Diversity Journal First Quarter Magazine 2022

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2022 First Quarter

2022

LEADERS Worth Watching

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INTERNATIONAL

AWARD

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How to Create a Data-Led, Measurable Diversity and Inclusion Plan By Eleanor Goichman Brett (PDT Global)

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How The Tech Industry Can Make Even More Progress In Empowering Women By Traci Wade (Oracle)

INSIDE THIS ISSUE

To Women Everywhere: We Must Advocate for Ourselves (Part 3) By Bhavana Bartholf (Microsoft) Culturally In-Depth: Onions Have Layers, Ogres Have Layers, and Cultures Do Too

By Dr. Thomas J. Bussen (African Leadership University in Rwanda)

How Archbishop Tutu inspired Human Equity

By Peter Trevor Wilson (TWI)

AND MORE . . .

Next issue: 2022 Women Worth Watching in STEM & Asian Leaders Worth Watching Awards

A message from Entergy New Orleans, LLC ©2022 Entergy Services, LLC. All Rights Reserved.

Diverse leadership makes us stronger We proudly congratulate Deanna Rodriguez, President and CEO of Entergy New Orleans, for being named one of Profiles in Diversity Journal’s 2022 Latino Leaders Worth Watching.

Deanna has been a crucial member of our team for nearly three decades. From launching the first Energy Smart program in New Orleans to overseeing the creation of the Entergy Charitable Foundation, her contributions to the communities we serve have been invaluable.

Thank you, Deanna, for everything you do.

PUBLISHER'S COLUMN All Things Diversity & Inclusion FOUNDER/CEO/PUBLISHER

James R. Rector

Dear Readers,

VICE PRESIDENT OF OPERATIONS

James Gorman DESIGNER

Stephen A. Toth ASSOCIATE EDITOR

Teresa Fausey EXECUTIVE ASSISTANT

Elena Rector WEBMASTER

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issuu.com/diversityjournal Profiles in Diversity Journal® is a quarterly magazine dedicated to promoting and advancing diversity and inclusion in the corporate, government, nonprofit, higher education, and military sectors. For more than 24 years, we have helped to stimulate organizational change by showcasing the visionary leadership, innovative programs, and committed individuals that are making it happen.

The views expressed in this publication are those of the authors and may or may not represent the views of the publisher.

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I wish to use my quarterly column to express my sincere gratitude and congratulations to the organizations and candidates presented in this issue. Participation in our awards is a clear expression of how an organization views diversity, equity, and inclusion, as well as its employees. Nominating an employee for any of our awards, based on that person’s merit, achievement, and leadership, marks that organization as truly focused on its employees. Nominating for our awards is truly a fruitful exercise and productive collaboration.

As you read this issue of PDJ, please note the organizations represented by a winning candidate, as well as the authors of Diversity, Equity and Inclusion editorial contributions. The companies that participate in our awards make a thoughtful investment and leverage the prestige that being publicly awarded brings. Being acknowledged demonstrates to the world that employees are important and cared for. This is “walk the talk” in action.

We’re delighted to highlight Latino Leaders Worth Watching and Diversity Leaders in this issue. Of special note are the essays submitted by the winners of Latino Leaders Worth Watching. The essay is a unique component of the candidate’s profile presented on a full page in the magazine. The essay provides our readers with an opportunity to get to know the candidate.

The organizations being honored as Diversity Leaders share with readers an overview of their diversity, equity, and inclusion strategies and initiatives. The individuals who lead the development and execution of strategies and initiatives that are moving the DEI needle within the organizations are also featured as part of the full-page presentation provided each winner.

Looking forward, we will be highlighting Asian Leaders Worth Watching and Women Worth Watching® in STEM in the 2022 Q2 issue and then, Women Worth Watching® in Leadership in the 2022 Q3 issue.

It is always and honor and a joy to interact with these committed companies and their employees, and to celebrate achievement and leadership in the workforce. Again, Congratulations!

Honored to serve.

James R. Rector Publisher & Founder Since 1999

2022 First Quarter

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INSIDE THIS ISSUE

14 01 | PUBLISHER’S COLUMN 05 | EDITOR’S COLUMN 12 | HOW THE TECH INDUSTRY CAN MAKE EVEN MORE PROGRESS IN EMPOWERING WOMEN 14 | THE FOUR PILLARS OF OUR DEI FRAMEWORK 16 | TO WOMEN EVERYWHERE: WE MUST ADVOCATE FOR OURSELVES: PART 3 18 | WHAT A GLASS OF BEER SAYS ABOUT GROUP DECISION-MAKING: INDIVIDUALIST AND COLLECTIVIST BIASES 20 | 2022 DIVERSITY LEADER AWARDS 32 | HOW ARCHBISHOP TUTU INSPIRED HUMAN EQUITY 34 | HOW TO CREATE A DATA-LED, MEASURABLE DIVERSITY AND INCLUSION PLAN 36 | CULTURALLY IN-DEPTH: ONIONS HAVE LAYERS, OGRES HAVE LAYERS, AND CULTURES DO TOO 38 | PAYING IT FORWARD WITH GRATITUDE 40 | 2022 LATINO LEADERS WORTH WATCHING AWARDS 82 | WHERE ARE THEY NOW? 82 | CORPORATE INDEX

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Unstoppable.

At Pitney Bowes we are intentionally diverse and inclusive. We value the differences that make each of us who we are and we know that it enables us collectively to deliver superior results. Together we are unstoppable.

Congratulations to all being recognized as a Diversity Leader, and to our own unstoppable leader, Sheryl Battles, VP, Global Diversity, Inclusion and Engagement.

To find out more, visit us online at careers.pitneybowes.com

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PAGE 12

How The Tech Industry Can Make Even More Progress In Empowering Women

By Traci Wade, Oracle Traci Wade of Oracle discusses the issue of gender bias in the tech industry and shares with our readers the ways companies can do more to address gender inequity, offering examples from her own company.

PAGE 14

The Four Pillars of our DEI Framework

By Yusuf Z. Zakir, Davis Wright Tremaine Yusif Z. Zakir of Davis Wright Tremaine describes the four pillars of his company’s DEI strategy— Community, Growth, Education, and Engagement— and explains how they are essential to DEI success.

Inclusion Inspires Ingenuity At AMD, our mission is growing a diverse, inclusive workforce that embraces different perspectives and experiences to foster innovation, challenge the status quo, and drive business performance.

That’s why we foster a culture of diversity and respect — because the future of thought leadership depends on it.

Congratulations to our 2022 Latin Leaders Worth Watching!

AMD is proud to have these three leaders— Sofia McDaniel, Dan Chavez and Rhonda Medlin — among this year’s award winners.

FOR MORE INFORMATION, VISIT AMD.COM

© 2022, ADVANCED MICRO DEVICES, INC. ALL RIGHTS RESERVED. AMD, THE AMD ARROW, AND COMBINATIONS THEREOF ARE TRADEMARKS OF ADVANCED MICRO DEVICES, INC. PID # 222133730-A

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EDITOR'S COLUMN

“Every book is the wreck of a perfect idea.”

–Iris Murdoch And that’s what often makes us revise and revise and revise and then, toss our work in the nearest wastebasket. That’s why writing—indeed, any creative endeavor—is so hard. Reaching for perfection is what drives us, but failing to reach it can destroy us.

But I’m not going to talk about the task of writing in this issue. I’m going to talk about leading.

Before you can succeed, or even survive, as a leader, you have to embrace Iris Murdoch’s wisdom. Not only is every book the wreck of a perfect idea, everything we do—everything we move from the realm of dreams, ideas, and insights— will be less than perfect. Everything we create has flaws. Every program or strategy we devise will run into unexpected challenges or roadblocks. If we cling to that perfect idea, we will see the reality as a wreck.

That’s how we may become discouraged, defeated, paralyzed. To act is to make real something less that we had imagined. And the ideal that lives in the ego tells us that we have somehow failed, even if the reality is good—better than before. We may feel as if the actual is not good enough. Sometimes that fear of a negative outcome keeps us from even trying.

Leaders try anyway.

Overcoming the ego is what leaders do again and again. It’s not that they don’t do their very best. They do. It’s that they know that good—better than before, but still not perfect—is worth doing. They know that even failures move us forward—just as scientists know that even experiments that fail enable them to learn something new. Leaders know that that’s how we learn. And they understand the meaning and value of a phrase commonly attributed to Voltaire: “Perfect is the enemy of good.”

As always, thanks for reading,

Teresa Fausey Associate Editor

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To Women Everywhere: We Must Advocate for Ourselves

By Bhavana Bartholf, Microsoft In part 3 (of 4) of her series for PDJ, Bhavana Bartholf of Microsoft presents and explains the first three of the five steps she believes individuals must take to successfully ask for and get what they want and need at work.

PAGE 18

What A Glass of Beer Says About Group Decision-Making: Individualist and Collectivist Biases

By Dr. Thomas J. Bussen, African Leadership University in Rwanda Dr. Thomas J. Bussen. professor of international business and cross-cultural management coach, discusses how socially instilled and unconscious collectivist or individualist biases affect our decision-making.

Congratulations Mario Garcia and Luis Villavicencio The Profiles in Diversity Journal has honored two Freddie Mac leaders as 2022 Latino Leaders Worth Watching. They have been recognized for their outstanding leadership and contributions to the community.

Freddie Mac’s inclusive workplace makes us a stronger company and allows our diverse leaders, like Luis and Mario, to do their best work.

Join our team at careers.freddiemac.com

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PAGE 20

2022 Diversity Leader Awards PDJ presents its 14th annual Diversity Leader Awards, We celebrate the commitment and achievements of organizations, and their diversity leaders, who continue to put DEI front and center and find new ways to take DEI to the next level.

Local Solutions.

Global Reach.

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PAGE 32

How Archbishop Tutu inspired Human Equity

By Peter Trevor Wilson, TWI Inc. Peter Trevor Wilson shares with readers “accidently” coined the term human equity, and how that happy accident has given us a whole new and expanded way to think about diversity and inclusion at work and in life.

PAGE 34

How to Create a Data-Led, Measurable Diversity and Inclusion Plan

By Eleanor Goichman Brett, PDT Global Elanor Goichman Brett of PDT Global explains why collecting, measuring, and analyzing hard data is important to the development of your organization’s diversity and inclusion plan, and how to do it.

PAGE 36

Culturally In-Depth: Onions Have Layers, Ogres Have Layers, and Cultures Do Too

By Dr. Thomas J. Bussen, African Leadership University in Rwanda In this article, Dr. Thomas J. Bussen discusses the inner and outer layers of culture, explaining that paying attention to the visible outer layers of a culture, one may learn invaluable lessons about the deeply held attitudes and beliefs of a society.

PAGE 38

Paying it Forward with Gratitude

By Esther H. Lim Esther H. Lim says that “two key ingredients of success are good assignments on your desk and good mentors on your side.” And she urges all of us to remain open to new connections and opportunities, and to reach out for them.

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PAGE 40

2022 Latino Leaders Worth Watching Awards PDJ proudly presents its second annual Latino Leaders Worth Watching Award recipients. This year, the magazine honors 31 outstanding individuals, who have navigated two cultures to succeed in the workplace and in life.

PAGE 82

Where are they now?

Catch up with another 12 past Women Worth Watching Award recipients and find out what they’ve been up to professionally.

Whether they have moved up the career ladder, joined a new team, or struck out on their own, their contributions and achievements continue to impress and inspire.

PAGE 88

Coporate Index Check out the list of organizations that appeared and/or advertised in this issue.

Their contributions are invaluable.

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2022 First Quarter

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Profiles in Diversity Journal invites you to participate in our 21st annual Women Worth Watching® in Leadership Awards and recognize the dynamic women who are using their talents and influence to enhance your workplace and change our world.

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2022 First Quarter

11

How The Tech Industry Can Make Even More Progress In Empowering Women

By Traci Wade, Vice President, Global Head of Diversity and Inclusion, Oracle

I

t’s plain to anyone who’s visited the gleaming halls of Silicon Valley giants and their outposts across the world that the tech industry still lags in achieving gender equality. That really shouldn’t be surprising to any of us, as women for so long were discouraged from pursuing careers in fields like mathematics, engineering, and computer science. The gap has closed in recent years thanks to changing attitudes, but the enduring legacy of past preconceptions still exists, and a lack of visibility, mentorship, sponsorship, and inclusive culture still keeps a lot of women from pursuing their passion for technology.

This is what I’m keeping in mind as we celebrate Women’s History Month throughout March, and International Women’s Day on March 8, when we honor the contributions of women in our communities and our workplaces and pledge to do more to achieve equality across the world by “breaking the bias.”

But there’s a way forward;

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here at Oracle, I see it demonstrated every day. Achieving gender equality through hiring and career advancement demands proactive efforts to help women succeed.

I’m proud that Oracle is supportive of women in leadership positions. I’m not just talking about our wonderful CEO and other senior executives, but women at every level and in every role. Oracle stands out in this male-dominated industry by the level at which it empowers women and benefits from their talents.

That includes the tech side of our business, which is where bias most often impedes the careers of promising women.

There’s no simple formula for this success. But there are some tangible measures that we’ve seen really drive progress.

One is to remove the stigma of career breaks. Because pregnancy, maternity, childcare, and even elder care more often impact women’s careers than men’s, women are more likely

to take long professional leaves, then struggle with the challenge of re-entering a job market. That trend has been exacerbated over the last two years by the pandemic, and now the vast majority of re-entry candidates are women. We need to support them.

That’s the thinking behind our Oracle Women Relaunch Program designed to help reintegrate individuals into the workforce after a career break of a year or more. This isn’t the “returnship” that many companies offer, which are just internships that, at best, come with an opportunity for hire. This program brings candidates directly into full-time positions.

We’re aiming to implement this program around the world, as women outside the United States were often even more severely impacted by COVID-19. It was once considered risky to hire “relaunchers,” and companies put up obstacles that resulted in the loss of a vast pool of talent and experience. In recent years,

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however, we’ve seen many professionals re-enter the workforce after a career break—men and women—reinvigorated and refocused, with a clearer perspective regarding what they want to achieve and a stronger sense of professional purpose.

Another program I love, and one that can be widely emulated, is our Oracle Women Leadership (OWL), which has now been going strong for 15 years and is active in more than 100 communities around the world. OWL connects women with inspirational mentors and gives them the tools they need to grow into more specialized roles, including executive leadership. Through OWL, we’re developing, engaging, and empowering current and future generations of women to rise to the top echelon of Oracle leadership. Our Emerging Leaders and Women in Tech Summit serve as examples of how to engage, develop, and foster talent at Oracle.

They also expand awareness of women in leadership roles, and of the importance of elevating more of them to leadership.

Programs like these explain why Oracle continues to be a leader in achieving gender-equality in the tech industry. But our initiatives can be implemented anywhere, within tech and outside it. What we’ve seen is that advancing the careers of women at Oracle creates a virtuous cycle, as they

“

One is to remove the stigma of career breaks.

Because pregnancy, maternity, childcare, and even elder care more often impact women’s careers than men’s, women are more likely to take long professional leaves, then struggle with the challenge of re-entering a job market.

are the ones who are most likely to support those who come after them.

This past October, the G20 Women’s Empowerment Conference, the first ever G20 conference dedicated to empowering women, was held in Rome.

Participants collected insights and data to identify the barriers holding women back in all walks of life—a project that culminated in a manifesto setting forth 10 guiding principles to promote women’s empowerment. Oracle signed that manifesto, reaffirming our commitment to fostering social and work environments that enable women to achieve their full potential and maximize their career success and fulfillment.

Among the guiding principles is Goal #2: the importance of collecting the right, unbiased data.

Improving private and public data collection and reporting on gender equality is vital to measuring progress and then defining short-term and long-term targets.

”

Then there’s Goal #5: the paramount impact of education.

This involves removing obstacles that impede equal access to education and lifelong training for women, and ramping up their participation in STEAM subjects.

And also Goal #8: access to capital for women. That means funding programs and designing financial processes that give women preferential access to capital and create more opportunities for entrepreneurship.

