MOST INSPIRING BUSINESS LEADER 2024
Ari Blum Founder and CEO, Clover Learning
Annika Mohlin Coach and Consultant, GrowU
Beth Miller Executive Director, Creative Education Foundation
Kesha Carter Chief Diversity Officer, Coordinated Care Services, Inc. (CCSI)
Lauren Morton VP Business Operations, Science Exchange
Tara Mogan Founder & Owner, iMarketeur & Co-Owner, e-Beach Wagon
Chief Product Officer & Co-Founder, Pairpoint by Vodafone IoT & DAB
Creative Consultants
Charlie Jameson
Louis Bernard
Managing Editor
Sarath Shyam
Branding & Marketing Partnerships
Jennifer Anderson
Monica Davis
Jessica Edword
Consultant Editors
Dr. John Andrews
Emma James
Andrew Scott
Sabrina Samson
Editorial Enquiry admin@cxooutlook.com
Naomi Wilson
Stanly Lui
Steve Hope
Keith Alexander
Anna Elza
Stephen Donnell
Susan Miller
Partnerships Enquiry admin@cxooutlook.com
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Leadership lessons often come from unexpected places. Take a moment from my morning routine—my toddler trying to build a block tower higher than himself. Each time it tumbles, he doesn’t give up. He tweaks his approach, shifts a block, steadies his hand, and tries again. It’s a simple reminder: true leadership isn’t about perfection; it’s about resilience, adaptability, and the courage to build something meaningful, block by block.
In this issue of CXO Outlook Magazine, we celebrate the leaders who embody these traits—the Most Inspiring Business Leaders of 2024. These are the people who don’t just guide their organizations to success; they drive change, embrace innovation, and leave their mark on industries and communities alike.
What sets them apart? It’s not just their vision but their ability to inspire others to dream bigger. They see opportunity where others see dead ends. They use
challenges as stepping stones, not stumbling blocks. And they remind us all that leadership is more than a title—it’s a mindset.
One standout example is David Palmer, a digital innovator who’s blazing trails in the metaverse through his work with Vodafone’s Digital Asset Broker (DAB) platform. David’s ability to marry cutting-edge technology with practical business solutions is a testament to the bold thinking that defines this year’s honorees.
And he’s not alone. Across sectors—be it technology, healthcare, finance, or sustainability—leaders are redefining what it means to succeed in today’s world. They’re championing equity, reshaping workplace cultures, and reminding us that businesses thrive when they serve not just shareholders, but everyone they touch.
As you explore their stories, ask yourself: What kind of leader do I want to be? Leadership isn’t reserved for boardrooms; it’s in every decision we make, every team we guide, and every dream we pursue.
So grab a cup of coffee, dive into this issue, and let these stories inspire you to build, adapt, and lead with purpose. Because if a toddler can teach us about resilience, imagine what the visionaries featured here can spark in you.
Enjoy the read—and maybe, your next leadership “block tower” will rise a little taller.
Sarath Shyam
CHIEF PRODUCT OFFICER & CO-FOUNDER, PAIRPOINT BY VODAFONE IOT & DAB
Revolutionizing Healthcare Education Through Learner-Focused Solutions Founder and CEO of Clover Learning
Annika Mohlin, Coach and Consultant, GrowU Empowering People to Reach their Full Potential
Implementing Effective DEI Strategies that Drive Meaningful Change
Kesha Carter, Chief Diversity Officer, Coordinated Care Services, Inc. (CCSI)
Driving Operational Excellence Through Dedication & Teamwork
Lauren Morton, VP Business Operations, Science Exchange
Driving Sustainable Change in the Marketing & Beach Industries
Tara Mogan, Founder & Owner, iMarketeur & Co-Owner, e-Beach Wagon
Want to Sell or find Investor for your Business?
CHIEF PRODUCT OFFICER & CO-FOUNDER, PAIRPOINT BY VODAFONE IOT & DAB
As Director of Leader Communications at World Vision International, a child-focused Christian humanitarian organization, Kristin Ebanks positions executives, including the President and CEO, to grow their influence and authority with internal and external audiences. With 20 years of experience at international non-governmental organizations, she thrives on turning communications challenges into growth opportunities to guide leaders to excellence. Her broad expertise in change management, personal branding, strategy, publications and thought leadership has transformed the leadership styles of those she works with to leave meaningful legacies.
Recently, in an exclusive interview with CXO Outlook Magazine, Kristin shared her professional trajectory, insights on the significance of diversity and inclusion, the secret sauce behind her success, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi David. Please tell us about your background and areas of interest.
I have spent 25 years in telecommunications innovation and technology working on projects to introduce broadband, 3G, 4G, FTTP and IoT. For the last 10 years I have been involved in blockchain with focus on the application of this technology to enterprise. My current role as CPO of Pairpoint combines both these streams of experience as the platform we created is both enterprise and Web3.
What do you love the most about your current role?
The role enables me to combine cellular capabilities with Web3 and AI to help businesses to create new revenue streams from IoT device to device and device to infrastructure transactions and payments. There are forecast to be 70 billion IoT devices in operation in the next 5-7 years, and over 5 billion will be transacting with each other. The convergence of IoT, Web3 and AI will be key critical success factors for businesses to realize this opportunity, and my role gives me the opportunity to be at the ‘cutting edge of the convergence’, but with firm focus on business value added new digital product innovations.
What are the biggest challenges facing the product team, and how are you addressing them?
The market is moving fast, and the traditional processes are not proving responsive enough, as inherently high risk needs to be incorporated into the models given the products are new products for a new market.
There is also sometimes a blur between platform and product, where traditional products have a more structured route to development and market, but where the product is a platform, this is more complicated, and a new approach is required.
How do you stay ahead of market trends and customer needs, and what role does customer feedback play in shaping your product roadmap?
There are 2 streams to the approach:
1. Is to ensure that we are aware of technology and innovation and to ensure that value potential value from new platform/ technology capabilities are fed into the product development lifecycle. In some cases, this can lead to first mover advantage, but the risk is in some cases you need to make the market.
2. Customer and market feedback helps to calibrate the timing of new features with demand to optimize parameters for product market fit.
To keep ahead in the market both streams needed to be blended into the approach.
What role does AI/ML and emerging technologies play in your product strategy?
Supply of Data for AI Models
Our product provides capabilities to enable the sale of IoT device data and services across industry ecosystems. With over 70 billion devices forecast to be generating data by 2034 and over 5 billion of them transacting it there is a direct link with the data required for AI models. Our platform and associated products will provide Ai agents with automated market making capabilities for the sale of
The market is moving fast, and the traditional processes are not proving responsive enough, as inherently high risk needs to be incorporated into the models given the products are new products for a new market.
IoT data, and the automated contracts and payments orchestration for the sale into AI models.
