World's Most Influential Women Entrepreneurs to Watch in 2022

BreakingthestereotypicalWorkplaceNorms

Womenareinstructedtodownplaytheirfemininity,to softenahard-chargingmanner,ortostrivetoachievethe idealbalancebetweenthetwoinordertomanagethe competence-likabilitytrade-off,whichappearstobea choicebetweenbeingrespectedandbeingliked.However, thetimeandeffortputintocontrollingthesebeliefsmay endupbeingcounterproductive.Over-focusingonone's imagedepletestheemotionalandmotivationalresources thatcouldbeusedformoreimportantgoals.Peoplewho putmoreemphasisonhowothersseethemtendtobeless self-aware,lesswillingtolearnfrommistakes,andlessable toself-regulate.

Byfocusingonasharedpurpose,womenarebetter equippedtothinkaboutwhotheyneedtobeandwhatthey needtolearninordertoaccomplishthosegoals.Female leaderscanconcentrateonactinginwaysthatadvancethe goalsforwhichtheystandratherthandefiningthemselves inrelationtogenderstereotypes,whetherrejecting stereotypicallymasculineapproachesbecausetheyfeel inauthenticorrejectingstereotypicallyfeminineonesoutof concernthattheyconveyincompetence.

Womenwhoarepurpose-drivenmayengageinactivities likenetworkingthatareessentialtotheirsuccess. They musttaketheinitiativetomakeconnectionsbecausethey don'toftencometothemnaturally.However,wealsofind thatmanywomenshyawayfromnetworkingbecausethey perceiveitasunauthentic—asbuildingrelationshipsthat aremerelytransactionalandfeeltooinstrumental—or becauseitmakesthemthinkofactivitiesinwhichtheyhave nointerestornotimeduetotheirobligationsoutsideof work.However,theyfeelmoreateaseengaginginitwhen theyseeitasameanstoagreatergoal,likeasestablishing newbusinesstofurthertheirvisionforthefirm.Acquiring toleadwellissimilartolearninganyothercomplexskill:It typicallyrequiresalotofpracticeandrarelycomes effortlessly

Inordertomakeasmoothtransitionintosenior managementpositions,onemustletgoofold,successful professionalidentitiesandcreatenew,moreappropriate ones.However,sinceleavingcomfortablepositionsin

World’s Most Inuential Women Entrepreneurs to Watch in 2022

whichtheyhavesucceededinvolvesmovingtowardan uncertainconclusion,peoplefrequentlyfeelconflicted aboutdoingso.

Thestoriesofafewnoteworthywomenentrepreneurswho areinfluencing,inspiring,andenergizingotherswiththeir enthusiasmtostriveforsuccessarehighlightedinthis specialissueofWorld'sLeaders, "World's Most Influential Women Entrepreneurs to Watch in 2022.”

ThecoverfeaturesSuePhillips,CEO&Founderof ScenterprisesInc.Sueisastaunchsupporterofeffective communication.Shestressestheimportanceofclear communicationandpromptproblemsolving.Inorderto improveoneselfanddevelopagreatcultureinthe workplace,it'salsoessentialtopayattentiontodetails,to nevergiveup,bepassionateaboutwhatyoudo,andto constantlyholdyourselfaccountableformistakesyou make.Asanentrepreneur,(shecallsherselfa “Scentrepreneur™)Sue'sroleandresponsibilitiesareallencompassing.Shehasalwaysbeenactiveinallfacetsof thecompany.Shekeepsaneyeonandhandleseveryaspect ofthebusinessliketheconductorofanorchestra.Asher teamhasdeveloped,shehasbeenabletodelegatesome tasks,butattheendoftheday,sheisstillaccountablefor herCompany'sreputationandproductquality

Whilewecometotheend,pleasedonotforgettoreadthe CXOstandpointswrittenbyindustryexpertsandthe informativearticlespenneddownbyourin-houseeditorial team.

Havealovelyread!

Phot o cr edits: Neil T an dy

Sue Phillips

Empowering People through the Magic of Fragrance

Whencombined withthesenseof smell,ascenthas thepowertoevoke fondmemoriesand arangeoffeelings thatcanuplift people'sspirits, deepenromance, elevatemoods,and createageneral senseofhappiness.Fragranceshelpmakelifecomplete. Theyemphasisethevalueofscent,afrequently undervaluedhumansensethat,alongwithsightandsound, givesapricelessvibrancytothetapestryoflife.To maintainthistapestry, & of SuePhillips,CEO Founder ScenterprisesInc.,transitionedherselfintotheworldof fragrances.

JourneytotheDestination

SuePhillipswasbornandraisedinSouthAfrica,andever sinceshewasachild,shewantedtopursueacareerin theatre.ShemovedtoNewYorkandimmersedherselfin Broadwayculture.Shortlythereafter,shewashiredby ElizabethArden'scosmeticsdivisionafterahead-hunter decidedthathertheatricalbackgroundwouldmakehera goodfitforthefield.AfterworkingintrainingasNational TrainingDirectorshewasthenpromotedtoproduct development,andultimatelymarketingatElizabethArden forsixyears,shewashiredasthemarketingdirectorof LancômeParis.

