCUS FOUNDATION’S 54TH ANNUAL LEGISLATIVE CONFERENCE WEEK (2025)
SURGE
REFLECTION: As I look back on the countless messages, meetings, and moments of connection—often serving as the glue that keeps our membership moving—I am deeply grateful that we have continued to advance and amplify the voice of BOW.
As Secretary of The BOW Collective, my role extends beyond recordkeeping or communication logistics. It is about stewardship of information, alignment, and trust. Communication is our superpower, and through intentional systems, thoughtful messaging, and consistent engagement, we ensure that our members remain informed, connected, and activated around a shared purpose.
This year, we strengthened that foundation by launching new digital communication tools, including an expanded digital newsletter and more intentional messaging platforms. These efforts improved transparency, increased engagement, and created continuity across a growing and dynamic membership. Through innovation and intention, we are building a unified, thriving network where every message matters—and every message moves us forward.
DR. KEISHA MACK
SECRETARY
“Our voice grows stronger when every message is aligned, intentional, and rooted in purpose.”
BOW CARES
As The BOW Collective grew, we strengthened how we communicate—elevating the way we share wins, milestones, and moments that matter across our community.
The launch of a monthly digital newsletter increased transparency, deepened connection, and keeps our members aligned as we continue to grow together.
PUSH TO PLAY
PUSH TO PLAY PUSH TO PLAY
CO-CHAIRS: KEISHA RIVERS & ALEGRA HALL
COMMUNICATIONS
Effective communication and smart technology are the engines driving our collective forward.
At The BOW Collective, the Communications Committee plays a strategic and essential role in shaping our voice, strengthening our brand, and deepening engagement across every touchpoint.
From building out a dynamic Social Media Calendar to curating powerful speaker topics that help our members elevate their brands, the committee is laser-focused on visibility, storytelling, and reach. We’re also cultivating media relationships, driving engagement through our monthly newsletter, and supporting initiatives like the 8A Subcommittee, the Certifiably Diverse platform, and broader IT integration.
In 2024, we made major strides in tech innovation—including key enhancements to our BOW App, streamlined conference systems, and strengthened partnerships with platforms like Certifiably Diverse. These efforts have made our communications not only more effective, but more inclusive, interactive, and future-ready.
The Communications Committee is more than a support function— it’s a strategic force, amplifying the voice of The BOW Collective and powering the connections that keep our movement strong.
PRIORITY
Our long-term strategy will serve as the foundation upon which we align all organizational efforts −− each initiative is in harmony with our overarching goals, we will fortify our position in the market and maximize our collective lasting impact.
BUILD
• Establish Clear Goals and Vision for IT and BOW: Define the future state vision for BOW and outline the role IT will play in achieving that vision.
• Clarify Vision and Strategic Approach for BOW Committees: Develop a clear, strategic approach for the work of each BOW committee to align with the broader organizational goals.
• Establish Clear Roles for IT Liaisons: Set clear roles and responsibilities for IT Liaisons to ensure effective support and alignment with the organization’s objectives.
BOOST
• Outline Integration and Interrelationship of BOW Committees: Enhance the effectiveness of BOW committees by clearly defining how they integrate and interact to drive overall organizational growth.
• Determine 2024-2025 Calendar: Plan and coordinate the activities of BOW for 2024-2025, ensuring alignment with organizational goals and timelines.
• Establish KPIs for Member Experience: Define measurable objectives and key performance indicators (KPIs) to boost the overall BOW member experience and engagement.
BRIDGE
• Clarify Intercommittee Collaboration: Strengthen collaboration between BOW committees by establishing clear communication pathways and fostering interrelationship initiatives.
• Align IT with Strategic Goals: Bridge the gap between technology and business objectives by aligning the IT team’s role with BOW’s strategic vision.
• Develop Feedback Loops for Member Experience: Create continuous feedback mechanisms to ensure member experience goals are aligned with real-time needs and improvements can be made promptly.