AI Agents and Algorithms for Monetizable Events
There is sometimes a premium value on data where it is consumed near real time. For example, real time fleet spare capacity can be sold to suppliers of goods who have real time demand to delivery to the same destination. We have developed monetizable event algorithms which are able to detect a monetizable event and use an AI agent to link with demand. We expect that the link between AI and IoT will continue to grow as AI will not only add intelligence to the data generated, but also be a key part of the new dynamic intelligent market making.
Is there a particular person you are grateful for who helped get you to where you are?
There are several inspirations in my career but one of the main ones was Steve Jobs who combined real vision and innovative technology but packaged it in a way which was convenient and easy to use. We are still benefiting today from these innovations, and I think this set the blueprint which I follow today which is “we can bring the future now, we just need to challenge ourselves to see it, then work to bring it to life in a way that users can easily use now”.
What does the term “authentic leadership” mean to you?
To me It means leadership which reflects a leaders’ vision, values, approach, and beliefs.
What are some of your passions outside of work? What do you like to do in your time off?
I am part of the Web3 community, and this takes a lot of my time outside of work. I very much like music and play the piano at every opportunity,
My biggest goal is for one of the platforms associated with my ideas and innovation to be a global leader bringing added value globally and making a difference to developing countries and their populations
as well as traveling. I also believe in the importance of health and exercise and diet play a key role in my everyday routine.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is for one of the platforms associated with my ideas and innovation to be a global leader bringing added value globally and making a difference to developing countries and their populations.
There are still 1.7 billion people with no access to financial services and limited access to business opportunities, despite the internet removing some geographic barriers. The creation
of platforms and products which can redefine the boundaries of opportunities and make a difference to the current geographic and socio-economic status quo are part of my long-term goals.
What advice do you have for professionals who are just starting out?
Develop your core product skill sets.
Keep an open mind and be open to new ideas and approaches.
Keep your knowledge current and up to date.
Keep up to date with the market, market trends and the channels to market and social media and other channels can develop quickly.
Be open to innovation.
Ari Blum, Founder and CEO of Clover Learning, saw a gap in the healthcare education space during his time in radiology and interdisciplinary studies. Healthcare professionals, especially those in diagnostic imaging, often struggled to access high-quality, easy-to-digest educational resources. Traditional options lacked the flexibility and engagement needed for busy professionals. Blum knew there had to be a better way.
"I saw an opportunity to leverage technology to close that gap," he explains, "by creating a platform that offered a more immersive, flexible, and comprehensive learning experience." That vision led to the creation of Clover Learning,
a video-based learning platform designed to be accessible anytime, anywhere.
In the early days, Blum faced challenges common to startups—securing funding, building the right team, and developing the necessary technology infrastructure. Breaking into a competitive market dominated by established players was another hurdle. But, as Blum recalls, "We stayed laser-focused on delivering value through high-quality content and innovation." By starting small and collaborating with industry experts, Clover Learning built courses that quickly gained recognition for their quality.
One of the company’s major breakthroughs came when they secured partnerships with prominent healthcare institutions like MD
Ari Blum FOUNDER AND CEO OF CLOVER LEARNING
not only validated the platform but also fueled its growth. More recently, Clover Learning launched its institutional license program, making it easier for healthcare organizations to adopt the platform for employee training and continuing education.
By partnering with healthcare institutions and experts, Clover Learning ensures that its content is always up-to-date and aligned with current industry needs
What truly sets Clover Learning apart is its learner-centric approach, combined with a laser focus on healthcare education. Clover isn’t just delivering content; it’s ensuring that knowledge is retained and applied in the real world. The platform integrates interactive tools, mock exams, and personalized learning paths, designed to cater to both students and professionals. "We’re about ensuring knowledge retention and practical application," says Blum.
By partnering with healthcare institutions and experts, Clover Learning ensures that its content is always up-to-date and aligned with current industry needs. The platform’s video-based format, alongside a seamless user experience, keeps learners engaged, motivated, and ready to apply what they’ve learned in their fields.
Blum and his team work closely with subject matter experts and practicing professionals to develop content that’s not only relevant but also rigorous. "Our content creation process includes rigorous reviews and regular updates," Blum explains. Using cutting-edge instructional
design techniques, Clover Learning makes sure that courses are both educational and engaging, setting the platform apart in both form and function.
Clover Learning goes beyond simple video lessons. Its platform is packed with advanced features to enhance the learning experience. These include interactive lessons, comprehensive question banks, and mock exams designed to mimic real-world certification tests. Institutions benefit as well, with tools that track progress and performance at the organizational level.
"Our adaptive learning technology ensures that content is tailored to each user’s individual needs," says Blum. This flexibility is key to making the learning process efficient
For individuals, Clover Learning offers selfpaced courses with personalized learning paths, while institutions enjoy scalable solutions, such as bulk licensing and administrative dashboards. This dual focus allows Clover to meet the needs of both individual learners and organizations. Listening to feedback from both user groups ensures that the platform continuously evolves without compromising on quality.
Blum has always believed in making complex concepts simple and relatable. Healthcare professionals don’t have time for fluff—they need content that’s concise but comprehensive. "We design our courses to be visually driven and clinically relevant," he says, with the goal of helping learners retain
Blum envisions Clover Learning becoming the go-to global platform for allied healthcare training, certification exam preparation, and continuing education
Staying ahead of industry trends is key to Clover Learning’s success. The team maintains strong relationships with industry professionals and regulatory bodies to ensure their courses are always aligned with the latest best practices and technological advancements. Regular updates based on learner feedback keep the content userfriendly and relevant.
"Innovation is at the core of our growth strategy," Blum adds. From AI-driven personalization to exploring new technologies like virtual reality, Clover Learning continuously pushes the boundaries of what’s possible in e-learning.
Blum envisions Clover Learning becoming the go-to global platform for allied healthcare training, certification exam preparation, and continuing education. "In the coming years, we’ll expand our course offerings into new healthcare modalities, like Ultrasound," Blum explains. The platform also plans to enhance its technology infrastructure, integrating more AIdriven personalization and expanding into new international markets.
Blum’s advice to those venturing into healthcare or e-learning? Start with a deep understanding of the problem you’re solving and the audience you’re serving. "In healthcare, trust and accuracy are critical," Blum notes. "Focus on quality from day one." He also stresses the importance of being adaptable, as both industries evolve rapidly. Most importantly, never lose sight of your mission. "Stay passionate about the impact you want to make, and let that passion drive your innovation and growth," he concludes.
Annika Mohlin, Coach and Consultant, GrowU
Hi Annika. Tell us a bit about your background and what brought you to the world of leadership coaching?
I’ve worked in communication and leadership roles for 25 years at corporates and agencies. Some 7-8 years ago, someone asked if I could come on as a facilitator for one of IKEA’s Leadership programs – and I said yes. I found a real passion there: helping others to grow. I could use my talents, strengths and gifts to impact others in a positive way. So, I decided to
take a solid coaching training, practice and certify with International Coaching Federation (ICF). At the end of the training, I had already made up my mind to go and pursue this passion as a profession and leave the corporate world behind.