Afterfouryears,Suewasrecruitedtothepositionof ExecutiveVicePresidentofTiffany&Co.,whereshe createdanddevelopedthefirstTiffanyperfumeand oversawthegloballaunch.Afterasuccessfullaunchand thedevelopmentofTiffanyforMen,shelefttohaveher daughterandestablishedScenterprisesInc.,aglobal fragrancecompanythatmanagesproductdevelopment, marketing,andbrandingforwell-knowncompaniesand brands,includingBurberry,Avon,Lancaster,andTrish McEvoy Asweknow,the2008economiccrisiscreated morechallenges,andSueestablishedherperfumeboutique TheScentariuminTribeca,whereSueandherteam

developeddistinctive,speciallyformulatedperfumesfor clients,A-listcelebritiessuchasJamieFoxx,KatieHolmes, ZendayaaswellasFortune500corporationsforteambuilding,corporateeventsaswellasBridalShowers.

“

In order to continue to grow and develop as a leader I believe one has to be very aware of trends, predict them, strive to be ahead of them, be a trailblazer\and establish them!”-saysSue

ScenterprisesInc.

Scenterprisesstartedoutasaglobalconsultingfirm specialisinginproductdevelopment,marketing,branding, andforgingstrategicpartnershipsbetweenappareland cosmeticscompanies.Italsoprovidesexpertwitness testimonyinlegalsituationsinvolvingcopyright, trademark,anddistributiondisputes;manymotivational speakingengagements;andsupportsphilanthropic endeavoursforAlzheimer'sandWildLifeprograms,which resonatewithSue'spersonalcausesandinitiatives.Theidea ofcreatingbespokeorcustomperfumesemergedasaway togivepeopleandfragranceloverstheopportunitytohave theirownpersonalisedfragrancetoreflecttheir individualityandpersonalityafteraproliferationof designerandcelebritybrands,whichwereattheirpeak fromthe1980sto2010s.

Atthetime,thiswasabrand-newendeavour!Theideaof "Tupperwarepartiesforscent"hadpeopleraisingtheir eyebrows.Sincethen,ithasgrownandnowprovides tailoredfragrancesandscentsforbothmenandwomen; perfumeparties;fragrancebars;corporateteam-building activities;andbridalcelebrationsforhigh-profileA-listers. ScenterprisesgaverisetotheScentariumperfumeshop.To assistcustomersincomprehendingthemagicandmystique offragrance,Suecreatescutting-edge'scentsory'eventsand initiatives.PeoplecanusetheScentPersonalityQuizto determinewhichfragrancefamilymostcloselyresembles theirpersonalitiesanduniquecharacteristics.Peopleare constantlyinaweathowaccurateitis.OnbothiOSand Androidsmartphones,anyonecanaccessthequizonher app:https://www.suephillipsapp.com. Bydoinginterviews, releasingpodcasts,andhosting"live ,Sueuses "programs ittopromotethecompany

Phot o cr edits: Neil T an dy

EmphasizingCommunicationasaLeader

Sueisastaunchsupporterofeffective communication.Shestressestheimportanceofclear communicationandpromptproblemsolving.In ordertoimproveoneselfanddevelopagreatculture intheworkplace,it'salsoessentialtopayattention todetails,tonevergiveup,bepassionateaboutwhat youdo,andtoconstantlyholdyourselfaccountable formistakesyoumake.Asanentrepreneur,(she callsherselfa“Scentrepreneur™)Sue'sroleand responsibilitiesareall-encompassing.Shehas alwaysbeenactiveinallfacetsofthecompany.She keepsaneyeonandhandleseveryaspectofthe businessliketheconductorofanorchestra.Asher teamhasdeveloped,shehasbeenabletodelegate sometasks,butattheendoftheday,sheisstill accountableforherCompany'sreputationand productquality.Sheiscommittedtoofferingquality ingredientsinherperfumesandthankfully,because shehasneverheardofanyonecomplainingof allergiesorheadacheswithherfragrances,shewants tomaintainthat.

Allorganisationsneedtoactivelypromoteand upholdvalueslikeintegrity,honesty,andopenness. Businessesthatboldlydisplaytheir"5star"ratings onthewebandsocialmediaarejustasproneto unfavourablereviews.So,keepaneyeoutforthe company'sbrandmessageandmarketingtactics.

PandemicTransition

ThePandemicwasoneofthebiggestobstaclesto thecompany'sgrowth.Suehadtocloseherphysical perfumeboutiqueTheScentariumwhentheworld lockeddownandhadtofindouthowtomovefrom in-personeventstoonline,especiallybecauseher businesswasattractingagreatdealoftraction.She askedherself,"How do you experience fragrance online?”

ConsequentlySuehadtoredesignhercompany Withtheuseofherscentkits,shewasableto repositionherin-personclientconsultationevents andpresentZoomvirtualeventsbyshippingher

scent-kitstoclientsandtakingthemona'fragrance journey'.Theresultswere'scentertaining

InterestinglythePandemicdidcreateafortuitous opportunityforSueasshehadalwayswantedto writeherownbook,butneverhadthetime.The governmentshutdownallowedherthechanceto finallywriteherbook, "The Power of Perfume," whichoffersanin-depthhistoryofscent,packed withintriguingdetailsoficonicfragrancesandtheir influenceonsocial,economic,andpolitical movements.Inaddition,NBCTVwantedto interviewSueaboutherbookandthedaybeforethe interviewtheyaskedherifshecouldhelpaCovid 'long-hauler'regainhersenseofsmell? Suereplied thatshecouldn'tbesurebutwouldcertainlytry.The clientcameinandSueexplainedthatshewouldtake herona'scent-healingjourney'andafternotbeing abletosmellanythingforthefirst13scents, suddenlytheclientsaidwithtearsinhereyes:“I smellsomethinganditisbeautiful”!!Itwasso emotionalandtheTVcrewandeveryoneinthe boutiquefeltandwitnessedthebreakthrough!Itwas palpable!Whentheinterviewwaslauncheditwent viral,andsuddenlymanypeoplewhohadAnosmia contactedSueandtodateSuehashelped135people regaintheirsenseofsmell.