PENDRY - NEWPORT BEACH CALIFORNIA (2025)
2026-2028 LEADERSHIP TEAM
2026-2028 EXECUTIVE LEADERSHIP TEAM
CONTRACTS
COMMUNITY
CHAMPIONS
BOW Dr. Rachel Talton Community, Governor
BOW Candi Dailey Community, Events
SHSH Dawn Christian Community, SHSH
BOW Jandie Smith Turner Community, Events
BOW Ingrid Cox Community, BOW
BOW Ricki Fairley Community, Health
As we look back over the last four years and the many unforgettable BOW House experiences, we close this chapter with full hearts and deep gratitude. Each gathering was more than an event—it was a moment of connection, joy, and sisterhood that reminded us why this community exists.
With sincere thanks, we celebrate our BOW sisters, Jandie and Candi, whose creativity, care, and commitment brought these experiences to life. Through their thoughtful planning and attention to detail, they consistently created BOW moments that were not only memorable, but truly unmatched—spaces where excellence met warmth, and every woman felt seen, welcomed, and celebrated. Their work reflects the very heart of BOW: community, intention, and sisterhood.
BOW Candi Dailey
BOW Jandie Smith Turner
In 2025, The BOW Collective is intentionally turning its focus toward the next generation—creating space for young girls to imagine, explore, and grow into who they are becoming. This work is rooted in the belief that leadership begins early, and that when girls are nurtured with confidence, purpose, and possibility, they grow into women who lead with power and compassion.
Through the example set by our members—women who lead businesses, build communities, and advocate for change—young girls are shown what is possible. They see leadership in action and learn that success is not just about achievement, but about impact, integrity, and service.
At the heart of this effort is our Bowrettes Program, designed for girls ages 8–15. The program introduces girls to entrepreneurship, leadership, self-confidence, and purpose-driven thinking—helping them develop the skills, voice, and vision needed to step boldly into their future. These early experiences plant seeds of courage and curiosity that will grow with them over time.
By investing in young girls today, The BOW Collective is shaping tomorrow’s leaders—ensuring that the next generation rises prepared, empowered, and confident in who they are called to be.
MEDIA ROOM
4rd Annual Membership Conference 2025// Newport Beach, California
Three BOW Collective Members Named to Inc.’s 2025 Female Founders 500 List
The BOW Collective is Set to Soar as Member Aisha Bowe Carries Flag Into Space
BOW Institute and City of Laurel Empower Local Entrepreneurs
3rd Annual Membership Conference 2024 // Destin, Florida
3rd Annual Capital Conference 2024 // North Carolina BOW Knows The White House
2023 Annual Report
BOW Honored by NASDAQ
2nd Annual Membership Conference 2023 // Charleston, SC 2023 Year Recap
Trailblazer Rep. Maxine Waters & The BOW Collective
HAPPY FOURTH ANNIVERSARY
STEPPING FORWARD
As we turn the page on this chapter, what we share is more than an annual report—it is a living record of transformation. This report reflects the growth, resilience, and intentionality of a community that continues to build power together. It tells not only what we accomplished, but how we evolved—through change, complexity, and collective commitment.
This year marked the beginning of BOW Breaking Barriers—a defining season in which The BOW Collective strengthened its foundation while preparing for scale. We reimagined leadership, advanced succession planning, and embraced thoughtful governance transitions to ensure continuity, stability, and long-term impact. At the same time, we expanded our digital leadership— launching new communication platforms and a digital newsletter to keep our growing membership informed, connected, and aligned.
Behind every milestone stood the dedication of our members, partners, leaders, and staff. From bold initiatives to quiet acts of stewardship, each contribution moved us forward. Together, we shifted from participation to positioning—learning not only how to navigate systems, but how to influence and reshape them in service of Black women business owners.
Now, another chapter begins. With gratitude for what has been built and clarity about what lies ahead, we step into the year before us with renewed momentum. As we welcome new leadership, activate succession, deepen our impact, and continue breaking barriers, we do so reflecting in our founding officers closing thoughts— stewardship, sustainability, scale, steering and surge with collective excellence.
This is more than an organization. This is a movement shaped by vision, strengthened by transition, and powered by community. The next era of Phenomenally BOW is just beginning—together.
ANNUAL 2025 REPORT