How do you define self-leadership and what makes it so important?
Self-leadership is about intentionally steering your thoughts and behaviours in order to lead yourself towards what you want to achieve
A strong self-leadership gives confidence and empowers people to be in charge of their lives and careers
Annika Mohlin is a leadership coach and communications consultant based in Malmö, Sweden. She has 25 years of experience in leading communication teams and projects, and supporting managers to grow their leadership skills as well as communication skills. Before starting GrowU, she held the role as global Media Relations manager at IKEA (Ingka Group), and she’s also worked within the food industry and at a few PR-agencies. In her business GrowU she supports corporate and private clients to professional and personal growth. Annika is also active as a fitness instructor at a gym in Malmö, giving body pump classes twice a week. Recently, in an exclusive interview with CXO Outlook Magazine, Annika shared her professional trajectory, what makes selfleadership so important and the top 3 tips to develop it, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Reflect to learn from the past and set intentions to have a direction of what you want to do and who you want to be
personally and professionally. It’s about selfawareness and self-regulation, to consciously be in control of your choices, responses and actions.
A strong self-leadership gives confidence and empowers people to be in charge of their lives and careers. It also helps in being resilient, navigating challenges and setbacks with a positive and proactive mindset.
Tell us about GrowU app. What makes it unique?
The GrowU app is a support for my self-leadership program “Own your Journey”. It holds all videos, worksheets, exercises and resources and is a handy way of having everything – including me as your coach – just at your fingertips. At the moment it’s available in the App Store, free, and it’s on its way to Android soon as well.
As a seasoned leadership coach and consultant, what would be your top 3 tips when it comes to developing selfleadership?
First, get to know yourself. Who you are, what you stand for, what you value. That knowledge will serve as an inner compass and help you make life-affirming decisions for yourself.
Second, create healthy routines and habits. Eating, sleeping and moving are three cornerstones and you need to take care of those; always, to be able to show up as your best self –both for yourself and for others. Self-care is not a luxury, it is essential.
Third, spend time on reflection and setting intentions. Reflect to learn from the past and set intentions to have a direction of what you want to do and who you want to be. Creating that awareness for oneself is key for making conscious choices.
You are passionate about empowering women and helping them grow and expand themselves beyond what they thought possible - and succeed. What are some challenges that women often face in today’s rapidly evolving business landscape, and how do you support them in overcoming these challenges to thrive in their careers?
Many women have demanding jobs with lots of responsibilities, and they also have high demands on themselves when it comes to their private lives. Their families, homes, friends and activities also need much of their attention: kids might need help with homework, parents are ageing, they want nice and tidy homes, healthy homecooked meals and so on. In all of this, they risk losing themselves along the way and to neglect their own needs in their effort to deliver towards everyone else, both at work and at home.
What I can support with is helping them to get clarity on their priorities; what matters most, to set boundaries and dare saying no without feeling selfish and to realize that they have to look after themselves first, and take their selfcare seriously, if they want to last in the long run – and enjoy life as they want it.
Is there a particular female leader you look up to or take inspiration from that you would like to spotlight?
There are a few, but if I were to spotlight one that would be a manager from my early career, Helene. She taught me the power of intention and manifestation. I was seen as a ‘young high potential’ and got to attend various development programs at IKEA. At one time I said to her that I was tired of being the high potential and when
I thrive around people and get lots of inspiration from social interactions
was I going to be the leader we were aiming at?
Her reply has stuck with me: “Start acting as that leader, and people will see you as that too”. Act as if you’re already there. Be who you want to be, don’t wait for permission or an invitation.
What legacy do you hope to leave through your work in promoting female empowerment, leadership development, and creating positive impacts?
I hope for more women feeling that they live and lead a life that they have designed themselves. That they are in charge of shaping their journeys, and that they have all the tools and resources they need to do so. Both professionally and personally.
If you could change anything about business today, what would that be?
A very concrete thing actually: I’d love to find a nice office space and move downtown. I thrive around people and get lots of inspiration from social interactions. I would like to invite more of that into my workday. So that’s one thing I’ll design for myself during the fall.
Where would you like to be in the next 5 years?
I’m hoping to do the same as I do today actually, continue to inspire and empower people to be who they are meant to be, and do what they are meant to do. This is a life-long passion of mine and I will do it in also in 10 or 15 years.
What advice would you give to aspiring leaders looking to make a positive impact in their organizations and communities?
Start by getting to know yourself. When you know yourself, that’s when you can be more conscious and intentional: about how you talk and behave, how you relate and respond to things – effectively in how you lead others.
The other thing is to remember that you lead people.Yes, maybe you lead a business, but a business is made up of people. So, see your people, listen to them, talk to them. Understand what their dreams are, drivers, needs and wishes. They will not be the same as yours. Meet them where they are and trust that everyone will want to contribute to the best of their abilities.
Beth Miller, Executive Director, Creative Education Foundation
Hi Beth. Please tell us about your career path and what brought you here. Like many nonprofit fundraisers, I stumbled into this work. While I was completing my college degree at Trinity College, the development department approached me to assist with writing grants because they heard I was “a good writer.” Doing development writing for Trinity introduced me to the nonprofit sector. From grant writing, I moved through the ranks of nonprofit development until I earned the
title of Development Director. Many people in the nonprofit sector report that the role they like least is fundraising. I love it. I love fundraising because it allows me to find ways to connect people and resources, and when that happens successfully lives are changed both for the donor and for the people and programs that benefit from donations. After serving as a Development Director for ten years, my desire to grow as a leader increased; also, I had worked for a few Executive Directors
Nonprofit fundraisers can help donors make more meaningful contributions by having real conversations with donors
Beth Miller is Executive Director of the Creative Education Foundation, which provides personal and professional development in Creative Problem Solving and other deliberate creativity processes. Beth taught writing at Trinity College and Quinnipiac University and is an award-winning writer and historian. Her work was adapted as the play, “An Education in Prudence,” produced by the Open Theater Project. Beth received an honorary PhD in Arts and Humane Letters from Southern New Hampshire University, was one of Trinity College’s “50 Women for the next 50 Years,” and was recognized nationally as one of the “Women We Admire” in the United States.
Recently, in an exclusive interview with CXO Outlook Magazine, Beth shared her professional trajectory, insights on diversity and inclusion in the nonprofit sector, her secret to striking a work-life balance, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
that ranged from ineffectual to toxic, and I believed I could do a better job. I worked with a few nonprofit Executive Director placement professionals to help me redesign my resume and cover letters, and to shift my interviews to highlight my leadership as well as my fundraising accomplishments. Ultimately, I was hired as the Executive Director of the Creative Education Foundation (CEF), and I have been in this role since 2014.
What do you love the most about your current role?