WorkandProfessionalLifebalance

SuePhillipsinvestsasignificantamountoftimein herprofessionallife,andasaScentrepreneur,ittruly

“Always remember people who have helped you along the way, and don't forget to lift someone up” —Roy T. Bennett

bringshergreatdelight.Sheloveswhatshedoes.Shealsoenjoysattendingplays,lectures,operas andconcerts.Inthelast2monthsshehasseenfourwonderfulBroadwayplays,2concertsat CarnegieHall,'Rigoletto'operaatTheMet,andissogratefultobeabletoexperiencetheminperson oncemore.

Suehasalsogonebacktoheractingrootsandjoinedtwotheatreorganisationswhereshemeetsonce aweekandperformsonZoom.Itisawonderfuldistractionfromwork-relatedconcernsandfuelsher creativeenergy

ALeaderNeedsEntrepreneurialSpirit

Makingdecisions,hiringtherightpeople,takingtheinitiativewhenyou'recertainit'stherightpath, andlisteningtoyourintuitionareallimportantqualitiesofagreatleader.Peoplenaturallytakethe roadthatappealstothemthemost.Whilesomepeoplearecontenttobeinemployeerolesandto followtherulesattheirdayjobs,othersaspiretobeanemployerorownerwhocreatesorimposes rules.Suethinksitisalwayscrucialtohaveacertainamountofentrepreneurialspirittosuccessfully operateafirm.One'sabilitycanresultinbothbigandsmallvictoriesthatpayoffinthelongrun,and therearealwaysrisksandbenefits.

"A great leader must have a passion for what they do, to believe in themselves, to never be afraid to speak up or make a decision, and most importantly, to never give up."____saysSuePhillips.

FuturisticAdvice

Sueadvisestheupcominggenerationoffemaleleaderstoalwaysfollowtheirideasandhobbies whilealsotakingpleasureinactivitiesthatcouldonedaybecomeabusiness.Ifyouhavethechance, itisadvisabletogaincorporateandbusinessexperiencefirstinordertograspbusiness fundamentals,buildbusinessacumen,andcreateplansthatwillserveyouwellinthelongrun.In lightoftheforegoing,constantlypaycloseattentiontodetailsandpossessthecouragetoholdfirm inyourconvictionswithoutalienatingco-workersinthepursuitofyourgoals.

Be nice to people on your way up because you'll meet them on your way down” __Wilson Mizner

Playwright, Entrepreneur

Phot o cr edits: Neil T an dy

lesserquality.Wearecurrently consideringdifferentstrategiesthat rangefromsocialfranchisingto openingheadquartersinother cities/countries,andevenpiloting someofthemtofindoutwhatthe rightfitisforustoensureeconomic sustainabilitywhilemaximizing impact.

Inparallel,wealsoneedtoestablish long-termrelationshipswithresearch institutionstoproperlyand scientificallytrackourlong-term impact.

Insummary,weneedtofindtheright scalingmodelthatensuresboth financialsustainabilityoftheproject andhighqualitydelivery,resultingin thedesiredkindofimpactonour beneficiaries.

Haveyoubeenexposedto competitionintheindustry?Ifso, telluswhatmakesthecompany differentfromitscompetitors?

Toourknowledge,nootherventure offershigh-quality,field-tested materialsforeducatorstoteach STEMinSpanishwithaninquirybasedmethodologylikeus.

Elesapiens(elesapiens.com)isa venturethatoffersamethodologyto teachSTEMbasedononline materials,andalignedwiththe curriculum,butitdoesn'thavea practical,experimentalfocus.Intheir approach,studentsarepassive

receptorsofinformation,whereaswe trainteachersandprovidethemwith accesstoresourcesthatallowthemto easilyimplementhands-onscientific activitiesinaclassroomsetting, usingdailymaterialsobtainedata veryreducedcost.

Morethan18,000studentswhohave experiencedouractivitiesinperson havebenefitedfromourmethodology andresources.

Tellusaboutyourvisionforthe company.Howdoyouensurea cultureofintegrityandinnovation inthecompany?

OurlatestinnovationistheEscuelab platform,whichgiveseasyaccessto onlinematerialsthatarethe digitalizedversionofourproven methodologytoteachinquiry-based scienceinprimaryschool.

Theinnovationherereliesongiving teachersaccesstoourhighquality, field-testedlearningmaterials.These areveryeasytoimplementinthe classroom,sincetheyincludelesson plans,studentworksheets, experimentvideos,step-by-step instructions,andsuggestionsfor additionalactivities,testing,etc. Theyrequireeasy-to-obtain, affordablematerials.Overall,ittakes teachersasmuchtimeandeffortto implementourinquiry-based methodologyasitdoestoteacha "regular"class.