We’ve been actively and eagerly advancing these three manifesto principles—quality data collection, opportunities for education, and access to capital—for years through programs like the Oracle Education Foundation and Oracle for Startups. A concerted commitment to taking action on them can lead to major advances in leveling the playing field and bringing more women into tech careers. I know, because I see it every day. PDJ

As Oracle’s Vice President and Global Head of Diversity & Inclusion, Traci Wade leads programs that build awareness on the business impact and value of a diverse and inclusive culture at Oracle. She engages with senior leadership in creating and supporting strategies that infuse and elevate a culture of inclusion and equity.

During her career at Oracle, she has played a key role in establishing the company’s first diversity and inclusion team in 2009. Since then, Traci has become a strategic thought leader and subject matter expert on diversity and inclusion.

Traci has received recognition and awards for her commitment and success in leading Diversity & Inclusion corporate efforts, which include 2021 Profiles in Diversity Journal Women Worth Watching, 2017 Top Diversity and Inclusion Executives in Corporate America by Black Enterprise Magazine, Bridging the Gap Award by 2015 by San Francisco African-American Chamber of Commerce, Corporate Champion of the Year in 2012 by Black Data Processing Associates, Rising Star at the Women of Color STEM Conference in 2013 and Outstanding Corporate Contributor by Black Data Processing Associates in 2013.

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The Four Pillars of our DEI Framework

By Yusuf Z. Zakir

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To foster diversity, equity, and inclusion (DEI), it is critical to have a framework to clearly guide your efforts. The framework we developed at Davis Wright Tremaine sits on four pillars: Community, Growth, Education, and Engagement.

Community involves fostering a culture of belonging, supporting authenticity and intersectionality, and embracing and appreciating our differences. Within the community pillar, we strive to recognize and reward individual commitment to DEI through billable credit for DEI work. In an effort to foster belonging, we support our affinity groups, employee resource groups, and office DEI committees. Through the development of additional networks, we offer support, guidance, and allyship, including developing a new commitment to first generation professionals.

Growth involves building a diverse pipeline of talent and ensuring equitable access to opportunities, information, and leadership. Within the growth pillar, we understand and uncover equity challenges by studying the data. Working closely with our recruiting and professional-development teams, we develop the pipeline and support paths to success.

We launch sponsorship programs to offer access to influential networks, complex work, and business-development opportunities.

Education involves generating opportunities to learn At key pivot points in the about DEI to elevate our individual and collective conrecruiting, development, sciousness. Within the education pillar, we broaden our mindset by offering firmwide presentations and discusand advancement process, sions focused on broader societal topics. We offer interwe deliver DEI training active presentations to our affinity groups focused on and provide DEI lenses resiliency and perseverance. At key pivot points in the recruiting, development, and advancement process, we to encourage individuals deliver DEI training and provide DEI lenses to encourage to take ownership of individuals to take ownership of their DEI commitment. their DEI commitment.

Engagement involves collaborating with external stakeholders, including our clients, affinity bar organizations, and the broader business and investment community. Within the engagement pillar, we partner with clients around our shared commitment to DEI, including hosting a DEI client summit. We support the important work of external diversity organizations through sponsorship and collaboration. To support women-owned and minority-owned businesses, we enhance and improve our supplier diversity program.

These four pillars offer a comprehensive approach to building a diverse, equitable, and inclusive organization. These four pillars encourage greater involvement from everyone in our organization. This includes helping every person chart a path forward—on an individual level and an organizational level—to learn, grow, and offer allyship, so that we may always lead with a DEI mindset. PDJ

Yusuf Zakir is the Chief Diversity, Equity, and Inclusion Officer at Davis Wright Tremaine. Yusuf leads the firm’s efforts to continue building a culture where all attorneys and staff—including those traditionally underrepresented in the legal profession—can have, and can see, a path to long-term success. He collaborates with key stakeholders to develop and implement strategies, programs, and initiatives to build a more diverse, equitable, and inclusive organization. Yusuf collaborates with DWT’s practice groups and professional development departments to scale and implement diversity, equity, and inclusion across the organization, including by working with the firm’s diversity structure to propel and accelerate these efforts. He also partners with clients and external organizations in order to foster diversity, equity, and inclusion in the broader legal profession and to cultivate an industry that recognizes intersectionality, empowers authenticity, and nurtures belonging.

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[PDJ : Part 3 in a Series]

To Women Everywhere: We must advocate for ourselves

By Bhavana Bartholf, Chief Digital & Transformation Officer for Microsoft Commercial Solution Areas (Global)

A

s we all continue to adjust to life with the pandemic, 2022 is off to an interesting start. I hope you have taken the time to reflect and recognize the importance of mental health and your personal well-being. In addition, I hope you have made the space to take the time to recognize what is a priority for you. I’m grateful to be back for this edition of the Profiles in Diversity Journal to share part 3 of my Advocate for Yourself series.

Let’s start with the question: WHAT continues to hold us back from asking for what we want? Decades of research show that women continue to struggle with having the confidence to go after what they want and speak up for themselves.

In fact, research shows that by age 14 women lose confidence in the power of their voice. I’ve spent nearly a quarter century in corporate America, and through my conversations with women at various stages of their journey, I have learned that their struggle with self-advocacy is

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centered around guilt in prioritizing themselves, fundamental anxiety, and/or fear of the unknown.

How is this possible with so many highly educated and intrinsically talented women everywhere? We must make progress. And progress starts with laying the foundation to teach women how they can work through building their confidence and courage to advocate for themselves, so they are inspired to dream—and dream BIG. So HOW do we get there? It starts with taking the foundational steps that will give you the resources you need to feel confident, so you can ask for what you want. Based on decades of experience gained during my own journey, as well as conversations with other women at various stages of their careers, I would like to offer the 5 Steps for How to Advocate for Yourself: 1. Believe in yourself 2. Be proud of your journey 3. Know that you always have a choice

4. Be brave and ask for what matters 5. Find your pack As I lay this out, I know it may seem pretty straightforward, but advocating for yourself can be easier said than done. In this article, I am going to unpack the first three steps.

So let’s dig in….

Step 1–Believe in yourself “You can’t BE what you can’t SEE.” I love this quote and it is so foundational to helping us recognize our potential and ability to dream. And it starts with YOU. Have you stopped to notice that women got everyone through the pandemic, and it still lingers on?

We have stepped up as mothers, homemakers, workers, bosses, teachers, nurses, caretakers, and more.

As Melinda Gates shared recently that women are the world’s fallback plan—and … that the whole economy relies on the unpaid labor of women.

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This is huge! But as women, we underestimate how critical our skills are and the impact of the contributions we make. A lot of what we struggle with stems from needing validation from others to believe that we matter and we’re capable of doing something. We become discouraged and look at past limitations or failures, and tend to not challenge ourselves.

This has to change.

Remember when you were little?

You truly believed that you could do anything! Take a second to think about who you wanted to be. I am totally fine if you planned to be the next President or start your own secret society of Female Warriors. But that fire, that confidence that you could do whatever you set your mind to, is what I am encouraging you to

“

As women, we sometimes look around and compare ourselves to others and focus on what we believe are our shortcomings. I know how tough it is to not do that, but your struggles are what have made you the amazing, one-and-only YOU! When you’re willing to be real and share your journey, you open up and the world opens up, too. This is how we create connection, and people get to know the real you and see what makes you unique.

When you can’t be your authentic self, it’s exhausting.

My grandfather always reminded me that it takes fewer muscles to smile than it does to frown. So, let’s not overwork ourselves. Just BE YOU!

That is when I realized I had so many options I had not considered.

This helped me take control of the situation. It was so empowering to know that I had options—some of them may not have been ideal, but at least I knew they were there.

Finally, as I said in my part 2 article, my hope is that going forward you seek ways to extend kindness to yourself. It starts with the courage to advocate for yourself. Remember, you don’t have to be anywhere where you are not valued. Believe in yourself. Be proud of your journey. Step up and speak out, and you’ll empower others to believe that they can do it, too. It takes each of us advocating for ourselves to help drive the change we want to see in our personal lives, in our workplaces, and in our world!

But that fire, that confidence that you could do whatever you set your mind to, is what I am encouraging you to reignite. Use that to reimagine what is possible and remember you have got it in you… so dream!

reignite. Use that to reimagine what is possible and remember you have got it in you… so dream!

Step 2–Be proud of your journey So many women struggle with this, and I can’t say it enough: It is so important to own who you are.

Sharing your journey is about your life—personal and professional—and all the ups and downs that come with it. Your personal and work journeys shape your life and test you. It’s also not about being like everyone else.

It’s about embracing the road you have been on that makes you, YOU. There have been times, as I take the interest to learn more about a person and stay curious, I find that the person is surprised at how powerful her story is.

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Step 3–You always have a choice As I mentioned earlier, one of the biggest reasons we don’t advocate for ourselves is our fear of the unknown or feeling like we are stuck and don’t have options. I remember a situation in which I ended up working for a leader who was very confrontational and had values I didn’t align with. I remember clearly how overwhelmed, stuck, and demotivated I was. I struggled to recognize my options, as I wasn’t in a great place.

I’m grateful for having a psychologist as a spouse who helped me recognize I felt this way because I was afraid of losing my job and I realized it had been a while since I had interviewed for a job. He encouraged me to work through my fear and asked me to look at ways I could handle it.

”

Please join me in the next issue of Profiles in Diversity Journal, where I’ll share the final steps that changed my life once I started advocating for myself. PDJ Bhavana Bartholf is the Chief Digital & Transformation Officer for Microsoft Commercial Solutions Areas (Global) and a Profiles in Diversity Journal Woman Worth Watching in Leadership for 2021.

This is the third article in her Advocating for Yourself series. Stay tuned for her final article in the upcoming issue of Profiles in Diversity Journal. She hopes to continue to stay in touch with PDJ readers through LinkedIn and welcomes opportunities to connect.

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What A Glass of Beer Says About Group Decision-Making: Individualist and Collectivist Biases

By Dr. Thomas J. Bussen

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ou made it: it’s Friday afternoon. You’re sitting down for happy hour with your friends from work. You look over the beer menu and order last. How likely is it that you allow your friends’ orders to determine your eventual order? For most of us, there’s a pretty good chance that that is just what would happen. But exactly how your friends’ choices affect your beer choice depends on whether you’re more of an individualist or a collectivist. And this, in turn, has important implications for optimal decision-making in the workplace.

Scholar Dan Ariely traveled to a popular brewery at the University of North Carolina at Chapel Hill, approached a table of customers, and offered each of them the choice

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of one of four types of beer for free.

Ariely was not being generous; he was conducting a study.

The name and full description of each beer was provided.i In return, the lucky customers simply had to fill out a short survey documenting how much they’d enjoyed the beer and whether they regretted their decision.

Naturally, he had little trouble finding takers, and by the end of the day he’d visited 100 tables, while running up a bill of $1,400.ii Ariely was surprised to notice a trend, which the data confirmed: once one type of beer was chosen by a member of a table, it was less likely to be chosen by another member of the table. This seemed illogical, to say the least. After all, a beer is no less tasty just because your table mate is drink-

ing it. The survey results showed that the first person to order was typically the most satisfied with her choice, suggesting that subsequent people were making choices based on the choices of their tablemates, and that they were left less satisfied.iii

The Need for Uniqueness What was going on? Ariely changed the conditions to find out.

He asked the next set of customers not to verbally voice their preferred beer, as in the first sample, but instead to write down their preferences on a small menu and keep their decisions private until the rest of the table had ordered.iv Again, they received their beers and filled out the satisfaction survey.v This changed

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everything. Now, uninfluenced by the choices of their table mates, more people ordered the same one or two kinds of beer, and satisfaction was higher.vi What Ariely discovered through this experiment was that when people ordered aloud, they were making decisions not based on their actual preferences. Instead, the order was used to signal to the rest of the group that they were unique, autonomous beings.vii The more someone had this “need for uniqueness,” the more likely he or she was to order something different from the rest of the group.viii They did this regardless of their actual preferences, and in fact, this diminished their satisfaction.

It was, in short, about ego, about avoiding the horror of (gasp) conformity. It is not a reach to extend this behavior to business environments, suggesting that at times colleagues may simply disagree in order to distinguish themselves.

The Hong Kong Angle: Collectivist Preferences Revealed But there’s more to this story.

American undergraduate students are consistently rated more individualistic than the average American adult—this, in a society which is already one of the most individualistic on Earth. We can i

think of individualism as the degree to which one is responsible, first and foremost, for looking after oneself and one’s immediate family. One’s opinions, beliefs, and values need not be shared with the rest of one’s family, and, if the typical American Thanksgiving table is any indication, opinions, beliefs, and values often are not shared by all members of the family.

In collectivist societies, by contrast, ties are further reaching and may include immediate and extended family; friends; and in some cases, one’s community, ethnic group, or religious family (collectively referred to hereafter as one’s “in-group”).ix Did individualism explain the ego-enhancing decisions of the beer drinking students? Ariely provided the answer to this question through a study with Hong Kong undergraduate students.

These students came from a relatively collectivist culture, though slightly less so than those from less prosperous, less politically-open, mainland China. Here, he found the opposite occurred: when ordering verbally, students didn’t order differently from their table mates in order to stand apart; rather, they ordered more similarly in order to stand together!x They behaviorally showed their collectivist rather than individualist colors.

Dan Ariely, Predictably Irrational: The Hidden Forces That Shape Our Decisions 233-234 (Harper Perennial) (2010). ii Ariely at 233 iii Id. at 236. iv Id. at 235 v Id. vi Id. at 235-236. vii Id. at 237. viii Id. ix Geert Hofstede, Cultural Constraints in Management Theory, 7 ACAD. OF MGMT EXECUTIVE, 81, 82 (1993). x Ariely at 238. xi Ariely at 235, 238, xii Henrich, J., Heine, S. J., & Norenzayan, A. (2010). The weirdest people in the world?

Behavioral and brain sciences, 33(2-3), 61-83.

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Once Ariely asked students to write their preferences in private, there was more variance in the types of beer ordered than when they ordered orally. Recall that in America exactly the opposite occurred.

But there was one similarity between American and Hong Kong students: in both cases, the students made decisions that left them less satisfied when they were aware of the decisions of their table mates,xi and they did it on the basis of their relative preferences to be seen as independent or part of the group, respectively.

We can surmise from this study that Americans’ willingness to celebrate their uniqueness may make group work difficult, and may create decisional conflicts which are, ultimately, more about ego than actual differences. But in collectivist societies, where being the nail sticking up is to be avoided, lest you be hammered down, a conformity bias may pose its own problems.xii The results suggest that for opposite reasons, group decisions are better made independently—at least initially—through anonymous polling or individualized interactions, avoiding the relevant bias of either collectivists or individualists. PDJ Dr. Thomas J. Bussen, with a Doctorate of Business Administration, a JD, and an MBA, is a professor of international business at the African Leadership University in Rwanda and a cross-cultural management coach. He is the author of several cross-cultural books, including Shaping the Global Leader (2019), from which this article is excerpted. He is also the author of The Rising Tide: A Neo-Collectivist Critique of American Individuality (expected, 2022), which makes the case for a more inclusive and globally minded professional ideology. To read more of his cross-cultural and social impact writings, visit biggsandbussen.com.

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The 14th Annual Diversity Leader Awards

PDJ Celebrates the Creativity and Commitment of this Year’s Diversity Leader Award Recipients Every year, since PDJ began celebrating organizations and individual Diversity Leaders who are committed to taking diversity to the next level, we have been impressed and encouraged by their commitment, their intelligence, and their creativity.

The Diversity Leaders we recognize in the following pages are reaching out, locally and globally, to embrace an ever-expanding variety of employees, vendors, clients, and communities. Diversity, inclusion, and equity are central to everything they do. For many, who at one time or another have felt excluded or ignored because they belonged to a particular gender, or ethnic or cultural group, making diversity a reality is a personal imperative.