I love being the Executive Director of CEF because our professional development training events and workshops empower people to tap into their natural creativity and leadership ability to forge stronger personal and working relationships. CEF was founded by Alex Osborn, the “father of brainstorming,” and the man upon whom the main character in the television series “Mad Men” was based. Alex believed that everyone is creative and that they can be trained to deliberately creative, and we continue his legacy by training people of all ages, in all industries, from around the world in Creative Problem Solving (CPS). It is an honor to work to continue Alex’s legacy, and to work with others to help them understand that they have tremendous creative potential.
I also love that I get to work with so many talented consultants who train people in an array of disciplines including CPS, conflict resolution, Polarity Thinking, and many other processes that are designed to encourage productive collaboration, self-awareness, and innovation. Not only do I have the honor with
working with these amazing people doing this important work, I get to mobilize my nonprofit management, leadership, and fundraising skills to continue this important mission and support a broad and dynamic community.
How can nonprofit fundraisers help donors make more meaningful contributions to their organizations?
Nonprofit fundraisers can help donors make more meaningful contributions by having real conversations with donors. It is critical to know why donors are connected to your organization – how they first got connected, and why they stay connected. It is also really important for fundraisers to talk about the vision for the organization and how the financial (and other contributions) donors make help make the organization thrive. A particular challenge in nonprofit fundraising are restricted gifts – gifts that can only be used for specific projects. Nonprofit organizations are most in need of unrestricted gifts and operational funds that allow them to direct funding where it is needed. For a nonprofit to thrive, it needs more than funding for programs; it needs funding to pay nonprofit salaries, facilities, insurance, and the other expenses required to run the organizations, to retain top talent, and to ensure the safety and success of programs. When we have real conversations with our donors about the needs of the organization, we can develop informed partnerships that elevate donors’ understanding of the many “unsexy” but critical expenses required to ensure that programs are delivered well, expertly, and sustainably.
Unlike other industries, the nonprofit sector is femaledominated with averages ranging from 60-62% of nonprofit Executive Directors and CEOs being women
How can younger generations, such as millennials and gen Z, make decisions about how and where to make philanthropic contributions?
Philosophically, younger generations (like all generations) should identify philanthropic initiatives that they care deeply about. They should also create a personal annual budget that includes the amount they can afford to donation and consider the impact they seek to make with their donations. This intentionality will help them feel satisfaction with their philanthropic engagement, and will help them to manage their finances. Donors (of all ages) should also spend a little time researching the organization they intend to donate to. A simple Google search will show whether or not there have been any negative news stories about the nonprofit about which donors should be concerned. If they want to do a deeper dive, they can look up a nonprofit’s tax documents. In the United States, nonprofit tax documents are available via ProPublica or GuideStar. You will want to look at the nonprofit’s most recently filed 990 (the US tax form). Check for significant changes in income – this could indicate an organization in a downward spiral and in trouble. Tax filings also require narratives about any challenges or legal issues the nonprofit may have faced in that tax year. These narratives are at the very end of the tax documents. If the organization does NOT have recently filed taxes, they may not be in good standing, and you should not donate until you get clarity on their nonprofit standing.
Working in a historically maledominated industry, what has been your journey breaking down barriers and stepping into leadership roles?
Unlike other industries, the nonprofit sector is female-dominated with averages ranging from 60-62% of nonprofit Executive Directors and CEOs being women. There is, however, a “glass escalator” effect particularly with larger nonprofits with leadership roles that are high profile and high paying. The “glass escalator” effect describes male candidates’ faster elevation to top paying, larger responsibility nonprofit roles. The nonprofit sector is actually predominantly female-dominated. Another challenging aspect of diversity in the nonprofit sector is that it is lead predominantly by white men and women in the United States, with people of color, particularly black women, making up most worker positions. This is true for many industries, but this lack of leadership equity in the nonprofit sector reflects a history we must strive to evolve away from. Many charitable organizations in the
United States trace their creation to wealthy white women. At the turn of the 20th century, there were many powerful and wealthy families, with well-educated and unemployed women, who started charitable societies. These include such notable and far-reaching organizations as The Boys and Girls Club of America. Many operas, ballets, museums, and other arts societies emerged at this time and were funded by wealthy women often with their own and their husbands’ money. This entrenched the “great white hero” phenomenon. This had a few deleterious impacts on the nonprofit sector – firstly, it reaffirmed white and upper class superiority, and secondly, it affirmed the notion that it was déclassé to get paid for nonprofit work. The repercussions of this class, race, and gender-based history echo today in the: persisting resistance to funding equitable salaries for nonprofit workers in general; the lack of diversity in leadership positions across the nonprofit sector; and the persisting idea that nonprofit work is “women’s work” and therefore, less professionally valuable and less based
It is critical that people who have experienced – and who are currently experiencing – the hardships that nonprofits seek to alleviate and solve are involved in the solutionmaking work as thought partners and as leaders
Nonprofit workers are often overworked and under-resourced, and working in situations that can be deeply personal and even life-saving
in expertise than for-profit work. For my part, I actively recruit women board members from diverse backgrounds. I am proud that CEF has a female-majority board. I also do not apply for nonprofit leadership positions that predominantly serve people of color, as I do not believe I am a representative leader for those populations as a white woman. I also work to educate my board and our community about the expertise required to run a successful nonprofit, and I fight for my own and my colleagues’ salaries and benefits to reflect the value of this work.
What are your thoughts on diversity and inclusion? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe? It is incredibly important to address diversity and inclusion in the nonprofit sector. As I mentioned above, the genesis and persisting philosophy behind many nonprofits is that successful, monied, white folks should care for (in a paternalistic way) under-resourced
populations of people who are predominantly people of color. As white leaders, we must be constantly alert to this supremacist positioning, which has not been earned but rather assumed due to the privilege of having white skin. Moreover, the disparity of suffering in the world, which predominantly impacts people with disenfranchised identities that unfairly provoke lack of equity, justice and fair access to resources. For example, a nonprofit leader who has never experienced homelessness cannot full relate to someone who is unhoused. A woman of color living in poverty due to famine in her country has little in common with a white nonprofit worker who has always had access to safe food and water. It is critical that people who have experienced – and who are currently experiencing – the hardships that nonprofits seek to alleviate and solve are involved in the solution-making work as thought partners and as leaders. This work requires honest conversations about how privilege keeps critical voices silent, and that puts into action truly inclusive leadership.
Who has influenced you the most in life and why?
There is no one person who has influenced me the most in my life. In general, I am extremely cautious about any influences that might lead to reverence. It can be fraught to have heroes – it makes it difficult to see their flaws, and it can inhibit a growth mindset, which requires questioning what we have learned and, at times, who we have learned from. Further, I have needed different mentors at different times of my life. Right now, I find that most of my mentors are younger women because
younger women have grown up with a greater sense of themselves, more faith in their ability, and a more clear and courageous ability to understand themselves and their dreams. This was not something I grew up with in my generation, and at times my lack of experience with encouragement keeps me from believing in myself. If I am totally honest, I have been most influenced by the bad or ineffective leaders I have encountered over the course of my 20year career. I have worked for leaders who were unfair, unclear, inconsistent, and emotionally dysregulated. Every time I am engaging with my colleagues or board or volunteers or partners at my organization, I strive to be fair, clear, consistent, and calm. This is not because I have witnessed or worked with many leaders who had these qualities; this is because I worked with and witnessed and witness many leaders who do not have these qualities and I saw just how much damage they did to their workers and their organizations. It is my goal to stay on my growth edge, and always to reflect on how I can do better.