Wearenotawareoftheexistenceof otheronlineteacher-training platformsorlesson-planrepositories offeringthistypeoftestedcontent.

Moreover,ourplatformhasalsobeen provenusefulinsupportingteachers inensuringpedagogicalcontinuityof STEMlearningwithpupilsstudying onlinefromhomeormaintaining socialdistancingduringtheCOVID19pandemic.

Weenvisionusingthisplatformasa meanstoreachallSpanish-speaking

childrenintheworld,ensuringthey getaccesstoahigh-qualitySTEM educationregardlessoftheirsocioeconomicbackground.

What'sthegreatestriskyou've takenasaprofessional?

ThefoundingofEscuelab,whenI wasfinishingmyPhDwithvery goodpublicationsandtheprospects ofstartingasuccessfulresearch career,butinsteadIdecidedtogive theprojectashotanddevote1year toworkingfulltimeonit.Therisk wasworthitand,8yearslater,the businessisstillup,runningand growinginsizeandimpactdespite thepandemic.

Howdoyoubalanceworkandlife responsibilities?

Imustadmit,beingthefounderofa stilldevelopingbusinessmeansthe balancetipsmoreoftenthannot towardswork.However,Itryto scheduleofftimetoexerciseandbe withmyfamily,andfriends,andI makeitapointtotakeatleasttwo fullweeksoffinAugust(our"low" season).

Whatadvicewouldyougiveto emergingentrepreneursand enthusiastsconsideringacareerin anindustry?

Iwouldadvisethemtoidentifytheir weakpointsandsurroundthemselves withteammemberswhoarestronger thantheminthoseareas.Iwouldalso tellthemtokeeptheireyesandears openandarewillingtoconstantly

OverthecourseofEmmaBanks' career,shehasseamlessly transitionedfromindependentsto largeglobalhospitalitycompanies. ShejoinedHiltonin2019witha missiontomakethecompanythe clearleaderinF&B.Inthisshort time,shehasmadeabigimpact, bringingexceptionalF&Btalentinto thebusinesswhilebeingactively involvedinHilton'svariousdiversity initiatives.

Emmarecognizesthecritical responsibilitythatF&Bplaysin protectingtheplanetandhasbeen involvedininitiativestoreduce single-useplastics,trackfoodwaste, andsourceingredientslocally.Emma isalsoarolemodeltowomeninthe industry,ranking#1inCaterer MiddleEast's"2020Womenin F&B"PowerList.Attheendof 2020,EmmawaselectedaMember oftheBoardofGovernorsand MemberoftheBoardofthe AcademicCommitteeofDubai CollegeofTourism(DCT)andin 2022,shewasselectedtobeoneof HSBC's"75FacesoftheUAE".

EmmaholdsaBachelor'sDegree fromLeedsUniversity.

OBelowarethehighlightsofthe interviewconductedbetweenWorld's LeadersandEmmaBanks:

Canyoutellusalittleaboutyour journeypriortostartingyour professionaljourney?

IwasborninMalaccaandraisedin Malaysia,attendingboardingschool inPenangatsixyearsofage.Iwas anall-rounderratherthanan academicatschool,excellingin sportswithaparticulartalentfor tennis.Summerswerespentvisiting familyinruralWales,whereIlearnt to'graft'throughaseriesof hospitalityjobswhichtaughtmethe valueofmoney.Irecallmy excitementwhenIcouldeventually affordtobuymyselfanArthurAshe aluminiumtennisracket,andmy delightoncourtwhenallmy opponentsusedwoodenones.I supportedmyselfthroughuniversity inLeedswiththreejobs:cocktail bartending,pullingpintsinapuband waitressinginacafé.Sufficeittosay thatmyexperience"atthecoalface" ignitedmypassionfortheindustry.

TellusaboutHilton.

Hiltonisaleadingglobalhospitality companywithaportfolioof18 world-classbrands,comprising nearly6,900propertiesandnearly 1.1millionrooms,in122countries andterritories.Dedicatedtofulfilling itsfoundingvisiontofilltheearth withthelightandwarmthof hospitality,Hiltonhaswelcomed morethan3billionguestsinitsmore than100-yearhistory,earnedatop spoton Fortune's 100Best CompaniestoWorkForlistandbeen recognizedasagloballeaderonthe DowJonesSustainabilityIndicesfor fiveconsecutiveyears.

Whatarethecompany'sprimary offerings?

WhileHiltonisprimarilyknownfor itsrooms,foodandbeveragearean importantpartofthecompany's operations,andwehavea103-year historyofpioneeringculinary innovations,fromtheinventionof theWaldorfsaladtotheworldfamousRedVelvetCake.

Whataboutthesectorinspiredyou tojoiningit?Andhowdoyou continuetogrowanddevelopasa leader?