This year’s Award recipients are working to connect with a more diverse group of potential hires, reaching out to women- and minority-owned vendors, supporting their communities, and teaching company leaders and hiring managers to recognize and confront their own unconscious biases. Most important, they are cultivating workplaces that invite all employees to bring their authentic selves to work every day.

We invite you to get to know these extraordinary Diversity Leaders. You may discover ideas and strategies that you can use to help drive your own organization along the diversity highway. And we know you’ll be inspired by their insights, their enthusiasm, and their inspiring personal stories.

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Canadian Mental Health Association (CMHA), York Region & South Simcoe Headquarters: Newmarket, Ontario, Canada Industry: Community Mental Health & Addictions CEO: Rebecca Shields

“Each of us brings our own intersectionality to our work. As a woman and a lesbian who has been in leadership positions for more than 25 years, I personally know the importance of inclusion. This need for exemplary practices in diversity, equity, and inclusion is paramount in mental health and addiction treatment and support. Marginalized individuals have higher rates of mental illness, substance use, and suicide. To support recovery, we must support the individual with compassion and culturally safe services. As any astute leader knows, staff members who experience great belonging and feel respected provide optimal care. So, diversity, equity, and inclusion for our team are not just morally right, they are foundational to meeting our vision of mental health for all.”

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MHA has three values: We are Client and Family Centered, Culturally Competent, and Innovative. The overall strategy of our culture is overseen by our board of directors and our CEO, Rebecca Shields. The strategy is implemented at all levels, from front line staff and volunteers to ensure health equity and access, to our administrative and leadership functions to deliver on our mission for our staff, clients, and community at large.

Of utmost importance at CMHA is cultural competence. It enables us to provide the best service and work experience. We are a diverse team working in a diverse community, so ensuring that we create a welcoming environment where understanding, learning, and listening are prioritized is paramount.

Our cultural affinity groups, comprising the main language groups in York Region and South Simcoe (Chinese, Russian, Italian, Farsi, Tamil, and Urdu), along with a 2SLGTBQ+ and Lived Experience of Mental Health Affinity Group, ensure that clients and staff know that they are welcome and understood. We also regularly engage in truth and reconciliation work.

CMHA is a founding member of the Region of York Inclusion Charter and participates in many regional efforts. Core pages of our website are available in six languages—Chinese, Italian, Russian, Tamil, Urdu, and French—to make our information and programs more inclusive of our community.

– Rebecca Shields, CEO

Rebecca Shields, CEO Her Credentials: Bachelor of Science, University of British Columbia

In 2021, CMHA’s DEI efforts focused on health equity, as well as a safe and inclusive workplace. From our cultural competency strategy, we moved into focused work around anti-racism and anti-oppression. All staff members were required to attend a 12-hour course provided by the Canadian Centre for Diversity and Inclusion. Additional training was required to provide culturally safe care for 2SLGTBQ+ individuals and ensure Indigenous cultural safety and an understanding of the impacts of colonialism.

We conducted antiracism and campaigns and events such as #STOPTHEHATE and inclusion activities such as Pride, Chinese New Year, Nowruz and many other celebrations. Throughout the year, we focused our newsletter, social media, and internal communications on diversity and equity.

In 2022, CMHA will continue to focus on health equity. The pandemic has disproportionately affected racialized communities. Thus, additional training and outreach to serve those most in need requires a culturally competent and safe approach. We are increasing recruitment of language specific providers, building partnerships with cultural communities and providers, and enhancing training to our clinical team.

We have also scheduled board-specific DEI training. It is also our goal to relaunch our internal demographics survey to better understand our board, staff, and volunteer complement, and set new targets to ensure we represent the communities we serve.

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Credera

Headquarters: Addison, Texas Industry: Professional Services/Consulting CEO: Justin Bell

“Diversity, equity, and inclusion have long been a core part of who Credera is. We believe we create the best solutions when unique perspectives and experiences come together.

“As we look to the future, we’re being very strategic about hiring people who enhance our culture (not just fit it) and continue to promote a diverse and inclusive work environment.”

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– Justin Bell, President & CEO

Nickoria Johnson, Chief Diversity Officer & Partner

1$ / n 2021, Credera was named ,1 7( 51$7 ,2 one of Fortune’s 100 Best Her Credentials: BBA, management/ Companies to Work for Millennicomputer science, Benedictine Unials; a Top 100 Next Gen Workplace versity; studied at Howard University;

by Ripplematch; #16 on the Dallas Diversity & Inclusion Certificate, Cornell University Morning News’s Top 100 Places to Work; #10 on the Houston Chronicle Her Philosophy: DE&I must be woTop Workplace list; and a Best Workven into the very nature of our daily place for Consulting and Professional activities, core to our company’s DNA Services in the United States. We and strategy, and etched into the were ranked #5 among the UK’s Best hearts and minds of our people.

Workplaces by Great Place to Work and Fortune in 2020.

During the first year of its suppliIn 2021, Credera invested in new channels and methods for recruiting er diversity program, Credera spent diverse talent, including ROMBA, NCRF, NSBE, SHEP, Black is Tech, and eight percent of its total controllable BUiLT; added three additional HBCUs to our campus recruiting portfolio; spend with diverse suppliers. And we and redesigned our hiring process to improve data collection of EEOC/ are committed to growing that comdiversity responses. We updated our performance management framemitment quarter over quarter. work to include DE&I; analyzed DE&I data for hot spots; launched the Every year, Credera holds a Credera Veteran’s Network; and hosted listening sessions and Credera company-wide Service Day. In 2021, Listens panel discussions. We also published our first annual DEI&W the employees designed content Report; instituted bias training for everyone involved in recruiting or activities for 30 percent of Techand hiring; and offered 10 instructor-led sessions to build awareness Girlz workshops, benefitting 25,000 regarding gender identity, race, and bias. students; partnered with TechGirlz and Dreams for Schools to provide By 2023, Credera plans to Increase female and underrepresented 70 middle school children with STEM ethnic group workforce representation to 35 percent, especially at workshops; created 2,500 STEM senior and executive levels; ensure that employee representation kits and snack bags for children in reflects community demographics; publish our second annual Global one Dallas neighborhood; provided DEI&W report; maintain global alignment via quarterly Global DEIW meals and toiletry kits to more than Forums and collaboration within our ERGs; and attend 10 or more DE&I 300 families at Dallas and Chicago recruiting events. We will launch a DE&I-specific quarterly survey to Ronald McDonald houses; distributed assess engagement and improve reporting; launch mental and physical meals, food boxes, pantry items, and wellness groups; create Dis(Ability) and Interfaith ERGs; and develop PPE kits to thousands of community a supplier-diversity program. Credera will also establish a CDO forum members; and more. to connect with other CDOs; develop additional cultural videos and a Credera held its first Diversity Day DE&I-focused podcast series; produce an inclusive leadership toolkit open house this January. and training content; and pursue DE&I professional certifications for OCDO team members.

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Davis Wright Tremaine LLP

Headquarters: Seattle, Washington Industry: Law CEO: Scott MacCormack

“To create a truly diverse, equitable, and inclusive organization, we must be intentional. With intentionality at the forefront, I have personally pledged to leverage my position to advocate for diversity, equity, and inclusion (DEI) to be embedded in every facet of our organization. For 2021–22, we have set forth six strategic priorities to advance our DEI vision. As a firm, we commit to: (i) strengthen our firm-wide efforts; (ii) foster an inclusive community; (iii) prioritize growth; (iv) generate opportunities for education; (v) engage with external stakeholders; and (vi) require accountability in our efforts.”

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Yusuf Z. Zakir, Chief Diversity, Equity & Inclusion Officer

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His Credentials: HBA, business management), University of Toronto; JD, Loyola Law School (Los Angeles) His Philosophy: To foster a culture where all talented individuals—including those from traditionally underrepresented communities—can have, and can see, a path to success.

In 2021, Davis Wright Tremaine launched its Office of Diversity, Equity, and Inclusion (DEI) and built a team of seven full-time DEI professionals, including me. I am privileged to lead this team of DEI experts, as we embed DEI across our organization. In March 2021, we introduced our 2021–22 DEI strategic plan. With this plan, we seek to foster a culture where all talented individuals—including those from traditionally underrepresented communities in the legal profession—can have, and can see, a path to success.

We build this vision on four pillars: Community, Growth, Education, and Engagement. Our strategic plan had a number of key strategic priorities, and we have been able to make significant progress on all of them, including (i) developing a fully embedded DEI structure; (ii) launching our inaugural DEI@DWT Client Summit; and (iii) offering monthly education sessions for our organization, including by speakers like Nikole Hannah-Jones (The 1619 Project).

In 2022, we seek to continue the work outlined in our 2021–22 DEI Strategic Plan. This includes (i) refining our efforts to build community, including launching First Generation Professionals Affinity Group; (ii) elevating our practice group efforts ensure equity in access to opportunities; (iii) offering DEI training at critical pivot points in the progression process; and (iv) further deepening our partnerships with clients to build on our shared commitment to DEI.

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ur DEI vision is built on four pillars: Community, Growth, Education, and Engagement.

We embed DEI through these four pillars across the verticals of our firm, which allows for better communication and coordination of efforts.

Our success is driven by our client-focused, office-specific, practice group-specific, and associate-specific initiatives and committees, as well as our attorney affinity groups and staff employee resource groups. To help drive strategy across the firm, these efforts report to our firm-wide Diversity Executive Council (DEC).

In October 2020, Davis Wright Tremaine established the Office of Diversity, Equity & Inclusion. As part of that establishment, the firm hired Yusuf Zakir as our first chief diversity, equity & inclusion officer (CDEIO).

As our CDEIO, Yusuf reports to the managing partner and works closely with leadership across the firm to promote diversity, equity, and inclusion initiatives for staff and attorneys, both internally and externally. Yusuf has also restructured our DEI vision and framework. This framework helped build out our Office of DEI, which has now grown to seven full-time employees who oversee the strategic implementation of our various initiatives under each pillar.

At DWT, we believe that “inclusion is everyone’s business” and hold all personnel at the firm, from leadership to attorneys to staff, responsible for participating in and supporting our DEI efforts.

– Scott MacCormack, CEO

Dechert LLP

Headquarters: Philadelphia, Pennsylvania & New York, New York Industry: Law CEO: Henry N. Nassau “I will use my voice as a leader to advocate for diversity, equity and inclusion in the legal profession and in my community; ensure that our firm community continues to foster a culture of inclusion where everyone’s voice is respected and valued; use my leadership position to build a more diverse and inclusive legal profession by improving the equity of processes such as recruitment, development, sponsorship and advancement of diverse attorneys and women; meet at least twice a year with my organization’s Fellows and Pathfinders to discuss their experiences as well as opportunities for improvement and host an LCLD Leadership Lunch; engage with our Global Women’s Initiative and Affinity Groups to hear about their experiences and perspectives on ways the firm/I can support their development and professional goals; and meet regularly with the firm’s Deputy Chair of Diversity and Chief Diversity, Equity and Inclusion Officer to discuss progress against our diversity, equity and inclusion goals.”

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t Dechert, Diversity, Equity and Inclusion (DEI) is a strategic goal and top priority, and DEI is the responsibility of all Dechert personnel. The firm’s formal DEI Strategy program is driven by five full-time professionals—Chief Diversity, Equity, and Inclusion Officer; Global Director of Diversity, Equity, and Inclusion; Global Manager of Diversity, Equity, and Inclusion; Diversity Specialist; and Global Talent Coordinator—who are responsible for strategic oversight and implementation of the diversity and inclusion initiatives of the firm.

Dechert’s firm-wide Diversity, Equity and Inclusion Committee comprises 20 members.

Diversity liaison partners (DLP), selected to oversee the diversity and inclusion efforts of their respective practice groups, collaborate with the DEI team to exchange valuable information and insights. They monitor assignments for equitable distribution of opportunities and workflow and ensure that diverse individuals are being mentored and sponsored, advised regarding their development, and promoted internally and externally to the firm and clients. In order to be effective, DLPs participate in regular training. For example, in 2021, DLPs received extensive training

by Professor Jerry Kang from UCLA School of Law. Our Asian, Black, Family, Greater Middle Eastern, Latino, LGBTQ, and Veteran affinity groups, in addition to our Global Women’s Initiative, support the development and retention of diverse attorneys. In 2021, we launched a new Disability Affinity Group, whose primary mission is to advocate for an inclusive and accessible workplace.

– Henry Nassau, CEO

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Satra Sampson-Arokium, Chief Diversity, Equity & Inclusion Officer Her Credentials: Master of Public Administration, Marist College; BA, political science, State University of New York at Albany Her Philosophy: In the words of Dr. Maya Angelo, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Take the time to listen and always treat people with dignity and respect.

Dechert was one of the first firms to pilot the Mansfield Rule principles outside the United States, and in the United Kingdom, and the first law firm to sign the Business Statement Opposing Anti-LGBTQ State Legislation, taking a stance against discrimination of LGBTQ people in proposed U.S. legislation. In 2021. the firm spoke out as hate crimes toward members of the Asian community increased around the United States.

We sponsored the Black British Network (BBN), a 2021 initiative created by 56 Black Men campaign founder Cephas Williams. Our Stand Against Racism Town Hall and Speaker Series, launched in 2020, has become an integral part of our culture. Dechert was also a market leader in giving time off to commemorate Juneteenth (June 19).

In 2022, we will design and launch an effective firm-wide mentoring program; implement a partner diversity scorecard to track diversity representation on client matters and pitch teams; build on our town hall and racial justice; and continue our interactive sessions on inclusive leadership, including allyship, affinity bias, attribution bias, covering, in and out groups, priming and unconscious bias. Dechert will also host an in-person Diverse Lawyers’ Symposium and a virtual SASS program for senior female associates, counsel, and national partners; and design DEI initiatives and professional-development opportunities for business service professionals.

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Greenberg Traurig, LLP Headquarters: N/A Industry: Law CEO: Brian L. Duffy

– Brian L. Duffy, CEO

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– Richard A. Rosenbaum, Executive Chairman

Nikki Lewis Simon, Litigation Shareholder and Chief Diversity, Equity, and Inclusion Officer

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Her Credentials: JD cum laude, University of Miami School of Law; University of Miami Law Review Member & Moot Court Board; BA cum laude, journalism, Florida A&M University; Reporter, The FAMUAN DJ, WANM 90.5 FM The Voice of Florida A&M University Her Philosophy: At Greenberg Traurig, we believe that when our colleagues are free to bring their authentic selves to work, we can achieve true diversity.

In 2022, we will continue to expand our strategic plan for diversity, equity, and inclusion by listening to our folks at GT and to our communities, and we will continue to take this feedback and turn it into action with measurable success. We also look forward to collaborating with existing and new clients to make changes that will transform societies across all regions where GT has a presence.

Greenberg Traurig’s DE&I 2022 theme, Empower | Amplify | Act, will mobilize diversity and inclusion discussions and empower colleagues to speak on issues that matter inside and outside of our organization, amplify the voices that advance our firm’s commitment, and act toward changes that allow us to meet our ever-evolving goals.

Our firm will continue to hold discussions that highlight our differences, and add to our collective culture and pool of skills and talents. This will allow us to continue to build our teams, strengthen our communities, source a more representative firm culture, and invigorate our client relationships and services.

Systemic racism, implicit biases, economic disruptions, and political upheaval are all challenges to creating a more diverse and just society.

We regularly partner with clients to further their and our objectives in this area, and will continue to do so. Our DE&I Leadership has developed and streamlined our DE&I training and programming.

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iversity, equity, and inclusion continue to be at the core of who we are at Greenberg Traurig (GT). Since 1967, GT has been a place where everyone is welcomed and empowered to bring their true selves.

Our founders, who faced religious discrimination, baked diversity into the DNA of their then nascent firm.

Today, we have more than 2,300 attorneys in 40 offices in ten countries.

We define diversity as we did when GT was an underdog local firm of three.

Our diverse workforce worldwide includes people of different races, national origins, genders, gender identities or expressions, sexual orientations, religions, disabilities, and more.