What is your secret to striking a worklife balance?
Nonprofit workers are often overworked and under-resourced, and working in situations that can be deeply personal and even life-saving. This creates a tremendous amount of pressure on workers’ free time, as well as their financial and emotional well-being. Having work-life balance requires control over your schedule and grace for stepping away from critical work to attend to personal needs and well-being. This is a tall order. I am able to manage my work/life balance in part because I do not have
children, so I have fewer people depending on me to be fulfilled, safe, and successful in their lives. As the boss, I also have a high degree of control over my schedule. I keep Mondays free to catch up with critical work and plan out my week, and I keep Fridays free for longer term, strategic projects. There are times when this general schedule must shift, but I work to stay faithful to it. As an introvert, many meetings can be exhausting for me. So, I work to limit the number of meetings I have on Tuesdays, Wednesdays, and Thursdays. I have also shifted from scheduling one hour meetings. For new “get to know you” meetings or checking ins, I restrict meetings to one half hour. I also do not schedule back-to-back meetings. I give myself time to process and recharge between meetings. I have also ensured the maximum amount of paid holidays for me and my colleagues, and I make sure we all take our vacation days. Additionally, I advocate for me and my colleagues. Each June, we run our famous Creative Problem Solving Institute (CPSI). CPSI is a 5 day deliberate creativity professional development conference, and we have a small staff that runs this important event with the help of volunteers. Each year, I noted that everyone on our staff needed recovery time after CPSI. It felt unfair to me that staff members with fewer personal days than me would have to use those days to recover from the work of CPSI, so I petitioned my Board to allow us to close the office for the week after CPSI. In short, when I need help to maintain work/life balance for myself and my colleagues, I ask for it. My colleagues also know that we have a “family first” policy, which means the work can wait and that we will support one another in covering various
workplace responsibilities. In this way, I enjoy, model, and support work/life balance.
Where would you like to be in the next 5 years?
In my current role at CEF, we are close to some exciting breakthroughs that could positively accelerate the impact and success of the organization. I can see myself at the helm of CEF in five years as a bigger, more robust, and more impactful organization. I am particularly passionate about forging meaningful collaborations between nonprofit organizations, and I believe CEF is wellpositioned to curate, initiate, and support such collaborations. It would be amazing to help lead a shift in the nonprofit sector from a “hunger games” mentality – i.e. competing nonprofits scrapping for limited resources and funding – to an integrated, effective, well-funded, equitable, and well-resourced network of nonprofits that truly move the needle on society’s most critical social issues. I am working to do this in my current role, and would be thrilled to lead this work at a larger nonprofit organization or at a grant-making organization in the future.
What advice would you give to others looking to do something similar?
I would advise people to read about the nonprofit sector in general and to read about the particular segment of the nonprofit sector they hope to work in. Many people look to nonprofit work or even start nonprofits because they think they will be working on programs or problems about which they are passionate. Much of nonprofit work is administrative and either directly involved in fundraising or deeply
Many people look to nonprofit work or even start nonprofits because they think they will be working on programs or problems about which they are passionate
tied to the success of fundraising. I would encourage them to be sure that the work they hope to do in the nonprofit sector is the actual work of the job they are looking to acquire in the sector. Great resources for information about and trends within the nonprofit sector include The Chronicle of Philanthropy, the Nonprofit Quarterly, GuideStar, and Blue Avocado. As a build on one of the questions above – if someone finds themselves interested in or interviewing with a particular nonprofit, they should do a Google search on that nonprofit to find positive and negative news about that organization. They should also go to GuideStar to look up the organization, and review their most recent 990 tax forms. These forms will reveal top salaries
and also require the reporting of any major legal or financial issues for the organization. I cannot stress one final point enough – if you are considering starting a nonprofit, research to see if other organizations are already doing what you would like to do, and understand that you will be spending most of your time setting up your administration and fundraising – which is rarely the work people want to do when they start a nonprofit. If you start a nonprofit that does work already being done in the area, you will potentially draw funding away from an organization that is better established and better equipped to do the work you seek to do. Instead, see if you can work with that nonprofit in your shared area of passion.
Kesha Carter, Chief Diversity Officer, Coordinated Care Services, Inc. (CCSI)
Hi Kesha. Please tell us about your background and areas of expertise. I have over 16 years of experience as a national thought leader in Diversity, Equity, and Inclusion (DEI). Throughout my career, I've advanced organizational missions with measurable results by driving internal progress and implementing DEI initiatives consistently across various organizations. My expertise includes strategic initiatives, relationship building, effective communication, leadership, and coaching. I've held significant roles such as Chief Diversity Officer at Coordinated Care Services Inc., where
I've developed strategic DEI plans, enhanced diversity in hiring practices, and led the internal Diversity Workgroup.
What do you love the most about your current role?
What I love most about my current role is the ability to make a tangible impact on organizational culture and practices. Leading DEI initiatives allows me to foster an inclusive environment where everyone feels valued and respected. The opportunity to develop and implement strategies that promote equity and
The opportunity to develop and implement strategies that promote equity and inclusivity across all levels of the organization is incredibly fulfilling
Kesha Carter is the Chief Diversity Officer at CCSI, where she leads the organizational strategy on diversity, equity, inclusion (DEI), and antiracism. She has facilitated DEI workshops, conversations, and trainings both locally and nationally. Kesha has received national honors for her work promoting a diverse workforce and enhancing employee engagement. She is a Certified Diversity Executive (CDE) and holds a Six Sigma Green Belt and a Professional Human Resources (PHR) certification. Additionally, she serves on the boards of Rochester RHIO, The Women’s Council, Mission Fulfilled, and Willow Domestic Violence Center, and is a member of Zeta Phi Beta Sorority, Incorporated. Recently, in an exclusive interview with CXO Outlook Magazine, Kesha shared her professional trajectory, insights on the key strategies required to create a safe and inclusive workplace, the secret mantra behind her success, personal productivity tip, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
inclusivity across all levels of the organization is incredibly fulfilling.
What does it take to create a safe and inclusive workplace and normalize the organizational experience for all constituents of your workforce?
Creating a safe and inclusive workplace requires a multifaceted approach. It starts with leadership commitment to DEI principles and fostering a culture of openness and respect. Key actions include implementing comprehensive DEI training, developing equitable policies and practices, and creating platforms for employees to voice their concerns and suggestions. Regularly reviewing and updating these practices ensures they remain effective and relevant.
In your opinion, how do D&I efforts relate to mental health and wellness initiatives?