Thereisasenseofsatisfactionand camaraderiefromalongday"onthe floor"thatonlycertainindustriescan giveyou.Whenyouworkina restaurantorabar,youplayapivotal roleinyourcommunity—andmy passionwasignitedbythewaythat youcanchangesomeone'sday throughofferinggenerous,heartfelt hospitality Whenyouchoosethe trade,orratheritchoosesyou,you automaticallybecomeapartofa globalcommunity.Ipersonally choosetoworkwithfellowindustry peerstoadvanceimportantinitiatives forthebettermentofthewhole–valueswhichinformmyleadership style.Inmystrategyand developmentrole,Iconstantlydraw frommyyearsofoperational experiencetohelpinformcreative andempathicthinking;the resourcefulnessthatyoulearnina dynamiccustomer-facing environmentiseminently transferable,especiallywhen managingmultiplestakeholders.I voraciouslyconsumeourtradepress, Itakeanaviddailyinterestinthe marketandwhatourcompetitorsare upto,especiallyintheareaof

innovationandsustainability.Ilean onindustryexpertstooutlinefuture trends,andIalwaysmakesureItake myteamalongfortheride.

Describewhoyouareasaperson, insideandoutsideofthe workplace.

Iamabigbelieverinnotbeing afraidtobeyourself,andIamvery luckytoworkforacompanythat encouragesyoutobringyour "authenticself"towork.Itis acceptabletohaveyourownstyle andapproachaslongasitis respectfulofyourenvironment,

culture,orworkplace-infact,I believeitfrequentlycommands respect.

Oneofmyfavouritesayingsis"be thepersonyourdogthinksyouare'–soIstrivetobefair,fun,kind, caring,hard-working-Iguessmy dogswillhavetobethejudgeof that!

Tellusaboutyourroleand responsibilitiesasVicepresident?

IambasedatHilton'sMEAArea OfficeinDubai,whereIleadF&B strategy,aswellasconceptand

productsolutiondevelopmentand implementationacrossEurope, MiddleEast,andAfrica.Inaddition, Ioverseethesourcingand managementofthird-partyrestaurant brandandoperatorrelationshipsto supportHilton'stradingandfuture pipelineofhotelsacrosstheregion.

Whataboutthecultureandvalues resonatewithyou?

Hiltonisdrivenbyamissiontobe themosthospitablecompanyinthe world—bycreatingheartfelt experiencesforguests,meaningful opportunitiesforteammembers,high valueforownersandapositive impactonthecommunitiesinwhich theyoperate.Itisitsculturethat drivesitsgrowthanditsimpactworkingforacompanythatplaces people,planet,andprofitonanequal footingisadailyinspirationforme.

Whathasbeenthemostsignificant barrierinyourcareer?

Likemanyotherpeople,adjustingto andleadingmyareaofbusiness throughthepandemicwas immenselychallenging.Ihadtodig deepandempowermywonderful team.

Whatisthehappiestpartofyour dailyroutine?Howdoyoubalance workandprofessionallife?

IamveryluckyinthatIbothworkto liveandlivetowork.IlovewhatI do,andIderivegreatjoyfrom workingwithmyfantasticteamand thewidernetworktodrivethe company'svision.

Thatsaid,IamatmyhappiestwhenI amwithmydaughterLilyandmy husbandJon—andourever-growing menagerieofrescuecatsanddogs.

Asforbalance,anyonewhoknows meknowsthatIfindmyinner'chi' onaspinbikeatahundredmilesan hour.

Whatarethemostimportant attributesofsuccessfulleaders? AsWarrenBennisfamouslysaid, "Leadershipisthecapacitytoturna visionintoreality".Youcan'tdothat unlessyousurroundyourselfwith toptalentandallowittoflourish.The qualityofyourleadershipisthen determinedbythestandardsyouset foryourself;youhavetowalkthe walkasarolemodel.Aleadershould notdictate,butratherprovidea

cultureofsupport,encouragement, recognition,and,ofcourse,discipline –governedbyempathyandthe desiretodotherightthing.

Whatadvicewouldyougivetothe nextgenerationoffemaleleaders? Haveconfidenceandtrustthatyou haveearnedyourseatatthetable-if youaregivenanopportunity,grabit, youwereofferedtheopportunityfor areason. Surroundyourselfwith greatpeople,empowerthemand alwayshaveaplan.

Leveraging Her Expertise to Create a Brighter Future

oniqueJeanne orrowM M

Monique Jeanne Morrow is the Senior Distinguished Architect, Emerging Technologies at Syniverse, where she focuses on how emerging technologies, such as blockchain, quantum security, data privacy and ethics, and the metaverse, may create new business prospects. Monique uses her skills in these areas to help build a brighter future as an advocate of Tech for Good and inclusive data policy.

She is a TEDx Speaker and one of Forbes' top 50 Women in Technology in 2018. Monique is also included in the book “Women Know Cyber, 100 Fascinating Females Fighting Cybercrime”, edited by Steve Morgan and Di Freeze. Monique is also a member of WiCyS, which stands for Women in Cybersecurity.

Monique Morrow President & Co-Founder

Belowarehighlightsoftheinterviewconductedbetween World'sLeadersandMoniqueJeanneMorrow:

Describewhoyouareasaperson,insideandoutsideof theworkplace.

Asaperson,Ihaveaninsatiablecuriosityabouttechnology anditspotentialforcreatingvalueforbusinessesandfor society Tothispoint,Iamanavidreaderandwillread multiplebookssimultaneously."TechforGood"ismore thananassertionbutatenetthatIadhereto.Ienjoysports andamamemberoftheZurichRowingClubinZurich, Switzerland.Ialsobelievethatlearningislifelong.I receivedmythirdmaster'sdegreein2019,MScin BlockchainandDigitalCurrency.