We live our diversity, and the history of our firm will always be a source. This enables us to serve clients better and more creatively, addressing their matters with teams that include professionals of varying perspectives, cultures, and experience. Our commitment to inclusion and equity is ongoing and evolving.

Over the past year, our colleagues have returned to the office ready to continue to learn about each other and have courageous conversations on tough topics. Our firm has responded by providing programs and tools that support and advance all our colleagues, and further integrate them into their teams and the GT family.

We hold this portion of our work dear as stewards of our employees’ and clients’ futures.

“Diversity and inclusion have always been an integral part of the culture of our firm. That’s why it’s something our senior leadership, including our Executive Committee, has naturally embraced throughout our history. Being thoughtful, intentional, and strategic in this area is necessary to be fully responsive to our clients, support our people, and add to our competitive advantage.”

“As lawyers, we have a responsibility to drive change, advocate for justice, and ensure equal opportunity within our firm. Never has it been more critical for us to recognize that role and opportunity and to act on it. Since our firm’s inception, and before diversity programs were ‘buzzworthy’ or demanded by clients, we believed in and set out to create a diverse and inclusive firm.

Because diversity is in our DNA, Greenberg Traurig understands that every person deserves the opportunity to achieve their professional dreams, and that is a key component of our ability to produce the quality legal services we provide our clients.”

JAMS

Headquarters: Irvine, California Industry: Alternative Dispute Resolution CEO: Christopher K. Poole

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ur focus in 2022 is on increasing the number of diverse neutrals selected from our panel. For several years, we’ve been focused on the supply side of the equation, steadily building a talented and robust roster of diverse neutrals, and we will continue adding to it in 2022.

We want to put more emphasis on the demand side of the equation to ensure diverse neutrals get selected more often. In our industry, neutral selection is one of the most important metrics to track. The more often a neutral is selected, the more experience they obtain and the more opportunities they have to assist parties with their dispute resolution needs.

To that end, we will be focused on extracting more insight from the data we are collecting around neutral selection. The deeper our understanding of to what extent and where clients select neutrals, the better position we will be in to advance our DE&I goals.

Increasing C-Suite and Boardroom gender parity has been a goal of JAMS, and we’re proud that we have achieved significant success in that area. Our JAMS boardroom comprises nearly thirty-six percent women; forty-five percent of our C-suite is occupied by women, including Kim Taylor who became president in April 2021.

“JAMS CEO Chris Poole has long made it a priority to publicly communicate our values around DE&I. For example, this past May, to mark the one-year anniversary of George Floyd’s death, he issued a published statement reaffirming our commitment to “reduce racial inequalities, eliminate mistreatment and brutality, promote dialog and peaceful conflict resolution, and to promote diversity, equity, justice and inclusion at all levels.” Thanks to his leadership, JAMS was the first ADR institution to address Floyd’s death in 2020. Chris also contributes to our newsletter Pulse, which spotlights our DE&I efforts.”

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Mark Smalls, Senior Vice President, Chief Marketing Officer and Chair of the JAMS Diversity Committee His Credentials: MBA, marketing, Columbia University (a Johnson & Johnson Leadership Fellow); BA, management, Duke University His Philosophy: To reap the full benefits of DEI, it must be imbedded in the culture of an organization. That includes education, candid conversation, goals, metrics, training, rewards and recognition.

Over this past year, JAMS laid the groundwork to make lasting change in our organization and in the ADR industry. We created the JAMS Neutral Utilization Report, a tool that tells clients how often they choose diverse neutrals and conducted an internal survey of our 400-plus neutrals to encourage them to self-identify as to specific demographics so clients gain a more comprehensive view of our panel.

The company established the JAMS Diversity Fellowship Program to provide training, mentorship, sponsorship, and networking opportunities for up-and-coming diverse ADR professionals. We also created an external newsletter called DE&I Pulse, which provides a comprehensive update regarding our efforts to combat discrimination in all forms and the progress we are making in promoting diversity, equity, and inclusion at JAMS and within the legal industry.

JAMS created a tracking tool that records how often clients use our diversity and inclusion clause, which was designed to encourage the appointment of diverse neutrals, for arbitration agreements.

Finally, we established six employee resource groups for diverse associates: Allhands@JAMS, Latinx@JAMS, Black@JAMS, AAPI@JAMS, Out@JAMS, and Body Positive@JAMS.

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Kelley Kronenberg

Headquarters: Fort Lauderdale, Florida Industry: Law CEO: Michael Fichtel

“We value and respect the strengths and differences among our employees, clients, and communities because they reflect our future success. Our clients, suppliers, and strategic partners are increasingly diverse and multicultural.”

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Harsh Arora, Partner; Co-chair of the Diversity and Inclusion Committee

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His Credentials: Certificate, Program on Negotiations, Executive Education, Harvard Law School; LLM, taxation, Boston University School of Law; JD, University of Central Florida, BS, Rosen College of Hospitality Management; DP, International Management Institute, Switzerland

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ueled by the mission to be a progressive law firm, Kelley Kronenberg has created a diversity and inclusion program that is open to all employees. It provides a platform for the firm to be inclusive in a proactive and meaningful way. Since its launch, the program has already shown higher satisfaction and increased collaboration across the firm’s 12 offices. Kelley Kronenberg measures employee engagement in numerous ways. For example, we survey our employees yearly, track employee engagement at our events, and meet with our employees often to discover ways in which they would like to engage more within the firm.

The Diversity and Inclusion Committee works directly with firm leadership to develop an attorney and senior administrative manager evaluation process and set clear expectations and accountability around diversity and inclusion. And all of the firm’s more than 400 employees are involved in D&I efforts.

All firm employees are required to attend and complete annual diversity awareness training, to enhance their knowledge of the firm’s conscious effort to promote and support an inclusive culture.

The firm’s Diversity and Inclusion Committee is actively involved in promoting internal and external campaigns through social media and events to propel recruiting and attracting diverse candidates with the assistance of our human resources department.

– Michael Fichtel, CEO

His Philosophy: I am committed to combating racial injustice and advancing the fundamental principles of equality, inclusion, and justice. I am committed to serving communities from underrepresented backgrounds with a team of diverse lawyers and legal support staff.

I plan on starting a program to retain diverse partners and attorneys, and to hire new candidates at all levels from different backgrounds, through participation in minority bar associations and historically black universities and colleges. Adding a component of internal mentoring by pairing minority hires with partner-level and management employees will make the orientation process welcoming and help minority hires feel comfortable in getting to know the inclusive culture of the firm.

I’m committed to working with firm management to showcase diversity and talent by providing opportunities to minority attorneys and including them in direct client relationships and business-development activities.

I also intend to explore the firm’s resources and talent to bring together a group of attorneys and consultants who can lead the diversity and inclusion practice. This includes working with clients who need assistance, with a focus on issues of diversity and working with culturally sensitive legal teams that have both the life and work experience in handling matters where diversity issues are at the forefront.

I look forward to collaborating with external diversity professionals who can provide targeted consulting services, including training for the hiring partners and managers on how to effectively hire and retain strong and diverse teams.

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Nelson Mullins Riley & Scarborough LLP Headquarters: Columbia, South Carolina Industry: Law CEO: Jim Lehman, Managing Partner

“Empathy is one of the most sustainable tools for making progress in diversity, equity, and inclusion. My goal is to create a more empathetic work environment by developing more empathetic leaders. I think the greatest challenge is that, in the legal industry, we tend to think that the same thing that worked in the past is going to continue to work in the future. So, it’s going to mean shifting how an entire firm thinks about the future of law—shifting how we support leaders, how we teach leaders, and how we award leadership. It also includes shifting from the way we used to work to what we want from the future of work. That means, instead of bringing in outside consultants to tell us what to do, listening to our staff ,who already know what they need. It’s a big task, but I believe this firm is ready for it.”

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– Katerina Taylor, Director, DE&I

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elson Mullins has a dedicated, large, and active Diversity, Equity, and Inclusion Committee. Under the leadership of this committee, the firm provides targeted pipeline and professional development programs and continued support of affinity and networking groups that support female, minority, and LGBTQ+ attorneys.

The Committee works in tandem with the Diversity Department, which is comprised of professionals working full-time to develop those values firm-wide, including a Director of Diversity, Equity & Inclusion (Kat Taylor), who reports directly to the firm’s Chief Operating Officer, and a Diversity Coordinator (Patrece Simmons).

Partner Mike Brown serves as the firm’s Chief Diversity Partner, and Partners Melissa Foster Bird and Denise Gunter serve as Diversity Partners and Assistant Group Leaders in their respective management groups.

These roles are separate from the Diversity, Equity, and Inclusion Committee (chaired by Deborah St. Lawrence Thompson) but work closely with that Committee.

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Katerina Taylor, Director of Diversity, Equity, and Inclusion Her Credentials: MBA, finance, Argosy University; BBA, marketing, Texas Wesleyan University Her Philosophy: I base all my leadership decisions in humility and humanity.

In a year of firsts for Diversity, Equity & Inclusion at Nelson Mullins, the firm hired me in March 2021 as its first director of diversity, equity and inclusion, and appointed Mike Brown as its first chief diversity partner.

After holding conversations with firm management, we expanded the Executive Committee to nine voting members, which now includes three women and one Black attorney.

We persuaded the Executive Committee to approve a “Cultural Holiday,” which allows employees to take paid time to celebrate a day important in their culture; a DEI Credit Policy that allows attorneys to receive billing credit for time spent on DEI initiatives; and approval for pursuing Mansfield certification, granted to law firms that achieve equitable and inclusive workplaces. With my team’s coaching and mentoring, diverse attorneys met annual firm goals at the same rate as their non-diverse counterparts for the first time in firm history.

In 2022, our goals include achieving Mansfield certification, increasing the number of diverse attorneys meeting billing goals from 70 to 80 percent, expanding the Diversity Department and increasing its budget, and increasing the number of non-diverse partners participating in the DEI Committee or its initiatives. I am hopeful that, with buy-in from leadership and staff, we can keep pace with the positive results we began to see in 2021.

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New American Funding

Headquarters: Tustin, California Industry: Mortgage CEO: Rick Arvielo

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Patty Arvielo, Co-Founder & President Her Credentials: La Mirada High School

New American Funding has long outperformed other large lenders when it comes to lending to minorities. This is a result of our Latino Focus and New American Dream initiatives, and the company’s belief in hiring “mirrors”—people who are familiar with cultural differences and equipped to help those in minority communities. This has resulted in significant growth in our minority employment in the last several years.

New American Funding’s purchase lending in 2020 was 44.9 percent more than the industry percentage in lending to minorities. By working carefully and thoughtfully with minority borrowers, the company is enabling the minority community to build wealth, stabilize communities, and create generational opportunities. Despite two years of upheaval due to the pandemic, New American Funding had its two best years in 2020 and 2021.

In 2017, New American Funding pledged to increase Hispanic homeownership with $25 billion committed to new mortgages for Hispanic borrowers, and to lending $20 billion in new mortgages to Black borrowers, by 2024. The company partners with Freddie Mac to host monthly virtual events to educate on and encourage Black homeownership as a means of creating wealth, and engages in numerous virtual events designed to educate the Hispanic community regarding the benefits of homeownership. These efforts will continue throughout 2022 and beyond.

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– Rick Arvielo, CEO

D

iversity, equity, and inclusion are at the very core of New American Funding. The company was built by people from diverse backgrounds, designed to be inclusive to all, and structured so all are treated equally.

Through its Diversity and Inclusion initiative, New American Funding embraces and values differences. The company is constantly working to increase diversity among its employees.

As a result, we ensure that diverse voices are contributing to New American Funding’s continued success.

Approximately 58 percent of our employees are female and 45 percent are minorities. Additionally, approximately 40 percent are millennials and 23 percent are Hispanic.

In April, New American Funding celebrated Diversity Month, encouraging employees to “celebrate the beautiful tapestry of our unique cultures, backgrounds, and rich traditions . . . .” Employees provided their favorite songs, which were compiled into a playlist that celebrated the company’s diversity.

New American Funding celebrated Pride Month in June to “recognize the resilience and determination of the many individuals who are fighting to live freely and authentically.” We also commemorated Juneteenth with the leaders of our New American Dream initiative, who shared their reflections on Juneteenth with the workforce.

In October, the company commemorated Hispanic Heritage month, featuring an intimate discussion with cofounder and President Patty Arvielo and her mother, Carmen, who is a Mexican immigrant, on what it means to be a Hispanic-American.

“In an industry where women are the minority, Patty Arvielo is a role model, using her voice and taking the lead. She mentors other women in business, and her natural leadership and commitment to helping women has fueled New American Funding’s success and contributed to her role as an iconic mortgage leader. She has been at the forefront of diversifying the mortgage industry and a key player in implementing changes to establish a 21st century workforce. At New American Funding, Patty Arvielo has created an environment where minorities, millennials, and women can excel on merit.”

Pitney Bowes

Headquarters: Stamford, Connecticut Industry: Global Shipping & Mailing CEO: Marc Lautenbach

“Our remarkable talent works in a culture of excellence, with passion and a proven ability to innovate, persevere, and succeed. Our focus on being diverse and inclusive makes this all the stronger. This has been true for awhile.

We didn’t strive to create a diverse team and board because it was trendy. We did it because we firmly believe that diversity makes us better and inclusion is essential to drive engagement and deliver value to all our stakeholders.”

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e take engagement very seriously at Pitney Bowes, starting with the CEO and his senior management team. We have an extensive employee engagement process that includes a survey administered by an outside company that keeps the data so our employees are assured it is a confidential process. Our company only sees the metrics for aggregate scores. Our scores are compared to our year-overyear performance, as well as other indexes, such as high-performing companies (as defined by financial metrics and HR practices).

In 2021 our participation rates and scores in the 11 categories we measure exceeded the scores of high-performing companies in the majority of categories, including diversity and inclusion. There is ongoing conversation and follow-up on input and suggestions from the survey throughout the year, along with Pulse surveys to see how teams are progressing. Engagement scores are factored into measuring overall company performance and incentive pay for leaders, along with client net promoter scores and financial metrics.

As part of the Senior HR Leaders team, Diversity and Inclusion reports to the chief human resources officer.

We work collaboratively to make our company inclusive, so that a perspective on enhancing diversity and inclusion is embedded in all aspects of talent management: talent acquisition, learning and development, performance management (including succession planning), compensation and total rewards, and health and wellness.

– Marc Lautenbach, President & CEO

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Sheryl Battles, Vice President–Global Diversity, Inclusion, and Engagement Her Credentials: BA, human biology, Stanford University Her Philosophy: Rev. Dr. Martin Luther King, Jr. sums it up best: “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” The work to create equitable, inclusive opportunities for all voices to be heard and all talents to be valued is not for the faint of heart. It requires knowing that the things you focus on some may not want to hear or be comfortable with, and going forward anyway.

In 2021, we continued to increase awareness, stimulate conversation, and facilitate advocacy for the rich mix of diversity found within our workforce. We focused on deepening inclusion as employees learned more about themselves and each other. We conducted regular joint sessions and planning processes, created and delivered inclusive leadership training to all managers, enhanced digital presence, revised section in Corporate Responsibility Report, developed new employee portal, produced 25+ interviews, articles, and speaking engagements, and created space and opportunity to more fully see and know one another. We launched a Caregivers Network and created a series of activities addressing topics that included intersectional allyship, women on the frontlines, courageous conversations on race, LGBTQ+ Roundtables, resilience and mental wellness, and leadership conversations.

In 2022, we will leverage our diverse workforce and inclusive culture to attract and retain the talent needed to win in our markets; enhance global alignment, collaboration, and support for diversity and inclusion initiatives; upgrade and expand our digital presence; strengthen operational efficiency and impact of inclusion networks; deepen inclusion, understanding, and advocacy through activities, webinars, conversations and articles; add to our diversity and inclusion learning curriculum; embed diversity and inclusion into talent management; and monitor the disclosure landscape and refining metrics.