DEI efforts and mental health and wellness initiatives are deeply interconnected. An inclusive workplace promotes psychological safety, where employees feel valued and supported, which is crucial for mental wellbeing. DEI initiatives that address issues such as microaggressions and implicit bias can reduce stress and anxiety among employees, leading to a healthier and more productive workforce.
Can you describe a time when you faced resistance while implementing DEI initiatives, and how did you overcome it?
I encountered resistance when introducing an internal Anti-Racism Code of Practice. Some employees were hesitant to engage with the new policies. To overcome this, I facilitated open
dialogues and workshops to educate staff on the importance of anti-racism and how it benefits the organization. By creating a safe space for discussion and providing continuous support, I was able to gain buy-in and successfully implement the initiative
You were recently recognized as one of the Top 50 Women Chief Diversity Officers of 2024. Our readers would love to know the secret mantra behind your success.
The key to my success is a relentless commitment to fostering inclusivity and equity, coupled with continuous learning and adaptation. I believe there is no such thing as failure, only a million ways to learn how NOT to do something. I believe that there is a lesson in everything if we take the time to reflect, be vulnerable, and take in that lesson. I also believe in the power of collaboration and building strong relationships with stakeholders at all levels. Staying informed about the latest DEI trends and best practices enables me to implement innovative solutions that drive meaningful change.
How do you measure the success of your DEI initiatives?
Success of DEI initiatives are measured through various metrics such as employee engagement surveys, diversity hiring statistics, retention rates, and feedback from DEI training sessions. Regularly reviewing these metrics helps in assessing the impact of the initiatives and identifying areas for improvement. Additionally, receiving external recognition, such as awards for outstanding organizational culture, serves as a testament to the success of the DEI efforts under my direction.
In what ways do you ensure that your DEI initiatives are sustainable?
To ensure sustainability, DEI initiatives must be embedded into the organization's core values and practices. This involves continuous education and training, regular review and adaptation of policies, and maintaining open lines of communication for feedback. It's also crucial to align DEI goals with business objectives to demonstrate their value and impact on overall organizational success.
What’s a productivity tip you swear by?
One productivity tip I swear by is using a booking app for meetings. This significantly reduces the
time spent on emailing back and forth to find a suitable meeting time. Additionally, I prioritize tasks based on their impact and urgency. By assessing the importance and deadlines of each task, I ensure that critical activities are addressed first. This approach not only enhances productivity but also ensures that key objectives are met efficiently.
Where do you see yourself in the next 5 years?
In the next five years, I see myself taking my DEI expertise to the leadership level of an organization as an Executive Director. I believe this is a natural progression that makes sense,
The key to my success is a relentless commitment to fostering inclusivity and equity, coupled with continuous learning and adaptation
In the next five years, I see myself taking my DEI expertise to the leadership level of an organization as an Executive Director
given my extensive experience in DEI and the knowledge I will gain from completing my Ed.D. My goal is to leverage this combination of practical experience and academic knowledge to lead transformative DEI initiatives on a larger scale, ensuring that inclusivity and equity are embedded in every aspect of the organization. Leading at this level will allow me to expand my impact, helping more organizations create inclusive and equitable environments, and drive meaningful change at a systemic level.
What advice do you have for professionals who are just starting out?
For professionals starting out, my advice is to be proactive in seeking learning opportunities
and building relationships. Stay curious, ask questions, and be open to feedback. Developing a strong foundation in DEI principles and staying updated with the latest trends will set you apart. It's essential to understand DEI as a profession, not just from lived experience based on identity. Be aware that when leaders ask you to take on DEI work based solely on your lived experience, they may be setting you up for challenges. Advocate for your own education and ensure that the organization supports your learning. This way, both you and the organization can achieve successful outcomes. Always lead with empathy and a genuine commitment to fostering inclusivity and equity.
Lauren Morton, VP Business Operations, Science Exchange
Hi Lauren. Please tell us about your background and areas of expertise. If you ask my friends, peers, or colleagues, they'll call me an operations wizard. I thrive on investigating issues, fixing them, and seeing results. I hold a B.S. degree in Chemical Engineering from Northeastern University, which launched my career as a Quality Engineer. I also earned an MBA from Harvard Business School to enhance my skill set further.
My career journey started at Deloitte, where I worked as a management consultant and
helped clients in the life sciences sector with strategy and operations. Later, I transitioned to Science Exchange, where I worked in Business Development before becoming an Operations Leader. Presently, I lead a team of ten employees responsible for overseeing various operations, including customer implementations, support, AP/AR, supplier qualification, and revenue operations.
Overall, my work experience at Science Exchange and beyond has taught me the importance of practical problem-solving,
The ability to contribute towards helping scientists streamline their processes, ultimately accelerating the development of life-saving therapies for patients, is a cause that I find deeply fulfilling and meaningful
Lauren Morton is a leader at the nexus of science, technology, and business. As VP of Business Operations at Science Exchange, she drives initiatives and manages company operations, leveraging her expertise in project management and problem solving to advance the company's mission of accelerating scientific breakthroughs through collaboration. Previously, she excelled at Deloitte, managing strategy and business transformation for life science clients. Lauren holds a B.S. in Chemical Engineering from Northeastern University and an MBA from Harvard Business School. Committed to community engagement, she mentors engineering students and promotes STEM education. Recently, in an exclusive interview with CXO Outlook Magazine, Lauren shared her professional trajectory, insights on gender equality and inclusion, the secret sauce behind her success, her favorite quote, future plans, sage advice, and much more. The following excerpts are taken from the interview.
attention to detail, and team collaboration in driving operational excellence. I look forward to continuing to apply these skills in my work.
What do you love the most about your current role?
In my current role, I oversee a wide range of operational aspects of our company, presenting me with diverse challenges and opportunities daily. As a problem solver by nature, I find the dynamic nature of my work both exhilarating and high-pressure, knowing that many rely on me to identify solutions and drive improvements. I love the challenge, and I love my team. The challenge of the role truly inspires me, as does the exceptional team I work alongside. Each day, my team demonstrates incredible resilience and resourcefulness, and I am grateful to play a part in supporting their success.
In addition, our company mission serves as a constant motivation for me. The ability to contribute towards helping scientists streamline their processes, ultimately accelerating the development of life-saving therapies for patients, is a cause that I find deeply fulfilling and meaningful.
What are the three major trends do you foresee in your industry in the next 12 months?
Of course, everyone answering this question would say something about AI disrupting Operations within the SaaS industry. Still, I’ve always struggled to understand what this means at a tactical level beyond proof-of-concept demos and high-level claims.
In my view, AI's impact unfolds in three stages as companies learn to integrate this technology
effectively into their daily business lives.
Firstly, AI helps streamline existing processes, allowing companies to maintain current quality levels more efficiently. This efficiency gain can free up resources for value-added projects that were previously deprioritized.
Secondly, companies can use AI to improve the quality of their team output. For example, AI can customize real-time responses to technical support tickets, making them more precise and relevant than generic replies.