Describeyourbackgroundandwhatdidyoudobefore youstarted/joinedthecompany?

Ihaveaneclecticbackgroundandhavebeeninthetech

spaceforover25years.Ihaveworkedatvarious companiesandhavebeeninthestart-upcommunity.I joinedSyniverseTechnologiesonMarch3,2020.It'sbeen anexcitingjourneyoverall.

Tellusabouttheinceptionofthecompany.Howdidit allstart?

Syniverseacceleratesthepromiseoftheintelligently connectedworld.Ourpioneeringplatformstransformhow informationisexchanged,soourpartnersandcustomers canunlockthefullpowerofcommunicationstechnology Urgentalerts.Criticaltransactions.Personalizedmessages. Alldeliveredimmediately,reliably,andsecurely,billionsof timesperday. We'vebeenacatalystoftheconnectedworld formorethan30years,servicemobilecompaniesandlarge enterprises.

https://www.syniverse.com/about

Whathasmadeyousuccessful?Whatdoyouvalue?

Successiscontextual. Successcantranslatetoaqualityoflifeandwitnessingthe impactyouhaveonothers.Ivaluemyfamily,friends,andthefragileenvironment weshare. IvaluetheprinciplesofDiversity,Equity,andInclusion[DEI];and Environmental,Social,andGovernance[ESG]notaschecksonalistbutastenets thatarecoretoanorganization'sculturethatarefoundationaltodigital transformation. Ibelieveingivingbacktosociety,hencethenon-profit organizationIco-founded,TheHumanizedInternet,whichfocusesondigital identityandtechforgood:

https://thehumanizedinternet.com/.

Whatarethemostimportantaspectsofacompany'sculture?Whatprinciples doyoubelieveinandhowdoyoubuildthisculture?

Theremustbeaspiritoftrustandtransparency,orwhatIcallthe“twoT's”. Trust iscriticalincreatinga"safe"spacefromwhichpeoplecandebateopenly Wecall this"Debate,Decide,Do!"atSyniverse. Transparency,sothatourcolleagues understandourcorporatestrategiesandfeelthatweareallcriticaltotheexecution ofthesestrategies. Whatistoxictoacultureispassive-aggressivebehaviour. It's importantthatweallengagepositivelytogether.

Whatisthesignificanceofinnovativeideasinthecompany?

Innovationcancomefromanyoneanddoesnotnecessarilymeanthecoolest technologiesintheindustry Thinkabouttheinnovationinremovingfrictionina processandtheimplicationstherein.Acultureofinnovationallowspeopletomake suggestionsonwhatwilldelightcustomers,enableoperationalexcellence,and,in general,beinclusive.

Giveusyouropinionon;doorganizationsrelyheavilyonindividualheroicsor teamprocesses?

IndividualheroicsarenotsustainableIt'sateamsporthere,andthereforeteam processesarepivotal.However,itmaynotbeenoughto"playyourposition,"You mayneedtodiveinbecauseitmakesbusinesssensetodoso.Thisshouldbethe exceptionandnotthenorm.Furthermore,theindividualrisksburnoutandthe organizationsuffersinthelongterm.

WhatareyourresponsibilitiesasDirectorofthecompany?Whatisthe happiestpartofyourdailyroutine?

IamaSrDistinguishedArchitectwhichtranslatestoaSeniorDirector. Oneofthe keyresponsibilitiesthatIhaveisworkingacrosstheorganizationtoidentifyhow anemergingtechnologycanenableourproduct/servicepipeline. Customer interactionsarepartofthisfunction. IenjoywhatwecallatSyniverse,"imagining thepossible"withmycolleagues. Itistrulyexhilarating!

Whatadvicewouldyougivesomeonegoingintoaleadershippositionforthe firsttime?

Whetheryouareanindividualcontributororapeoplemanager,leadershipmeans acceptingaccountability Thisdistinctioniscriticalaswemustownouractions andtheimplicationsofouractions. Assumingriskmustbebalanced. Doing nothingisNOTanoption.

Crossing the UNSEEN BARRIERS

ManyCEOswhoprioritizegender diversityaredissatisfiedwiththeir efforts.TheseCEOssetaspirational targetsforthepercentageofwomen inleadershippositions,insiston diversecandidatelistsforsenior positions,andcreatementoringand trainingprograms.Theyandtheir businessesinvesttime,resources, andgoodwillininitiativestocreatea morerobustpipelineofupwardly mobilewomen,yetnothingactually transpires.

Theissuewiththeseleaders'methods isthattheyignorethefrequently delicateprocessofgrowingtoregard oneselfandothersasleaders.Being givenaleadershipposition,learning newskills,andmoldingone's personalitytofitthedemandsofthat positionareonlyasmallportionof whatittakestobecomealeader.It entailsasignificantidentitychange. Whenorganizationsadvisewomento activelyseekleadershippositions withoutalsoaddressingpoliciesand practicesthatindicateamismatch betweenhowwomenareperceived andthetraitsandexperiencespeople prefertoassociatewithleaders,they unintentionallyhinderthisprocess.