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How Archbishop Tutu inspired Human Equity

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By Peter Trevor Wilson

O

ne of the most frequently asked questions since the publication of my last book is regarding the origins of the phrase human equity.

Where did it come from? The truth is that human equity started with a slip of the tongue in South Africa almost two decades ago in a speech by the late, great Reverend Archbishop Desmond Tutu.

The Arch was giving a speech on employment equity, the legislated equal opportunity program used in Canada and South Africa to help women, people of color, people with disabilities, and indigenous communities. Early in the speech Tutu mistakenly used the term “human equity” instead of “employment equity.” He quickly corrected himself and barely noticed the mistake. But a quiet voice whispered to me “human equity is a thing. Tutu doesn’t know it and you don’t know it but if you stay with it, you will find out what it is.” The only thing the little voice did not say was, “By the way, it will take more than a decade to figure it out.”

When my human equity book was finally finished in 2013, Tutu generously offered to provide a foreward. We saved the foreward he provided for the South Africa version of the book, so it was never published. However, it was very powerful. He pointed out that South Africa had lost ground under Apartheid and as such, had to redouble efforts to build a nation by optimizing on all available talent. In other words, post-apartheid South Africa had to practice human equity.

Tutu pointed out that, not unlike the goal of the Truth and Reconcilia-

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tion Commission (TRC), the human equity book provided a prescription for moving forward in establishing a viable alternative to the notion of “turning the tables.” (i.e., “You had your turn white man, and now it’s our turn”). He stated that if one agrees that a country must be able to compete on a global scale, it follows that that country must respect, appreciate, and utilize all of its human capital. Tutu also pointed out that South Africa needed a system that was inclusive of those who were its previous beneficiaries (i.e., the white population). No easy task.

He pointed out that human equity goes beyond superficial differences like gender and race to look at the full range of talent, skill, and intangible strengths of all individuals.

Tutu’s never-published foreward describes what happens when the diversity that increasingly marks our societies, intersects with the requirements for succeeding in a world whose marketplace is increasingly without borders. He pointed out that human equity goes beyond superficial differences like gender and race to look at the full range of talent, skill, and intangible strengths of all individuals. He pointed out that human equity meant removing the overt and systemic barriers to talent optimization. He believed that this would allow the new South

Africa to leverage the contributions of all skilled, talented, and educated citizens—a fundamental precondition for global success.

Tutu added something else to the human equity puzzle—something priceless, for which I will be forever indebted to him. He intuitively recognized that in order to practice human equity there needs to be an acknowledgement of our basic human frailties. He showed that, like the TRC, human equity must be based on the ancient, brilliant African tradition of ubuntu—the spirit of forgiveness. Ubuntu provided the spiritual foundation for the work of the TRC, which could now be used by human equity.

As Tutu said in his own book, No Future Without Forgiveness, “If someone steals my pen and asks for forgiveness, I can choose to do so. But unless he returns my pen, I remain unable to write.” Tutu believed that human equity could provide the pen to construct a tangible roadmap for achieving inclusion for all, including all the great minds wasted under Apartheid.

I am forever grateful to you, Arch, for your great wisdom, inspiration, and guidance. PDJ

Peter Trevor Wilson is Global Human Equity™ Strategist, Toronto, ON. He is a dynamic speaker, a visionary thought leader and a global diversity and Human Equity™ strategist. Wilson is founder and president of TWI Inc

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How to Create a Data-Led, Measurable Diversity and Inclusion Plan

By Eleanor Goichman Brett, consultant and trainer at global diversity and inclusion training consultancy PDT Global, part of Affirmity

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ll organizations now recognize that diversity and inclusion (D&I) are key to their success as a business. And yet many companies are still not making the progress they would like.

D&I should be approached just like any other business issue or activity—using a datadriven strategy that creates specific and measurable outcomes. Here are some practical ways to ensure your D&I strategy is set up for success:

1. Collect Diversity Data

The first step in having a data-driven D&I plan is, of course, collecting the data. But there’s much more to it than that. You need a culture where people are willing to share their diversity data and trust what you’ll do with it. That means you can’t just ask people for their diversity data out of the blue. You need to make your people believe that you really care about not just diversity, but also inclusion. This takes continuous effort and communication, and it doesn’t happen overnight. As with any culture change, it’s a journey.

You also need to collect the right data. Too many organizations only measure and focus on narrow ranges of diversity—for example, just gender and ethnicity. The

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aim should be to understand whether you are reflective of the communities you serve, and the data collected should be in line with those communities.

2. Collect Inclusion Data Too

Inclusion data is just as important as diversity data.

Inclusion data tells you how people feel within your organization—whether they feel they belong, and are understood and listened to. It also gives you valuable data about specific aspects of your organizational practices, such as how inclusive your communications or learning programs are. However, inclusion data is useless if you can’t analyze it by diversity group. For example, 85 percent of your people may tell you that they feel your communications are inclusive and accessible, but if the

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remaining 15 percent are all disabled employees, then you have a problem.

3. Use the Right Benchmarks

Understandably, many organizations wish to benchmark themselves against their industry or direct competitors.

But those who do should be cautious about using industry benchmarks as targets. Your real benchmarks and targets are found in the diversity of the community you serve. And using industry data can put you at risk of decreasing motivation for change if the industry as a whole is doing poorly.

By collecting diversity data in your recruitment process, you can find out if diverse applicants are not getting through your sifting process to interview—or whether you’re actually just not seeing a diversity of applications in the first place.

4. Analyze Your Data to Understand What Your Drivers Are

To understand what’s driving your diversity data, and what you can do about it, you need to cross-reference your people data by diversity. For example, your recruitment, promotion, attrition, absence, and any other people data you can get your hands on! This enables you to create a meaningful and targeted action plan that addresses your unique barriers to diversity. It will highlight, for example, if there is a problem with the way you assess and promote talent, or if your marketing approach is not appealing to or reaching diverse communities. Or there might be something in your processes that is turning people away.

You can also stop wasting valuable resources on solutions to problems that you don’t have. For example, many organizations prioritize anonymizing their recruitment process. This is important and is a great way of reducing bias in your process. However, it is often a resource-heavy activity that shouldn’t necessarily be a priority unless your diversity data is clearly showing that you have a problem. By collecting diversity data in your recruitment process, you can find out if diverse applicants are not getting through your sifting process to interview—or whether you’re actually just not seeing a diversity of applications in the first place. In which case, your valuable resources can be spent on changing where you advertise, and ensuring that you have inclusive adverts and job descriptions.

5. Regularly Measure the Results of Targeted Activity

By using data to create specific D&I plans for your organization, you’ll also have a robust way of measuring the success of your actions. For example, if you identified that many LGBTQ+ people were leaving your organization after taking parental leave, you may have implemented a new parental leave policy that is more LGBTQ+ inclusive. But if you find that this does not increase your retention data, then you’ll be able to explore other causes and actions.

Data-driven D&I plans allow strategic and measurable actions that are more likely to produce results. There is also another benefit—some D&I plans can be undermined by people’s lack of recognition of the problem.

Many of these doubts come not from a place of negative intent, but from an inability to see.

Those who are not on the receiving end of discrimination have the luxury of not being able to recognize it. But, when faced with evidence, numbers, and facts that clearly demonstrate that injustice exists in our culture and systems, it can’t be denied. And only then can we create a culture where people recognize that the problem does exist—and what our parts may be in both the problem and the solution. PDJ

Eleanor Goichman Brett is a consultant and trainer at global diversity and inclusion training consultancy PDT Global. Having completed a dissertation in the unconscious bias of attractiveness, she has also worked at Virgin Media, the Alzheimer’s Society and Ciklum Software to implement internal diversity and inclusion and accessibility strategies. The anchor of her approach is leveraging the diversity and inclusion of employees to increase an organization’s reach, providing a clear path between the two. With a motto of ‘data, action, data’, Eleanor helps organizations not only design and implement inclusion and learning plans that are right for them but also ensure measurement and sustainability.

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CULTURALLY IN-DEPTH: ONIONS HAVE LAYERS, OGRES HAVE LAYERS, AND CULTURES DO TOO

There are truths on this side of the Pyrenees which are falsehoods on the other.

– Philosopher Michel de Montaigne, 16th century i

By Dr. Thomas J. Bussen

This article summarizes the inner and outer layers of culture. It emphasizes—through a lighthearted reference to Shrek—that through attention to the visible outer layers of a culture, one may learn invaluable lessons about the deeply held attitudes and beliefs of a society. Empirically grounded, this article nonetheless presents concepts of culture—often an ambiguously defined term—in concise, clear, and friendly terms, with easy actions items for readers.

E

dward B. Tylor wrote in 1871, “Culture is that complex whole which includes knowledge, belief, art, morals, law, custom, and any other capabilities and habits acquired by [humankind] as a member of society.” Or, as another put it more simply, “Culture is the way we do things here.” ii As articulated famously by the lovable ogre Shrek, ogres have layers, onions have layers, and, we would argue, so too does culture. iii The outer layers tend to be observable objects, such as the food, dress, and music of a society. The typical tourist to Paris or Rome rarely ventures deeper than this outer layer.

The expression, “When in Rome, do as the Romans do,” usually means nothing more than try the wine or eat the gelato.

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But at the inner levels of this onion, we have a more immovable culture, characterized by deeply held attitudes, beliefs, norms, and morals. Geert Hofstede refers to this inner level as a place of “mental programming,” a phrase that signals the deeply embedded nature of culturally infused attitudes and beliefs. Consequently, the inner layer is not simply the root of culture, it is the basis of misunderstanding and conflict between peoples, who may each view their own culturally infused attitudes and beliefs as universal truth.

The inner levels and outer levels are, however, linked rather than distinct. Often, the outer layers signal changes that are happening or poised to happen at the inner levels. For instance, Russian men www.diversityjournal.com

of the former Soviet Union began wearing Levi’s jeans—thereby changing the visible outer layer—to signal their solidarity with the liberal values of the western world, which represented the inner layer.

Similarly, the inevitability of a northern European waiting patiently for the signal at an empty street crossing emphasizes a respect for rules and laws that exceeds much the rest of the Western world.

Sometimes, the outer layer anticipates changes to the inner layers, such as when women adopt more liberal attire, while gender equity remains merely aspirational. This gap, termed a “culture” lag, helps explain the antagonism that those resistant to societal change express towards outer-level changes, which may appear to the rest of us as little more than window dressing. Why get angry about the young men of yesteryear wearing their hair

“

Disney characters, but rather fearing a subtle weakening of French culture before the American cultural behemoth.

Meanwhile, The Economist reports that China’s government is seeking to become a “socialist culture superpower” iv by explicitly using the outer layers of the onion to impact core, inner values. It is, for instance, putting limits on the number of foreign children’s books allowed into the country, deemphasizing pop stars, and decrying the “feminine” appearance of local celebrities, while airing classical poetry quiz shows and holding children’s competitions in writing complex Chinese characters. v These countries understand that the outer, visible layers of a culture are not gratuitous. Instead, they can often provide us with insight into a people’s very attitudes and beliefs. To begin to understand a

Sometimes, the outer layer anticipates changes to the inner layers, such as when women adopt more liberal attire, while gender equity remains merely aspirational. This gap, termed a “culture” lag, helps explain the antagonism that those resistant to societal change express towards outer-level changes, which may appear to the rest of us as little more than window dressing.”

longer or with rather more extravagance than the ever-popular buzz cut style? Perhaps that hair cut signals deeper changes—to gender norms, to sexual mores. And what causes the outcry toward women who don’t take their husband’s surname? Perhaps weaker family bonds are on the horizon, the unstated subtext goes.

While this may seem much ado about nothing, governments and patriotic citizens from China to Iran and France recognize (and fear) that changes to outer cultural values may signal changes to inner ones. Many French people resisted Disney’s entry into France, not so upset about the dancing

culture at a deeper level than the average tourist or businessperson, observe closely those visible outer layers. In those layers, lies a multitude. PDJ Dr. Thomas J. Bussen is the author of several cross-cultural books, including Shaping the Global Leader (2019) and The Rising Tide: A Neo-Collectivist Critique of American Individuality (expected, 2022). His author’s website, with additional cross-cultural writings, is available here. Bussen, with a Doctorate of Busines Administration, JD, and MBA, is a professor of international business at the African Leadership University in Rwanda and a cross-cultural management coach.

i

Geert Hofstede, Cultural Constraints in Management Theory, 7 ACAD. OF MGMT EXECUTIVE, 81, 82 (1993).

BRENÉ BROWN, Daring Greatly: How the Courage to be Vulnerable Transforms the Way We Live 174 (Penguin Group: USA) (2012). iii Trompenaars & Hampden-Turner, the first order cross-cultural scholars to whom we will defer throughout this book, created this analogy. See TROMPENAARS & HAMPDEN-TURNER, supra note 12 at 6. iv The Chinese Party is Redefining What it Means to be Chinese, THE ECONOMIST (August 17, 2017), https://www.economist.com/news/china/21726748-and-glossing-over-its-own-history-mauling-chinese-culturecommunist-party-redefining. ii

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Paying it Forward with Gratitude

By Esther H. Lim

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phone call changed my life.

Six months shy of becoming a teen, I immigrated with my family to the United States—poor and not speaking a word of English. Strangers in a strange land. Four days after our arrival, my father enrolled his four children in public schools in rural Maryland. Middle school can be hard. For me, it was frightening.

As the only Asian at the school, I felt isolated and afraid. The stares, the taunts, the gestures—none of them required translation.

A month later, shortly before summer break, my science teacher, Mrs. Jean Herbert, phoned my father to make sure I’d be learning English over the summer. Upon discovering that we had neither plans nor means, Mrs. Herbert opened her heart and home to teach me, my three siblings, and my mother English—a subject she had never taught—without charging a penny.

Mentoring matters. With her teaching, mentoring, and encouragement that summer—as well as in successive summers—I not only survived but thrived academically. I graduated at the top of my high school class. Mrs. Herbert would be the first of many angels in America whose mentoring empowered me—to acquire knowledge, to develop skill sets, to try new things, to reach for opportunity. Most of all, to dare to dream.

The generosity I benefited from has motivated me to pay it forward. My lived experiences have informed my thinking and approach to advancing diversity, equity, and inclusion as a partner and the firm’s first chief diversity and inclusion officer. When I work with first-generation lawyers at Finnegan or teach first-generation law students at Howard University School of Law, I appreciate that they’ve overcome much to be where they are. I also recognize they’ll encounter difficulties as they grow and succeed professionally.

Two key ingredients of success are good assignments on your desk and good mentors on your side.

Too often, diverse attorneys face additional challenges, including unconscious bias, as they attempt to find good assignments and good mentors. Having a culture of inclusion—and working to build on that culture—is critical. Fostering a sense of belonging and valuing diverse perspectives allow us to both retain top legal talent and to deliver top legal services. And as lawyers, we have a professional responsibility not just to serve our clients, but also to help those in need, especially those from underrepresented communities.

That can start with a phone call. Check in. Do lunch. Work together. It can make someone’s day—and possibly the person’s career. PDJ

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2022 NATIVE AMERICAN INDIGENOUS LEADERS Worth Watching Awards TM

SUBMISSION DEADLINE: April 29, 2022

2022

Worth Watching

TM

INTERNATIONAL

AWARD

NATIVE AMERICAN INDIGENOUS LEADERS

Profiles in Diversity Journal is proud to honor these people who contribute to the success of your organization. We invite you to join us in this endeavor by nominating one or more members of your team who, through their advocacy, perseverance, legacy, or professional achievements, have triumphed over racism and bias to become Native American Indigenous Leaders Worth Watching.

Your nomination of one or multiple Native American Indigenous Leaders Worth Watching affords you an important opportunity to recognize and showcase the talents, ambition, and achievements of these exceptional people, while also voicing your support of a truly diverse and inclusive workplace.