Finally, AI can predict and address issues before they arise, ultimately reducing the volume of support tickets.
Over time, AI will enable SaaS operations to become more efficient and effective, but I think we still have a long way to go before these solutions are truly plug-and-play.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
I believe many companies miss the mark when it comes to promoting diversity and inclusion, often focusing on meeting quotas rather than truly embracing the initiative. True diversity goes beyond just filling roles; it brings a wealth of different thoughts, perspectives, experiences, and ideas to the table. These diverse viewpoints are invaluable and often overlooked in many diversity programs.
I cherish my team's diverse perspectives, as their unique backgrounds, cultures, and visions lead to innovative ideas that significantly
Over time, AI will enable SaaS operations to become more efficient and effective, but I think we still have a long way to go before these solutions are truly plug-and-play
My primary goal is to empower my team, remove blockers, and provide them with the necessary tools for success
enhance our business. It's important to highlight specific examples of how these principles have transformed projects, initiatives, or the overall culture. Sharing these stories can spark meaningful conversations with other leaders and inspire them to pursue genuine diversity and inclusion in their organizations.
You were recently recognized as one of the Top 50 Women Leaders of Massachusetts for 2024. Our readers would love to know the secret sauce behind your success. I've been fortunate to have an incredible support system of family, friends, colleagues, peers, and classmates who have contributed to my achievements. I’ve been blessed to work for outstanding companies and study at top-tier schools—a privilege I don't take for granted.
Since becoming a manager a few years ago, I've embraced the philosophy of servant leadership. My primary goal is to empower my team, remove blockers, and provide them with the necessary tools for success. I firmly believe that my success is intertwined with the success of my team.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Kathy Giusti stands out for me among the many inspiring leaders out there. As the co-founder of the Multiple Myeloma Research Foundation, her work has been incredibly impactful. I had the opportunity to support her tangentially during an independent project in my second year at HBS for the Kraft Precision Medicine Accelerator, which she co-chairs.
Although I never had a one-hour meeting with her, I would love to ask her how she found motivation during the most challenging time of her life and how she has inspired so many while
battling her own illness. Her resilience and leadership are truly remarkable and serve as the best example of leadership I can point to.
Is there a particular person you are grateful for who helped get you to where you are?
It's impossible to pick just one person to be grateful for, but I would like to extend a special thank you to Rachelle Reisberg, now the Assistant Dean in the College of Science at Northeastern University. She has been instrumental in making every woman studying engineering believe in their potential to achieve
their goals. Her ongoing efforts to cultivate a community of women mentors in STEM have empowered me, my peers, and many future women leaders.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
Almost everyone who knows me could answer this for me—my daily regimen involves workouts on my Peloton. I start each day with an hour on the Peloton bike or mat, which gives me a sense of accomplishment before the workday begins. Exercise is crucial for
Building a trusted team of people who will support you is critical to becoming a successful, long-term leader
physical and mental health, and it's my most effective recharge.
I motivate my team by emphasizing our sense of togetherness. When they face questions, challenges, or struggles, I remind them that we're a team, and I'm always there to help. No one is alone, and asking for help is always encouraged.
What is your favorite quote?
Although it's not from a renowned or famous person, my favorite quote comes from Game of Thrones: “When the snows fall and the white winds blow, the lone wolf dies, but the pack survives.” It's simple, accurate, and applicable to all aspects of life. Leaders who think they can do everything themselves and better than everyone else will ultimately fail. True leaders have a vision but understand that they need others to help bring it to life. Building a trusted team of people who will support you is critical to becoming a successful, long-term leader.
Where do you see yourself in the next 5 years?
I struggle with these types of questions because I like to think I’d jump at any unexpected opportunities that come my way. However, my general career goal is to earn a COO title. To
achieve this, I’m focusing on closing critical knowledge gaps needed for that role. Recently, I took ownership of billing support operations for our platform. I hope that opportunities like these continue to arise, helping me build the confidence and skills necessary to feel deserving of that title.
What advice would you give to anyone starting out on their career in your industry?
Reflecting on the past 12 years of my career, I can offer some general advice. Embrace situations where you find yourself in a job you don't enjoy. These experiences can benefit your long-term career happiness more than being in a job you feel just okay in. They provide the motivation and opportunity to work to make a change.
To evaluate your current role, write out the tasks you enjoy doing, the ones you dread, and the ones you wish you were doing more of. This will help you identify whether you can shift the balance of those tasks within your current role or if it's time to seek out a new role that better aligns with your interests. This proactive approach can lead to greater job satisfaction and career fulfillment.
Tara Mogan, Founder & Owner, iMarketeur & Co-Owner, e-Beach Wagon
Hi Tara. What inspired you to pursue a career in marketing? How did you get your start in this industry?
I began my journey as a business major with aspirations of opening a cultural restaurant. However, a black-and-white photography course shifted my perspective entirely, leading me to change my major to visual communications. My career started as a commercial photographer for a retail pharmacy chain. As my career progressed, I transitioned into a marketing firm, where I managed the second-largest account,
overseeing two Coca-Cola subsidiaries, FUZE Beverage and NOS Energy. While I enjoyed the creative aspects of the job, I discovered my true passion in management and strategy. With 22 years of experience in the marketing industry, including 14 years in the home improvement sector, I became a leading expert when I joined Horizon Services. Today, Horizon Services is one of the top HVAC and plumbing companies in the United States, now owned by the private equity firm New Mountain Capital.
While building relationships is crucial, my approach focuses on identifying and fixing pain points to improve business efficiency rather than relying on outdated methods
Meet Tara Mogan, a marketing trailblazer with a 22-year career marked by relentless drive and leadership, earning her promotions in every role. With 14 years in home improvement, Tara has collaborated with Fortune 500 companies and small businesses, showcasing her strategic acumen. She was pivotal in Horizon Group Holdings' growth, overseeing marketing for 12 companies and driving expansion across eight states. Tara's expertise spans integrated marketing, private equity, and successful company sales. She has partnered with Walgreens, Coca-Cola, and Window Nation and co-owns e-Beach Wagon. Recently, in an exclusive interview with CXO Outlook Magazine, Tara shared her professional trajectory, the inspiration behind establishing iMarketeur & e-Beach Wagon, insights on gender equality and inclusion in the marketing industry, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
What was the inspiration behind establishing iMarketeur & e-Beach Wagon? What sets them apart from other market competitors?
In November 2019, Sun Capital Partners sold Horizon Services to New Mountain Capital. A month later, I had my first child, Miles, and took maternity leave. As a dedicated workaholic, I initially planned to return after my leave. However, spending time with my son profoundly changed my perspective, leading me to venture into the consulting world to balance time with my family while remaining active in my industry. I contacted my network and quickly onboarded six companies within a month.
In October 2020, my husband founded e-Beach Wagon with my full support and backing. The concept was to create a revolutionary electric motorized beach wagon. While a similar product existed, we saw significant areas for improvement. After extensive research and development, we launched a product that stood out in the market.