Alargeamountofresearch demonstratesthatforwomen,the subtlegenderbiasthatenduresin businessesandsocietyundermines thelearningloopthatisatthecoreof becomingaleader(see"Further Reading").Theanalysisalsosuggests someactionsbusinessesmighttake tomaketheissueright.Findingand fosteringthe"correct"competences andtalentsinasocialvacuumis insufficient.Evenifshedoesn'tlook oractlikethepresentgenerationof seniorexecutives,theenvironment

mustsupportawoman'sdesireto leadandraisethepossibilitythat otherswouldacknowledgeand supportherefforts.

Itcanbedifficultforwomento integrateleadershipintotheirbasic identitiessincethereissomuch culturaldisagreementregarding whether,when,andhowwomen shouldexercisepower.Practicesthat linkleadershipwithactionsthatare morefrequentlyseeninmensuggest thatwomenarenotnaturallysuited toholdleadershippositions. Furthermore,whengiventhechance tolead,strongmenwouldsupport andsponsorotherguysbecauseit's humannaturetogravitatetoward thosewhoaresimilartooneself.

Sometimesittakesstrongwomento seethatpotentialinwomenbecause itsometimesmanifestsitselfinless traditionalways,suchasbeing receptivetoclients'needsratherthan adamantlystatingone'sopinion.But strongwomenarehardtocomeby.

Evenwhenthereisnodeliberate discrimination,subtle,"secondgeneration"workplacegenderbias canpreventallofthewomenina companyfromdevelopingtheir leadershipidentities.Duetothe underrepresentationofwomenin seniorroles,thestatusquois maintainedbyencouragingand supportingmaleleadership aspirations.

The No Question Gender Bias in Women's WORK LIVES

FayeCrosby,asocial psychologist, discoveredastartling occurrencemorethan 25yearsago:the majorityofwomen denyexperiencing genderdiscrimination, evenwhentheyareawarethatithappensto womeningeneralanditisobjectivelytrue.

Manywomenhavemadegreateffortsto removegenderfromthepictureandjustbe recognizedfortheirabilities.Furthermore, thepresenceofgenderprejudicein organizationalpracticesandrulesmayimply thatemployeeslacktheauthoritytodecide ontheirownsuccess.Whenquestioned aboutpotentialbarrierstoadvancementfor womenintheirorganizations,theyrespond:

“It'snothingovert.Ijustfeellessofa connection,eitherpositiveornegative,with theguysIworkwith.SosometimesIseem tohavedifficultygettingtractionformy ideas.”

“Ilookaroundandseethatmymale colleagueshaveP&Lresponsibilityand mostofusareinstaffroles.Iwasadvisedto makethemovetoastaffroleafterthebirth ofmysecondchild.Itwouldbeeasier,Iwas told.ButnowIrecognizethatthereisno pathbacktotheline.”

“Myfirmhastheverybestintentionswhen itcomestowomen.Butitseemseverytime aleadershiproleopensup,womenarenot ontheslate.Theclaimismadethattheyjust can'tfindwomenwiththerightskillsetand experience.”

Theideathatgenderbiasdoesnotexistin thesewomen'sprofessionallivesisrefuted bythesestatements.Intentionalexclusionis notnecessaryforsecond-generationbias, nordoesitalwaysresultinimmediateharm

toanyparticularperson.Instead,itfostersanenvironmentwhere womenareunabletogroworrealizetheirfullpotential—something like"somethinginthewater."Theseinstancesreflectworkstructures andpracticesthatdisadvantagewomen,suchasfeelingless connectedtoone'smalecoworkersandbeingurgedtotakeastaff positiontoaccommodatefamilyobligations.

Whensecond-generationbiasisn'tunderstood,peoplerelyon stereotypestojustifywhywomenasawholehaven'tsucceededin achievingparitywithmen:Iftheycan'tgettothetop,it'sbecause they"don'task,""aretoonice,"orjust"optout."Thesemessages implythatsuccessfulwomenaretheexceptionratherthantherule andblameunsuccessfulwomenfortheirownmistakesfornotbeing forcefulordedicatedenoughintheirwork.

Womenwhoareawareofthesubtleandwidespreadconsequencesof second-generationbiasreportfeelingempoweredratherthan victimizedsincetheyareabletodosomethingaboutit.Whenthey arequalifiedbuthavebeenpassedoverforleadershippositions,they mightsubmittheirnames.Theycanlookforsponsorsandother peopletohelpthemgrowinsuchrolesandsupportthem.Theycan bargainforemploymenttermsthatsuittheirneedsaswellasthe performancestandardsoftheiremployers.Womenfinditsimplerto "leanin"whenthereissuchunderstanding.

Hinish Vice President IBM

Sheri

SHERI HINISH

Creating Change that is Impactful, Equitable, and Responsible

Sheri Hinish loves highlighting sustainable innovation, insights that challenge conventional thinking, and diverse people across global supply chains who are underrepresented in STEM and supply chains. She hosts a top podcast called the Supply Chain Revolution, exploring how we can use circularity, sustainability, inclusive leadership, and technology to design a better world. Companies featured include Microsoft, SAP.iO, Ellen MacArthur Foundation, Pyxera Global, Roundtable for Sustainable Palm Oil, Rheaply, Infor, IBM, Starbucks, and many more.