Nominate Today! www.womenworthwatching.com

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Second Annual

2022

LEADERS Worth Watching

TM

INTERNATIONAL

AWARD

LATINO

The 2nd Annual Latino Leaders Worth Watching™ Awards

PDJ Salutes our Second Class of Latino Leaders Worth Watching™ Award Winners For more than two decades Profiles in Diversity Journal has honored outstanding individuals who have blazed new trails, welcomed challenges, mentored others, advanced diversity and inclusion in the workplace and the community, and excelled in their chosen fields. Now, PDJ is honoring Latino Leaders with our second Latino Leaders Worth Watching Awards.

The 31 profiles that appear in this issue recognize and celebrate the hard work and impressive achievements of these Latino Leaders. Each award recipient has also provided us with the answers to some interesting questions and an essay that will give you, our readers, a chance to get to know these multitalented, multilingual, and trailblazing individuals a little better.

Welcome to PDJ’s second annual Latino Leaders Worth Watching Awards.

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LATINO

2022

Senior Director, Supply Chain

LEADERS Worth Watching

TM

INTERNATIONAL

AWARD

Daniel Chavez

I Look Forward to What Is Yet to Come My career path has largely been driven by the following:

Education: MBA, global management, Thunderbird; business administration, University of Washington Company Name: Advanced Micro Devices Industry: Semiconductors Company CEO: Dr. Lisa Su Company Headquarters Location: Santa Clara, California Number of Employees: 15,500 Your Location: Austin, Texas Words you live by: Run towards the hard things. It will make you better.

Who is your personal hero?

My grandfather What book are you reading?

Master of The Senate by Robert Caro What was your first job: Cook Favorite charity: Alzheimer’s Association Interests: Reading, running, travel, and time with family and friends Family: My wife, Betty Ann; three daughters, Gabrielle, Emilia, and Natalie; and one son, Daniel

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1.

Willingness to assume responsibility and take ownership

2.

Desire for diverse experience (walk in the shoes of others)

3.

Seeking challenging opportunities (do the hard things)

4.

Building relationships

From the start of my career, when there was a challenge that cut across organizations and ownership was unclear, I took on the responsibility. That approach advanced my career and provided great learning opportunities.

One could argue that it was “not my job” (and some told me that), but I’m a believer your job is as big or small as YOU make it. This does not mean you take on the functions of others—you must hold other groups accountable for their deliverables. But sometimes, especially in new territory with a high degree of ambiguity, it requires courage and conviction to step up, take action, and do the right thing.

The desire for diverse experiences, to better understand how other groups work, also shaped my career. I wanted to see the world through different functions and geographies. That led me to make a dramatic career change, where I worked in IT, HR, acquisition integration, operations, direct imports, and proprietary brands, in the United States, Mexico, Canada, and China. That experience taught me I could quickly adapt and thrive in different functions and disciplines. More important, it allowed me to walk in the shoes of others and made me a better business partner.

Seeking the difficult work helped drive my career. I recall key points in my career, where I chose to run to a problem or a difficult situation. What drove me was the desire to make a difference and grow. Of course, there are moments of doubt, but I believe it is vital to push on, persevere, and surround oneself with those who share the determination to win. I do not waste time and energy on the negative actors.

Remember, you cannot do it alone. Relationships matter. Be a genuine partner. Help your teammates and others win and celebrate. It’s amazing how problems can be solved and opportunities identified, when you pull together key talent from different parts of the business. Additionally, those relationships will help you all get through the most difficult moments. One of the many wonderful things about working at AMD is that I have the privilege of collaborating with super-talented people who desire to improve and win every single day. I joined AMD in 2012, and this summer will mark a decade of service. I’m incredibly proud of what we have accomplished together and look forward to what is yet to come.

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2022

LEADERS Worth Watching

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INTERNATIONAL

AWARD

LATINO

Sofia McDaniel

Global Consumer Marketing Director

Humility, Perseverance, and Hard Work A mentor once told me, “Never lose who you are, and always keep what brings you joy at your center.” This truth has been at the core of my twenty-year career in marketing and advertising. Whether as a fresh college graduate or when leading a global team, I have always had a passion for building a culture of collaboration and meaningful connections. I believe that by engaging with people as individuals first, they will be more open to partnering and collaborating on solutions to challenges as they arise. These principles were instrumental in my success and growth as a leader.

In almost twelve years at AMD, I’ve experienced many proud moments.

One that stands out was leading the team that developed the launch campaign for the first AMD Ryzen™ processor. We tore down organizational barriers and welcomed ideas from all. Through these experiences, I learned humility, perseverance, and hard work, which have become key tenets of my professional career.

I am fortunate to have been guided by amazing leaders and mentors that come from diverse backgrounds. They told me I was ready for leadership before I thought I was and challenged me to think bigger. They advocated for me and have been incredibly instrumental in my career journey.

It’s important to me to do the same for my team.

I currently lead the Global Consumer Marketing team, overseeing a diverse team of individuals across ethnic backgrounds. My team’s success and development are at the core of my responsibility as a leader. I strive to advocate for my team—it’s an important way I can support underrepresented groups. Championing their growth and watching their success fosters a passionate team spirit.

I was awarded a scholarship in college by The Lagrant Foundation.

Their mission is to increase the number of ethnic minorities in marketing, advertising, and public relations. I am grateful for the support this afforded me and feel strongly about giving back and helping others with a similar background starting their career journeys. Today, I work with The Lagrant Foundation and contribute my time mentoring future marketing professionals and grading scholarship applications. It is a pleasure to work with and guide these young professionals and I hope that I can give back more than I have been given.

I am so thankful for my family, including my husband, parents, in-, and especially, my three young daughters, including identical twins, who I get the joy and blessing of raising. Being a mother has taught me some hard lessons, like patience and the skill of truly listening, which I believe have helped make me a better person and leader at work.

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Education: BS, advertising, Business Foundations Program, University of Texas at Austin Company Name: Advanced Micro Devices Industry: Semiconductors Company CEO: Dr. Lisa Su Company Headquarters Location: Santa Clara, California Number of Employees: 15,500 Your Location: Austin, Texas Words you live by: Progress, not perfection.

Who is your personal hero? My mother and father; they gave me unconditional love, and taught me independence and the value of hard work.

What book are you reading?

Jane Eyre by Charlotte Brontë What was your first job: Optimedia International–US, Assistant Media Planner Favorite charity: The Michael J. Fox Foundation for Parkinson’s Research Interests: Visiting and hiking Texas state parks Family: Derek McDaniel (Husband) and Anna, Mary, and Sara (Daughters)

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2022

Senior Manager, Information Technology

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My Defining Moment

Company Name: Advanced Micro Devices Industry: Semiconductors

Company CEO: Dr. Lisa Su

Company Headquarters Location: Santa Clara, California Number of Employees: 15,500 Your Location: Austin, Texas

Words you live by: When you put your head on your pillow at night, you should feel good about the person you were that day.

Treat people as you wish to be treated.

Who is your personal hero? Debbie Fett and her daughter Amberlyn; Debbie has 2 children who both have CF (cystic fibrosis).

Amberlyn although having a tough life battling the disease, still found it in her heart to start a nonprofit called Ambers Angels in 2004 and has helped many children who battle illness. Amberlyn passed away in 2011 and asked her mom to carry on her nonprofit, which Debbie did as long as she was able to. She continues to gather donations and fulfills Amberlyn’s wish to help children and families in need.

What book are you reading? Delicious by Ruth Reichi; Dare to be Kind by Lizzie Velasquez, with Catherine Avril Morris What was your first job: Working in a jewelry store first in the credit department, then in sales Favorite charity: The Christi Center

Interests: I am a crafter. I love to make gifts for people—I call them gifts from the heart.

Making a difference in someone’s life is key to me. I have had the good fortune to be part of some great teams; I have also had several opportunities to grow some great teams. In the semiconductor industry, the diversity of cultures one of the things I love—learning about different cultures and approaches is important, not only to business execution but also personal style.

I have had the opportunity to work with some very smart people— some young and just out of school, and some with years of experience.

Both bring so much to a successful team I had a defining moment about 10 years into my career, when I was assigned an employee who was my senior. She was very experienced and known as the best in her role. She also made it clear to me that she was not happy about the change in manager. As we worked together, and I got to know her, highlighted her strengths, and helped her grow, she said to me “I do not know how to thank you. You have not only made a difference in my career, but you have also changed the way I approach my personal life.”

This was my defining moment for me. I discovered what my professional passion would be—my ability to make a difference in business and affect someone personally. Today, I work to build effective teams, where people feel valued and heard, and where they have an environment in which to thrive.

I believe that finding a mentor is the key to your success. If you are lucky, your manager can be that mentor. But more often, you will find your ideal mentors in unlikely individuals. I have had the pleasure of mentoring several individuals, and some of those mentoring relationships have continued for almost 20 years. Finding someone willing to tell you the truth is not as easy as you think. Some people avoid the hard conversations. My view has always been that to improve, you need to know what you need to improve. In a world driven by perception, you may never know if you left a bad impression, unless someone helps you see it. The key to being a successful mentee is your willingness to listen and hear constructive input and a willingness to change. I believe that we all need mentors.

Family: I am married with two beautiful children; one found her angel wings way too early in life; my younger daughter has turned out to be an amazing young women.

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AWARD

Rhonda Medlin

2022

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Jose Borjon

Senior Policy Advisor

The Person I Would Become Becoming the person I am today took time and effort—lots of restless nights studying, commitment, and determination. But I did it, thanks to so many. Growing up, I did not have a bed.

My brother Juan and I slept on the floor at our aunt’s house in South Texas until I was 12 years old and Juan was 11. We did not have our own beds or bedroom’s because we lived with my tia and tio. My mother also slept on the floor with us. We lived with my aunt for several years as our parents worked hard to build a home for us in the northern part of the city of Brownsville, Texas, on the U.S.–Mexico border and the Gulf Coast.

The summer of 1997, when I finished the fifth grade at Reynaldo Garza Elementary School, my mom, dad, brother, and I moved into our own home. It felt wonderful to move into a small two-bedroom home that took so much effort and hard work to build—a home that was ours and built by us.

Education: Bachelor’s degree, journalism/ communication, The University of Texas at Brownsville (now The University of Texas Rio Grande Valley) Company Name: Akin Gump Strauss Hauer & Feld LLP Industry: Law Company CEO: Kim Koopersmith, Chairperson

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Thinking back about this period of time in my life, when my family faced such adversity, even though each day we were happy just to be together, I really believe that that time helped shape the person I would become.

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At that time, my brother and I each got a bed, and we felt like the world was ours. Can you believe that we no longer had to sleep on the floor? What a blessing—a true blessing. I was so happy during those first few days that I got to sleep in my own bed. It was delightful. Thinking back about this period of time in my life, when my family faced such adversity, even though each day we were happy just to be together, I really believe that that time helped shape the person I would become.

I remember telling my 12-year-old self, “One day, I will make it in life, so me and my family don’t have to sleep on the floor ever again.” And I was determined to achieve that.

Company Headquarters Location: N/A Number of Employees: 1,759 Your Location: Washington, DC Words you live by: Hard work, determination, follow through, honesty, and commitment. I treat people with respect and dignity, and believe the most effective way to lead is by working in the trenches with my peers at all times. I always lead by example and set the tone. My expectations are high.

Who is your personal hero?

My mother, Paula H. Borjon, and my brother, Juan M. Borjon What book are you reading? Madam Speaker: Nancy Pelosi and the Lessons of Power by Susan Page What was your first job: Busboy & waiter, Cobblehead’s Bar and Grill, Brownsville, Texas Favorite charity: Our Lady of Guadalupe Catholic Church, Brownsville, Diocese of Brownsville Interests: Running, traveling, reading, barbecuing, hiking, and spending time outdoors Family: My father, Jose G. Borjon

www.womenworthwatching.com

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LATINO

2022

Partner

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It’s Time to Embrace a Hybrid Work Model Today’s work environment is very different from what it was two years ago. While most business professionals had the ability to work remotely pre-pandemic, that option was used infrequently (mostly while travelling, or feeling unwell, or waiting at home during a 4-hour repair/installation window). As offices re-open, and employees are encouraged to return to

Education: BA, Princeton University; JD, Stanford Law School Company Name: Akin Gump Strauss Hauer & Feld LLP Industry: Law Company CEO: Kim Koopersmith, Chairperson Company Headquarters Location: N/A Number of Employees: 1,759 Your Location: Los Angeles, California Words you live by: Use your power for good.

Who is your personal hero? My mom What book are you reading? Puerto Rican Cookery by Carmen Aboy Valldejuli What was your first job: Babysitting after school when I was in the 4th grade (age 8) Favorite charity: Mexican American Bar Foundation (themabf.org) and Outfest (outfest.org) Interests: Learning to cook Puerto Rican recipes (like arroz con gandules and camarones guisados) Family: Peter Griffith (Spouse), and Ginger and Jax (our 2 Rhodesian Ridgebacks)

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in-person work, many are hesitant to be in the office five days a week. We have gotten comfortable with virtual meetings, no commute, working in casual clothes, and seeing our families more often. Even colleagues who used to insist on working in the office have adapted pretty seamlessly.

While there are many positive aspects of remote work, the interpersonal connections and sense of community built from being present in the workplace have suffered. The opportunities to mentor junior colleagues and get to know new hires are less organic. Newer colleagues have never even been to the workplace. There is a real risk that some colleagues will fall through the cracks, and not receive the same level of work, training, and mentorship that they would have enjoyed in a pre-pandemic work environment. And, as before, that risk will likely disproportionately impact our diverse colleagues, due to a variety of unintended factors (including implicit bias).

I do not believe hard and fast return to work mandates are the solution, nor do I recommend discouraging the flexibility of remote work. But I do think we need to find ways to encourage colleagues to work in person at the office, so we can reconnect and rebuild the community work environment. Perhaps we could schedule some internal meetings in person and plan social activities like lunches and happy hours Tuesday through Thursday to help build attendance on those days. We could take the time to walk the halls and stop to catch up with colleagues, especially staff members who do not have the luxury of working from home or participating in virtual meetings as often as executives and may feel especially disconnected. We could invite junior colleagues to lunch or a coffee break— especially those we do not already know. And we could embrace a hybrid work model that balances in-person and remote work. Most important, we must encourage our partners and senior executives to lead by example.

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AWARD

Marissa Román Griffith

2022

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Andrés Meza

Chief Operations Officer

Choose the Unconventional Approach Growing up, few people in my life told me, “You can be anything you want to be.” I grew up in a small oil-rich town in Mexico with the expectation that I would eventually work at the local refinery or petrochemical plant. By taking unconventional approaches in my career, my professional path has led me to my current role as the COO of the American Battery Technology Company (ABTC), working to support our transition to a lower carbon future and sustainable energy. Choosing the unconventional approach is something I learned to value very early in my career.

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There will be people who tell you can’t achieve your dreams. I challenge you to chase those dreams anyway, and once you’ve achieved them, show others that they can achieve their dreams, too.

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After graduating from the University of Arkansas, I started my career as a chemical engineer at a Georgia Pacific paper mill in Savannah, Georgia.

Typically, the engineering trajectory doesn’t involve a lot of day-to-day interaction with the workers on the factory floor. However, when a shift lead opportunity became available, I took the unconventional approach to manage the plant and lead tenured technicians. While it might have seemed like a risky proposition to have me as a 22-year-old lead a crew of 100+ people, some of whom were twice or three times my age, management supported and mentored me through the process.

Ultimately, I developed a high-performing team that met operational targets and improved plant operations. I asked my team to believe in me and trust me, and I showed them that I believed in them too by working alongside them and encouraging them. I ended up proving that putting an engineer in a shift leader role was effective. It is now standard practice at Georgia Pacific to have engineers commit time to working as shift lead when starting at the company.

I have not been back to that paper mill in over ten years, but I carry that attitude of trying unconventional approaches and believing in myself and my team. There will be people who tell you that you can’t achieve your dreams. I challenge you to chase those dreams anyway, and once you’ve achieved them, show others that they can achieve their dreams, too.

www.womenworthwatching.com

Education: MBA, Harvard University; BS, chemical engineering, University of Arkansas Company Name: American Battery Technology Company Industry: Recycling and Environmental Technologies Company CEO: Ryan Melsert Company Headquarters Location: Reno, Nevada Number of Employees: 27 Words you live by: Give the unconventional approach a try.