Strong leadership is essential for a company's success, regardless of gender, and without the right team in place, success will falter
What sets iMarketeur apart from competitors?
At iMarketeur, clients benefit from my extensive experience at a fraction of the cost of having a CMO on their team. I integrate seamlessly as an extension of their team, providing honest and transparent feedback to identify and address gaps in their processes. While building relationships is crucial, my approach focuses on identifying and fixing pain points to improve business efficiency rather than relying on outdated methods.
What sets e-Beach Wagon apart from competitors?
Over 500 hours were dedicated to engineering and product development for e-Beach Wagon. This project was a collaborative effort involving my husband, myself, an engineering firm, and a product development firm. We invested significant time and money upfront to ensure the product's quality and durability. Additionally, we hold two design patents for e-Beach Wagon, underscoring our commitment to innovation and excellence.
How do you approach the ever-changing landscape of digital marketing and emerging technologies such as AI?
Embracing both digital marketing and AI is essential. Without a digital presence, growing a business would require outdated methods like door-to-door marketing. Digital technology has transformed the marketing landscape, making an online presence indispensable for visibility and growth.
AI is particularly fascinating, and I have integrated it into both iMarketeur and e-Beach Wagon. My personal preference is ChatGPT. AI tools are utilized for various functions,
including social media content, radio and TV scripting, SEO, press releases, etc. For example, we used AI to tailor scripting with a recent client based on how a call center agent interacted with potential clients. This level of customization and efficiency highlights the transformative potential of AI in enhancing marketing strategies and operations.
What metrics do you measure to gauge the effectiveness of your marketing investments?
The metrics for gauging marketing effectiveness vary depending on the client and product. The first step is understanding the company's goals: Are they looking to build brand awareness and increase impression share? Do they aim to dominate a market and boost market share? Or are they seeking more website visits that translate into sales? Each goal requires a tailored approach.
When I first meet with a client, the ultimate objective is typically to drive more revenue. From there, we identify what is needed— enhancing brand awareness, diversifying the marketing plan, understanding the customer demographic and competitive landscape, and analyzing current marketing initiatives. We then build a go-to-market strategy based on these insights and the current market landscape. This strategic approach ensures that we align our efforts with the client's specific goals, leading to measurable and impactful results.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry? I strongly believe in gender equality and inclusion, especially as a home improvement
In five years, I see myself leading successful ventures professionally and personally and creating lasting impacts in the marketing and beach industries
marketer in a predominantly male-dominated industry. Climbing the ranks and being heard was challenging, as I often found myself in rooms with older gentlemen set in their ways. While many were great leaders with remarkable vision, they were not always receptive to a woman's perspective on running their business. Some were open and coachable, while others were not.
With extensive experience backing my success, I can now identify the types of clients who will thrive with iMarketeur. Strong leadership is essential for a company's success, regardless of gender, and without the right team in place, success will falter. Often, individuals are promoted due to seniority or experience, but not everyone can lead or manage people effectively. I now have the flexibility to choose clients who show potential.
My husband is my partner at e-Beach Wagon, and while we don't always agree, we challenge each other to make the business the best it can be. He recognizes my capabilities, so while there are debates, we ultimately work towards the same goal.
You were recently recognized as one of The Top 50 Women Leaders of Philadelphia for 2024. Our readers would love to know the secret sauce behind your success. Being recognized as one of the Top 50 Women Leaders of Philadelphia for 2024 was an incredible honor. I'm immensely pleased with where I am today. The secret sauce behind my success lies in my personality, knowledge, relentless drive, and ambition to succeed. I desire to solve problems and continuously learn in this ever-changing marketing world.
I've dedicated much time to building myself into who I am today. I chose to have children later in life to ensure I could achieve my professional goals and provide a stable future for my family. This decision has granted me more time with my children and flexibility for a stronger family foundation.
Success starts with drive and ambition. As the saying goes, "Sleep when you're dead." It's also crucial to build a capable team around you, avoid letting your ego get in the way, and surround yourself with people smarter
than you. Mentoring and empowering others to take the reins, rather than just executing tasks, is vital. My strong personality has been a significant asset, propelling me to where I am today.
Is there a particular person you are grateful for who helped get you to where you are?
Many people have inspired, motivated, and challenged me to become who I am today.
I am very much my father's child in terms of personality—my mother and husband, however, are my rocks and my biggest motivators. The home improvement industry, where I truly cut my teeth, provided the most significant learning experiences. The leaders in this field were the most challenging, but it was here that I learned and flourished the most despite the difficulties. I can smile about it now, but one day, I might write a book about all these experiences under a different alias.
What does the term "authentic leadership" mean to you?
To me, authentic leadership means being true to yourself and others. It involves not settling or putting up a facade but acting consistently with your values. There's too much to achieve in the business world to waste time on drama. I lead with transparency, whether the news is good or bad, and I'm honest with my opinions. While relationships are crucial, I don't work to build friendships; I work to make companies successful. Money follows success. I've seen many leaders who are not true to themselves and then wonder why those around them don't trust or follow them. Authentic leadership fosters trust and loyalty, essential for any team's success.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I have a variety of passions that keep me engaged and energized. I love hitting the beach, especially in Cape May and Wildwood. Swimming and belting out karaoke tunes are other favorite activities. Another favorite pastime is international travel and exploring the country through RV camping adventures with my husband, Yorkie, son, and daughter. I'm also passionate about photography, staying fit, indulging in culinary experiences, and visiting wineries.
What is your biggest goal? Where do you see yourself in 5 years from now?
My goals are ever-changing. Currently, I'm getting certified in both SEM and social media marketing. I’ve seen the significant impact a viral social post can have on a brand, and I love understanding the algorithms and what makes content go viral.
Other goals include continuing to build and elevate e-Beach Wagon. In the following year, we're launching a new product outside of e-Beach Wagon that will revolutionize the beach industry.
On a personal level, I aim to continue building a solid foundation for my children, giving them the best childhood possible. Additionally, I want to improve my culinary skills, which my husband has patiently endured for many years due to my work commitments.
In five years, I see myself leading successful ventures professionally and personally and creating lasting impacts in the marketing and beach industries.
What advice would you give to somebody who is considering entering the field of marketing or has just entered the field? Learn as much as possible, and don't view your job as just a 9 to 5 commitment. Put in the extra time and effort. Network with as many people as possible and demonstrate your value to your team and company. Ambition is crucial at the beginning of your career. You never know when your paths will cross again with your network, so don't burn bridges. If issues arise, address them with your manager rather than jumping to the next opportunity. Find a job and manager that aligns well with your personality and skill set.
I've noticed that many new employees don't put in the necessary time, give up easily, show little care for their jobs, and often ask for raises without earning them. They tend to move from job to job quickly, have inflated egos, think they know everything and are not open to coaching or continuous learning. Internships provide invaluable experience and should be embraced and diversified rather than repeating the same type of internship.