Belowarehighlightsoftheinterview conductedbetweenWorld’sLeaders andSheriHinish:

Describewhoyouareasaperson, insideandoutsideoftheworkplace. Iamsomeonewhoisincrediblydriven bypurposeinallthatIdo.Mypurpose issimplytomakeameaningfulimpact ontheclients,colleagues,partners,and communitiesIserve.Ihelpcustomers designandbuildsupplychainsofthe futurethatempowerthehuman experience,strategicallychampion stewardship,andcreatechangethatis impactful,equitable,responsible,and profitable.WhenIamnotworking,I am...spendingtimewithmy3kidsand husband,walkingoutdoors,gardening, andcooking.

Describeyourbackgroundandwhat didyoudobeforeyoustartedor joinedthecompany?

Colleaguesandclientsaffectionately callmethenickname"SupplyChain Queen."I'mrecognizedasatrusted advisorthatcompaniesconsistently leverageforstrategyandaunique pointofviewinsupplychain, sustainability&theSDGs,talent+ organizationalchangemanagement, diversityasabusinessimperative,and strategyindigitaltransformations.

Ihavespentover17yearsleadingand influencingtransformationsasa practitionerandconsultantforFortune 500clientsinconsumer,technology, industrial,anddisruptiveinnovationin e2eprocessesandproductdesign.

Iamarebelandaneternalstudentwho lovestobringoutthebestinpeople. I'vemadeacareerofsimplifyingthe complex,rethinkingsupplychain strategyandcustomerexperience.I hostatoppodcastthatevangelizesthe futureofsupplychainscalledthe "SupplyChainRevolution."Myvision istochangetheworldthroughshared purpose,sustainablesupplychains, circularity,andbuildingtechnology groundedintheprinciplesof sustainabledevelopment.

BeforejoiningIBM,Iservedasa sustainabilityandsupplychainleader foranumberofglobalbrands.Ialso foundedSupplyChainRevolution,a podcastthatsharesstoriesofpurpose andsustainabletransformation, innovation,andprovocativepointsof viewthatchallengeparadigmsfor progress.

Tellusabouttheinceptionofthe company.Howdiditallstart?

IBMisaleadingproviderofglobal hybridcloudandAIservicesand consultingexpertise.Wehelpclientsin morethan175countrieswithinsights fromtheirdata,streamlinebusiness processes,reducecosts,andgaina competitiveedgeintheirindustries.

Earlierthisyear,IBMConsulting officiallylaunchedourSustainability Servicesoffering.Ourteamofleaders andconsultantsworkwithbusinesses todevelopsustainabilityroadmapsthat gobeyondcompliancetomeetboard andconsumerexpectations;implement aholistic,responsiblecomputing platformbasedoncloudandAI;and operationalizesustainabilityby incorporatingdataandautomationinto dailyworkflows.

Whathasmadeyousuccessful?

Whatdoyouvalue?

Myworkethic,determination,and passionforworkhaveallledtomy success.Ithinkit'salsomyloveof learningandabilitytochallenge traditionalparadigmsofworkthatset meapartfromothersandisoneway thatI'veachievedsuccess.

Itrulyvaluemyrelationships—in particular,myrelationshipswithmy family,friends,teamandpeersin sustainabilityandsupplychain.My relationshipsbringmejoy,theykeep meinformedandtheyhelpmegeta betterviewofwhatthelatest challengesandbestpracticesarethat wecanimplementonourjourneyto becomemoresustainable.

Whicharethemajorservicesofthe companyandhowdotheythe companytogetaheadinthe competition?Whatvalue-added servicesdoesthecompanyprovide? IBMConsultingSustainability Servicesguidesclientsfromstrategyto executiontobecomeasustainable enterprise.IBMhelpsembed sustainabilityintoanorganization's operationsandcultureacross transparentsupplychains,ESG reportingandfinance,responsible computingandgreenIT, decarbonizationandcleanenergy transition,climateriskassessmentand adaptation,andmostimportantly, puttingthehumanexperienceand planetaryhealthatthecenterof transformativechange.

Whatisthesignificanceof innovativeideasinthecompany? InnovationisatthecoreofwhatIdo eachday.Isurroundmyselfwitha teamofdiversethinkerswhoare passionateaboutsustainabilityand howIBMConsultingcanhelp companiesdrivemeaningfulchange whilenotlosingsightofachieving theirbusinessgoals.

Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?

Ireallythinkthatitdependsonthe organization.Ibelievethatindividual heroicsarenotthekeytolong-term success.Youneedtohaveanengaged teamandaclearvision,alongwith processesinplacethatcanhelpyou achievesuccessasaunitratherthana singularperson.

Whatareyour responsibilitiesasthe Founder/CEOofthe company?Whatisthe happiestpartofyourdaily routine?

Icurrentlyleadsustainability servicesandalliances globallyforIBM.Myjobis toserveanddeliver differentiatedvalueand impactforourclientswitha breadthofofferings,strategic alliances,research,worldclasstalent,andethical innovationtobuilda responsible,equitable,and circularworld.Thehappiest partofmydailyroutineis wakingeachmorning knowingIamdoingexactly whatIwasputonthisearth todo!

Whatadvicewouldyougive someonegoingintoa leadershippositionforthe firsttime?

Neverstoplearning.Beinga leaderdoesn'tmeanalways havingalloftheanswers.A greatleaderlistenstotheir teamandlearnsfromthem, regardlessofhowjunioror seniortheymaybe.