Who is your personal hero? My dad— the oldest son of 10 siblings; he took on the responsibility of being a leader to his brothers and sisters and a trusted partner to his mom and dad; as an adult, he became a loving husband and dependable father, while succeeding in his career as a doctor and rancher.

What book are you reading?

Getting Things Done by David Allen What was your first job: Educational Talent Search & Upward Bound tutor Favorite charity: Sierra Club Interests: Hiking and skiing Family: Dad, mom, brothers (2), nieces (2) and nephew, partner, and my best friends

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2022

Partner

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Let’s Be Good Stewards of Inclusiveness

Education: JD magna cum laude, Whittier Law School; BS, Whittier College Company Name: Best Best & Krieger LLP Industry: Law Company CEO: Eric Garner, Managing Partner Company Headquarters Location: Riverside, California Number of Employees: 400+ employees; 200+ attorneys Your Location: Irvine, California Words you live by: Do your best and forget the rest!

Who is your personal hero? My mom What book are you reading? Heidi Hecklebeck series with my daughters What was your first job: Working as a student aide at the Professional Resource Center in Rowland Unified School District Favorite charity: The La Habra Woman’s Club Interests: Quilting, rock climbing, hiking, fishing (fresh and salt), skiing, and bike riding

I hope that in my lifetime I get to see all of humanity demonstrating more kindness and respect, listening more and talking less, and overall, being better patrons of society. In today’s increasingly fast-paced world, it seems that we, as members of society, have lost sight of the importance of speaking and treating one other with dignity, generosity, and grace.

Too often, disagreements over viewpoints or policies devolve into unhelpful and unproductive personal attacks and put-downs. To me, the recent calls that we have heard for increasing and appreciating diversity, at their core, sound like cries for respect and acknowledgment.

I hope that society is listening with a discerning ear, and that we can all think critically about ourselves and what we can do individually to be good stewards of inclusiveness.

As a child, I would often ask my mother what she might like as a special gift for a special occasion. Mom’s response was always the same: world peace and love. I recall feeling frustrated by this response because I really wanted her to want something tangible—something that I could give. I knew I could not gift her world peace and love. Even if I could, I knew that not everyone in the world would want for there to be world peace and love.

As an adult, I have greater appreciation for my mom’s dreams of world peace and love. My father immigrated to the United States from Guatemala as an infant with his mother. My mother was the daughter of European immigrants from many years before. With this diverse and unique perspective, my parents spoke regularly about the importance of appreciating the diversity of others—their cultures and their beliefs.

I believe that when we know and appreciate one another as individuals—not as a particular type or thing—we empower one another. And, through that empowerment, we benefit our community as a whole. At the core, appreciating diversity is about appreciating one another and understanding that humans are not carbon copies. We all have something to share and contribute. I hope that, as a society, we can move toward appreciating and valuing equally the contributions of everyone, so that all can feel that they belong. With that, I suppose I too hope for world peace and love.

Family: I am married with two young daughters, ages 7 and 3.

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AWARD

Alisha M. Winterswyk

2022

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Andres J. Munar Broker/Owner

One Percent Better Each and Every Day I started Co/LAB Lending (formerly Keystone Alliance Mortgage) six years ago because I believed that everyone can and should own a home.

I emigrated from Colombia as a child with my family. I believe very much in the American dream of creating lasting memories and building wealth through homeownership.

I am building something very special with Co/LAB Lending. I continually demonstrate my pride in my company, and my commitment and loyalty to my team, each and every day. I believe in building success through teamwork. I believe everyone plays a vital role, and no single individual is more or less important than the next, no matter their position here at Co/ LAB Lending.

I strive to be an exceptional person and team leader. I support every member of my team with encouragement, positive attitude, and coaching.

I also love making sure that every team member tries to be at least one percent better each and every day, not only in their jobs but also in their personal lives.

My vision was to create a company that not only serves the needs of our customers but also my team members. You may recognize that I don’t use the term “employee” when referring to those who work for me because I see us more as a family and not as hired help. I do my best to go above and beyond normal “boss” expectations to ensure that everyone has the opportunity to succeed and grow. I back this sentiment up routinely by recognizing outstanding efforts with not only compensation, but also by creating new positions or offering them new responsibilities, so that they can continue to grow and gain experience.

According to my team, one of my best traits is my willingness to help all team members reach their goals, even if those goals lie outside Co/LAB Lending. If your dream is to start your own business, I am there to help you do it, even if it means losing a valuable team member. My true vision for my entire team is to see its members spread their wings, grow, and achieve the lives they want.

I have even gone so far as to begin helping even more people succeed. Along side my business partner, Megan Marsh, we have created a podcast, called the Colab, that strives to teach others the very same things we practice in our business and with our team. I have a strong desire to have a positive impact on as many people as I can.

Education: Associate degree, hotel restaurant management, Pennsylvania Culinary Institute Company Name: Co/LAB Lending Industry: Finance Company CEO: Megan Marsh & Andres Munar Company Headquarters Location: State College, Pennsylvania Number of Employees: 37 Your Location: Puerto Rico Words you live by: In order to get where you’re going, you must first help others get to where they want to be.

Who is your personal hero?

My mom and dad, who gave up their lives in Colombia to give my brother and me a chance at a better life in the United States.

What book are you reading?

Leaders Eat Last by Simon Sinek What was your first job: Busboy Favorite charity: The Sato Project Interests: Traveling, volleyball, paddle boarding, hanging at the beach, and working out Family: Mom, dad, brother, and dog named Bogota

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LATINO

2022

Partner

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Meeting the Challenge of Underrepresentation in Big Law

Education: BA cum laude, Dean’s List, Founder’s Award recipient, New York University; JD cum laude, Dean’s List, Cooper Editor–Fordham Urban Law Journal, Order of the Coif, Fordham University School of Law Company Name: Dechert LLP Industry: Law

Company CEO: Henry N. Nassau

Company Headquarters Location: Philadelphia, Pennsylvania/New York, New York Number of Employees: Approximately 2,000 Your Location: New York, New York

Words you live by: There is nothing that cannot be accomplished as long as you are willing to work hard (many times harder than others) and be persistent.

Who is your personal hero? My parents who have made many sacrifices so that my siblings and I could have a better future, and who engrained in me at an early age the importance of an education and of working hard What book are you reading?

Confidence Men by Ron Suskind What was your first job: I worked a variety of jobs at a restaurant, including bussing tables and washing dishes.

Favorite charity: LatinoJustice PRLDEF, a nonprofit that for almost 50 years has advocated for the rights of Latinos and against civil rights injustices Interests: Traveling with my family and cheering on my children’s various sports teams

One of the biggest obstacles facing the legal industry is the underrepresentation of Latinos and other minorities within its ranks.

I am proud of the steps we have taken at Dechert LLP, a global law firm, to reverse this underrepresentation. Recruiting Latino law students is a significant focus for our recruiting program, with which I have been involved as the co-hiring partner for New York and a longtime member of the hiring committee.

At Dechert, we place great importance on personal development.

We work hard to foster a sense of belonging among Latino associates, aiding their integration across the firm, and advocating for their careers through mentoring, networking, and training. This is not always straightforward—Latino associates can sometimes feel a sense of not belonging when starting at a big law firm for example—but it’s gratifying that so many young Latinos are thriving. For instance, a growing intake of bilingual Latino lawyers has been instrumental in enhancing the firm’s client relationships across Latin America. Their progress underlines Dechert’s attraction as a destination for Latino lawyers, and helps create a virtuous circle in developing experienced Latino lawyers who go on to mentor the generation to come. More broadly, it exemplifies the impressive strides being made at Dechert, as we take steps to create a truly diverse and inclusive workplace.

A related challenge lies in pipeline building. At legal nonprofit LatinoJustice, where I sit on the board and chair its Education Committee, I frequently meet exceptional, hardworking Latino students who, for a variety of reasons, choose to not attend the traditional feeder schools supplying Big Law. Instead, these talented individuals go to second- or third-tier law schools that are closer to home, and where financial aid is more plentiful, but from which entry into Big Law is more difficult. At LatinoJustice, we have created CLASP, a pipeline initiative to connect such students with big law firms. Eight individuals have already completed the program and are starting as associates at Big Law firms. Six more will go on to summer associate placements this year, which will set them on a trajectory of potentially life-changing success.

This is a great start, but it is also incumbent on law firms to build pipelines to a wider range of institutions in order to locate individuals who may at first glance not tick all the boxes, but who might be nurtured into the Latino leaders of tomorrow.

Family: My wife, Sylvia; daughters, Sophia (10) and Liliana (5); and son, Joaquin (7)

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AWARD

Mauricio A. España

2022

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Cindy A. Villanueva Of Counsel

Manage Your Inner Critic and Become Your Own Best Advocate The best piece of career advice I ever received was to take advantage of every single opportunity that is presented to you. Many Latinos, especially Latinas, doubt whether we truly belong and whether we have the background, experience, and skill-set to take that next step. We think that if we don’t check every single requirement box, we should not apply or seek the position. In the legal profession, we think that without the partner title or senior associate experience we don’t have enough knowledge to provide insight or contribute to the team. Reject that self-doubt and volunteer for special projects, to be on committees, or to take on leadership roles. Become your own best advocate.

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Reject that self-doubt and volunteer for special projects, to be on committees, or to take on leadership roles.

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As the daughter of two Mexican immigrants, working in a profession without a lot of diversity, I have doubted my own capabilities. I’ve used this advice to push myself to broaden my skill set and take on leadership positions, even while still a relatively junior attorney. For example, in 2018, I was elected as the Hispanic National Bar Association regional president of Region 14, which covers Arizona and Nevada. Although, I had doubts about leading such a large region, but I embraced the challenge and, with the help of mentors and colleagues, had a successful presidential term that culminated with my receiving the 2020 HNBA Regional President of the Year award.

Similarly, when contemplating whether to apply to the Valley Leadership program in 2018, I considered waiting a few more years, until I had more experience or at least the partner title. Valley Leadership is one of the most prestigious and selective leadership development programs in Arizona, with alumni like elected officials and corporate leaders. Again, I doubted whether I belonged in that group. Overcoming my hesitation, I asked for letters of recommendation, applied for the program, was selected for an interview, and ultimately, was selected for the program.

I can say that it was one of the best experiences I’ve had, resulting in personal growth and lifelong friendships.

Manage the inner critic and know that you are just as capable!

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Education: BA, University of California, Irvine; JD, University of California at Los Angeles School of Law Company Name: Dickinson Wright PLLC Industry: Law Company CEO: Michael Hammer Company Headquarters Location: Detroit, Michigan Number of Employees: 873 Your Location: Phoenix, Arizona Words you live by: “Real change, enduring change, happens one step at a time.” – Ruth Bader Ginsburg.

Who is your personal hero?

My parents What book are you reading? All the Light We Cannot See by Anthony Doerr What was your first job: McDonald’s Favorite charity: Florence Immigrant & Refugee Project Interests: Gardening; foodie Family: Husband, Santiago Granillo

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2022

President & CEO

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We Must Be Mentors, Guides, and Champions “Tell me who you are with and I will tell you who you are.”

When thinking about words I live by, I immediately remember the “dichos” or sayings my mom and dad would repeat. The saying above conveys a lot, not just about who your friends are, but also who you work with, who you do business with, and who you choose as mentors, guides, and champions.

Education: Master’s degree, public affairs, University of Texas at Austin Lyndon B. Johnson School of Public Affairs; Bachelor’s degree, government, University of Texas at Austin Company Name: Entergy New Orleans Industry: Utility Company CEO: Deanna Rodriguez Company Headquarters Location: New Orleans, Louisiana Number of Employees: More than 2,800 employees What book are you reading?

Never Split the Difference: Negotiating as if Your Life Depended On It by Chris Voss, with Tahl Raz What was your first job: Ear piercing at the mall

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The next generation of leaders is expected to bring a new perspective to the workplace, while retaining the values of our company, including cultivating a diverse and inclusive culture.

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I am fortunate to have found a home and good company at Entergy New Orleans, where I have thrived for the last 28 years. This organization, which provides electric service to customers and in a way that treats our customers, communities, and the environment with such respect and care, is where I have made my career.

The next generation of leaders is expected to bring a new perspective to the workplace, while retaining the values of our company, including cultivating a diverse and inclusive culture. As CEO, I encourage my senior leaders to be mentors and to take a keen interest in our employees’ success. We must ensure that we fully realize the potential of our diverse workforce, and encourage new ideas and diverse thoughts.

The future Latino workforce deserves that from us.

Favorite charity: Zeus Animal Rescue in New Orleans Interests: Running

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AWARD

Deanna Rodriguez

2022

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Mario Garcia

Director–Loan Servicing; Investor Reporting; Single-family Operations

Out of My Comfort Zone and Into Success I am both honored and humbled to receive this distinguished award. I see this not just as a recognition, but also as an opportunity to serve as a role model for other Latinos. I’ve viewed many well-known Latinos as role models throughout my life, but my parents influenced me the most. My father was soft-spoken and reserved, but his approach to work was “work hard and do the best you can.” My mother wanted to become a teacher and although she didn’t fulfill that dream, she was my biggest influence.

I was born and raised in Laredo, Texas (on the north bank of the Rio Grande in South Texas across from Nuevo Laredo, Tamaulipas, Mexico), where the demographics consisted primarily of Latinos. There I grew up seeing the underserved. It is these images that resonate with me, and I often ask myself, “How could someone with my background be in my position?”

I left Laredo at 19 to attend college and pursue a business career. As I moved through this journey, I noticed the demographics around me changing. I was now no longer part of the majority, as I was in Laredo. I found myself having to figure things out on my own and get out of my comfort zone.

My first job out college was at a shoe store, where you had to interact with people or you didn’t get paid. As an introvert, this was a “lifechanging” experience and made me get out of my comfort zone.

As a child, I accompanied my parents to the bank one day and while standing in the lobby, I imagined myself working in a bank. It was not until my wife (my biggest supporter) encouraged me to get out of my comfort zone and apply for a position at a local mortgage company that I was able to pursue my lifelong dream of a career in the housing industry.

Thirty-five years later, I’ve had the privilege of working in a variety of positions within the housing industry, including for a federal housing regulatory agency and now with Freddie Mac. Three years ago, I became co-chair of the Hispanic Organization for Leadership and Achievement (HOLA) at Freddie Mac. This was yet another opportunity to get out of my comfort zone. This experience helped me realize the passion I have for helping the Latino community at Freddie Mac with career growth and networking opportunities.

Whenever I am faced with uncertainty, I always remember my mother’s words, “Just do your best, mijo.” Without this advice, my journey from growing up as a majority to becoming more a minority each step of the way, my eventual success would not have been possible.

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Education: Bachelor of Business Administration, finance, Southwest Texas State University Company Name: Freddie Mac Industry: Financial Services Company CEO: Michael DeVito Company Headquarters Location: McLean, Virginia Number of Employees: 7,200 Words you live by: Work hard, play hard, and do your best.

Who is your personal hero?

My parents, for their hard work and giving me the opportunities they never had.

What book are you reading?

The Billionaire’s Vinegar: The Mystery of the World’s Most Expensive Bottle of Wine by Benjamin Wallace What was your first job: I was a salesperson for Kinney Shoes.

Favorite charity: St. Jude Children’s Research Hospital Interests: I enjoy playing and watching football and basketball, listening to live music, cooking at home, and traveling.

Family: My wife of 33 years (Kim), son (Roberto), daughter (Emma), son-in-law (Neil), and grandson (Brooks)

2022 First Quarter

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LATINO

2022

Director, Multifamily Finance

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Find Your Team, Your Path, and Your Reason for Getting Up in the Morning

Education: Bachelor of Science, finance, Virginia Tech; Masters of Business Administration, Virginia Tech Company Name: Freddie Mac Industry: Financial Services Company CEO: Michael DeVito Company Headquarters Location: McLean, Virginia Number of Employees: 7,200 Words you live by: You can only control what you can control, so focus on that and don’t sweat the other stuff!

What book are you reading? Glory Days: The Summer of 1984 and the 90 Days That Changed Sports and Culture Forever by Jon Wertheim (I had to read this book, since it brings together my love of sports and my appreciation of history and culture.)

What was your first job: My first job was as a teenager with my brother mowing lawns and delivering newspapers to families in my neighborhood. These jobs taught me the importance of teamwork, consistently meeting customer needs, and being accountable.

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For as long as I can remember, I have valued being part of a team and accomplishing great things together, and I relate to the saying, “If you want to go quickly, go alone. If you want to go far, go together.” Success for me is about the team working together to accomplish a goal, being accountable to each other, having each other’s back, and creating solutions.

I value the diverse talents and contributions of my team at Freddie Mac and believe in the power of teamwork in making decisions and cultivating the best ideas. Some of my fondest memories are of things I accomplished as part of a team, and I believe that the finest teams are comprised of individuals that complement each other with their diverse experiences and backgrounds. Because of this, I am currently focused on increasing Hispanic representation and diversity across Freddie Mac by expanding a program for underrepresented students that helps develop skills needed to build a successful career in corporate America.

The best career advice I ever received was this: “Sometimes you need to take a step backwards to go forward.” Early in my career I came to a crossroads—I could stay on the course I was on, or chart a new one, which meant going down at least a level professionally. I was at the management level and in my role, I relied on others for the data I needed to do my work. Due to priorities, sometimes that meant I had to wait a few days— not much for me to do in the meantime, yikes! While I felt it was important for me to strengthen my technical skills, so I didn’t have to rely on others, charting a new course brought uncertainty—the unknown. Ultimately, I took a step backwards that not only bolstered my technical skills but also opened new unexpected opportunities for me. Looking back on it, it was probably the best decision I made for my career in the long run.

One trait I consider vital for success is having a purpose—your reason to get up in the morning! I believe the best leaders do things for a purpose and with a purpose. They have a plan and are determined to see the plan through. They share their vision with their team and then empower them to make it their own and execute the plan. In the end, it’s all about trust. I trust my team to do their best and I want them to trust me in return. It’s essential to me to lead by example and demonstrate my commitment to what’s best for the team and Freddie Mac through my decisions and actions.

www.diversityjournal.com

AWARD

Luis Villavicencio

2022

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Olga Lucia Fuentes

Founding Partner, Glenn Agre Bergman & Fuentes LLP

How We Can All Win As I approach my 20th year in practice, a year in which I cofounded a “Big Law” New York firm with my Latina name right on the door, I am reflecting on how I got here and how that shapes the advice I provide young women of color in the early stages of their career.

When I started my career in New York in 2001, I was the lone Latina in my year, and one of the only Latinas in a massive global firm. I looked around and saw almost no women in law firm partnerships anywhere in the city, and certainly the few that were in those ranks were not Latina. So my mentors were, by necessity, white men. It is not surprising then, that one of my first pieces of advice to any young woman starting out in this profession is that your mentors don’t need to look like you or come from your background. Good mentors will teach you what they know. When someone is willing to do that, take it as the gift it is.

Speaking of gifts, one of my steady drumbeats is to recognize your gifts, instead of thinking of them as disadvantages. Throughout my career, I have often been the only person of color (and even the only woman) in court, depositions, board rooms, client meetings, and trials. I am fortunate to have had great mentors who gave me these opportunities, but there was little advice they could offer regarding how to contend with being the only one like me in those situations.

The advice I give women who find themselves in this position (which unfortunately they do, even in 2022) is not to let your otherness shrink you. Instead, take pride and gather courage from what distinguishes you.

If it’s an old boy’s club, you’re there on your own merits, in spite of not being an old boy. And you have a different perspective, which is something you can offer that no one else in that room has. Once you start thinking of your otherness as a gift, you sit up straighter, speak more confidently, and contribute the full extent of your considerable talents.

Finally, if you find yourself with a seat at the table, make yourself comfortable, stay awhile, and elevate the other voices in the room that may not otherwise be heard. My career and life have benefitted as much from mentoring as from being mentored. If we all mentor early and often, we’ll see more and more of us in the senior ranks in law firms, in-house legal departments, government agencies, and nonprofits. And if that happens, the whole profession wins.

www.womenworthwatching.com

Education: BA, political science & BS, journalism, Boston University; JD, UCLA School of Law Company Name: Glenn Agre Bergman & Fuentes LLP Industry: Law Company CEO: Andrew K. Glenn Company Headquarters Location: New York, New York Number of Employees: 25 Words you live by: “Well-behaved women seldom make history.” – Laurel Thatcher Ulrich Who is your personal hero?

Sonia Sotomayor What book are you reading?

Brown Girls by Daphne Palasi Andreades What was your first job: Cashier at a department store Favorite charity: New York Lawyers for the Public Interest Interests: Educational equity, fiction, puzzles, and travel Family: Married to a wonderful and supportive spouse with whom I share two awesome children and a dog. (Proud Colombian immigrant/Brooklyn resident)

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LATINO

2022

South America Senior Vice President, HARMAN Brazil

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Don’t Freeze in the Face of the Unknown

Education: BSC and Master’s degree, mechanical engineering, Federal University of Rio Grande do Sul; MSC, noise and vibration, Universidade Federal de Santa Catarina; MBAs, business administration & marketing, Fundação Getulio Vargas Company Name: HARMAN Industry: Consumer Electronics & Automotive Technologies Company CEO: Michael Mauser Company Headquarters Location: Stamford, Connecticut Number of Employees: 30,000+ Your Location: Rio Grande do Sul, Brazil Words you live by: Integrity, Passion, and Knowledge Who is your personal hero?

Airton Senna, a Brazilian racing driver What book are you reading? Thank You for Being Late (An Optimist’s Guide to Thriving in the Age of Accelerations) by Thomas L. Friedman What was your first job: Automotive R&D Engineer, focusing on vibration & acoustics technologies Favorite charity: Medecins Sans Frontieres; I also volunteer to help those in need in my local community Interests: Technology, nature, and history; I’ve found that I learn valuable lessons from these sources that have been useful to me in the business world.

Family: Family is the core of my existence.

My family gives me energy, resilience, and balance to go above and beyond.

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2022 First Quarter

One of the earliest life-changing experiences I can recall goes back to the 1980s. It was during my second year of studying mechanical engineering at university when I was completing my research & design internship at an automotive corporation. I was faced with a technical problem involving the mathematical solution for the elliptical contact profile among a very particular combination of metallic surfaces. This problem had been puzzling employees within the company for quite some time, so I took the opportunity to seek out my engineering professors’ guidance.

Unfortunately, I had no initial success.

I was never one to give up easily. So next, I went to visit my former mathematics professors at a university where I had studied for a single year in pursuit of my childhood dream of becoming an astronomer. I was inspired to revisit my studies from my time there, despite my feelings that I had wasted that year studying for a career I did not end up pursuing. It was a great success. I utilized the diverse knowledge and strategies from my unique combined education to solve the problem stumping higher-up engineers. The solution was shared with the global R&D structure, and it impacted the entire organization, giving new answers to old problems and challenging the status quo.

In the wake of this success, I felt proud that I had taken a fresh, unbiased approach to the problem and helped a multitalented team embrace a wide range of knowledge and personal styles. I also learned many lessons that have continued to guide my career, including these: sometimes you must go beyond your comfort zone to find new answers; diverse opinions and perspectives generate a much richer environment for innovation; never freeze before the unknown; a good leader provides support with an open mind; and nothing is a waste of time when it comes to networking and knowledge.

Overcoming a challenge like this in the early stages of my career helped me find my professional direction, leading me to move from the technical field to the quality, manufacturing, operations, sales, marketing, and general management areas of companies across the automotive, consumer, and professional audio industries. In those positions, the lessons I learned from my experience as an intern were not only applicable, but also evolved with me as I became an executive.

Today, as a senior executive of a technological global corporation, the core values of these lessons have remained a cornerstone of my professional journey, providing me resilience and guidance through challenging times.

www.diversityjournal.com

AWARD

Rodrigo Rihl Kniest

2022

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Veronica Morales

Senior Director of Operations & Site Leader for Juarez and El Paso, Texas, Operations

Resilience Is Key Everyone has her own methods for overcoming obstacles to succeed in life. For me, a key component of my ability to push through obstacles in my career has been resilience. I come from a traditionalist, patriarch-led household in which the men made the majority of decisions and worked as breadwinners to provide for my family. It was out of the ordinary—and still is—for a young woman to go to school to study in a male-dominated field like mechanical engineering. It was challenging for me to see a clear path to success and to envision a fulfilling career in engineering as a woman with my background.

Many people around me doubted my ability to pass my courses and graduate, including some of my professors and classmates.

But, I was determined, relentless, stoic, and most importantly: resilient. I learned to take poor behaviors, doubt, and negativity from people who would rather see me fail and turn that into positive energy that I could spend on improving myself. Throughout college and into my professional career, I’ve carefully analyzed every obstacle with deep intent, tried my best to process my turbulent feelings towards them, and digest those feelings into positive energy that I could use to further my career.

My everlasting resilience got me to where I am today, and I know it will continue to be essential to my success as I continue my professional journey in this demanding field. Success looks different to everyone, but having clear goals in life without lending an ear to discouragement and negativity will help you make the right decision at the right time.

I have been fortunate to have worked at various nurturing companies such as Delphi, CooperStandard, and currently, HARMAN, and have been lucky to meet influential role models and mentors over the course of my career. These companies and my mentors have afforded me ample opportunities to advance my career, as we all work to combat prejudice together and become our best and most successful versions of ourselves.

Education: Bachelor’s degree, industrial mechanical engineering, Instituto Tecnologio de Chihuahua Company Name: HARMAN

Industry: Consumer Electronics & Automotive Technologies Company CEO: Michael Mauser

Company Headquarters Location: Stamford, Connecticut Number of Employees: 30,000+

Your Location: El Paso, Texas/Juarez, Mexico

Words you live by: Always give it your all in everything you do, and pay close attention to details. There is much satisfaction and hidden improvement to be found within the details, especially in challenging tasks. Success for one is success for all, as much as the failure of one is the failure of all.

Who is your personal hero? My children, Valeria and Sebastian; they always make the best of every opportunity, even when it requires some personal sacrifice. Also, Sergio Perez, who has had to push through many obstacles to chase his dream to become a Formula 1 champion.

What book are you reading?

Collaboration: How Leaders Avoid the Traps, Build Common Group, and Reap Big Results by Morten Hansen and Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull What was your first job: I started working when I was eight years old, caring for two children every afternoon after elementary school.

Favorite charity: My team and I support programs and institutions that provide food and clothing for children in the city’s shelters, food and shelter for un-homed dogs, support our senior citizens, and more. I also contribute to United Way Chihuahua.

Interests: My family is my number-one interest. I am also passionate about traveling to other countries and learning about different places, meeting new people, and trying cuisines from different cultures.

Family: My life is centered around my family. Decisions, whether big or small, are made together as a family.

www.womenworthwatching.com

2022 First Quarter

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LATINO

2022

Partner

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Monique Garcia

This New Work World Gives Me Hope

Education: BA, McGill University, Faculty of Arts (Montreal, Quebec, Canada); LLB, University of Montreal, Faculty of Law (Montreal, Quebec, Canada); JD, Nova Southeastern University, Shepard Broad College of Law (Davie, Florida) Company Name: Jones Walker LLP Industry: Law Company CEO: Bill Hines Company Headquarters Location: New Orleans, Louisiana Number of Employees: 350+ Your Location: Miami, Florida Words you live by: “Watch your thoughts, they become your words; watch your words, they become your actions; watch your actions, they become your habits; watch your habits, they become your character; watch your character, it becomes your destiny.” – Lao Tzu Who is your personal hero?

My mother, Graciela, resilient, elegant, kind and charming What book are you reading?

The Best of Me by David Sedaris; The Best Defense by Alan Dershowitz.

What was your first job: Consumer data collection analyst Favorite charity: Dade Legal Aid Interests: Cycling, running, kayaking, gardening, and home organization Family: My loving husband, Jan Gora, a Polish-Canadian, and our sweet daughter Olivia, American-born and Polish-Peruvian

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The world of work is changing in new and exciting ways. It’s morphing into a path that can’t be undone, and that makes me hopeful for this generation and the next. The pandemic helped us to realize our ability to work from home if employers can provide technologies, such as video conferencing, among other advances. Our law firm was able to do that, and we were able to attend court hearings and meet our clients virtually with ease.

These technological vehicles allow people with younger children to work from home and have a better work-life balance. By enabling employees to work from home, companies can reach beyond the regular talent pool and strengthen the fabric of their talent by including working mothers and fathers. In so doing, each company should aim to weave its people into a mosaic and not succumb to a melting pot, thereby drowning critical voices.

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We may come from different places and have distinct experiences, but we’re all the same in striving to achieve the best for our clients.

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By way of example, when I was a new mother, a short five years ago, it was challenging to return to work because these technological advances were not prevalent. One was expected to be physically present in the office. And while I was able to manage being a breastfeeding mother and conducting a jury trial with my partner, and my firm supported me in various immeasurable ways, the world of work now has shown us there are new ways of conducting business.

Today’s leaders can support the next generation of Latino business leaders by overcoming systemic bias. Just like any other individual, not all Latinos or Latinas are the same. For myself, I was born and raised in Montreal, Canada, speaking English and French fluently in school and at work, and speaking Spanish at home. Hence, I have a French sense of humor with an English sensibility, and Spanish taste buds! Each Latino and Latina has layers to his or her story that should be heard. And in the end, we may come from different places and have distinct experiences, but we’re all the same in striving to achieve the best for our clients.

www.diversityjournal.com

2022

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Roderick O. Branch

Deputy Office Managing Partner of firm’s Chicago office

Orchestrating Success through the Harmony of Teamwork What I’d call a voracious childhood appetite for argument and discourse—but my parents would call stubbornness and a propensity for back talk—spurred their common refrain that, if I liked arguing so much, I should become a lawyer. So I did, although the route wasn’t direct.

I was born in Mexico City and moved to Dallas, Texas, at age eight, where I was one of the first Mexican students to enroll at my suburban elementary school. My parents insisted that I speak Spanish at home.

Although I’m eternally grateful for that now, it caused me a lot of angst as a new student struggling to fit in, since it marked me as different in front of my peers. The following year, I started playing cello in the school’s orchestra, and for the next fifteen years, orchestra became a safe haven, where I could connect with others who shared my interest. I continued playing through college on a musical and academic scholarship.

You might scratch your head to hear it, but playing in symphony orchestras and transactional legal work have a lot in common. While each individual musician plays an essential role, a successful orchestral performance requires teamwork, flexibility, communication, diplomacy, and a common goal.

The same is true for my capital markets practice: issuers, investment bankers, lawyers, accountants, and regulators must harmonize numerous and complex workstreams in every deal. By drawing on extensive experience, my job is to facilitate collaboration among the members of the working group to help achieve the IPO, sell the bonds, or otherwise attain their capital markets financing goals.

I’ve particularly enjoyed the growing opportunities to help Latin American companies that seek to raise capital in the United States navigate the complicated web of federal law requirements that apply to these transactions. I help introduce Latin American players to the U.S. market in a way that’s not completely unlike the way I learned the ropes as a new arrival.

Together, my clients and I tell the story of their businesses to prospective investors, so they can market their securities to potential buyers in a way that is both compelling and compliant with the requirements of U.S. law.

As for music, it still plays an important role in my life. I continue to play in amateur ensembles and repay some of the gifts music gave me by serving as a member of the Board of Trustees of the Chicago Symphony Orchestra.

www.womenworthwatching.com

Education: JD, Harvard Law School; BA, Texas Christian University Company Name: Latham & Watkins Industry: Law Company CEO: n/a Company Headquarters Location: n/a Number of Employees: 5,000+ Your Location: Chicago, Illinois & New York, New York What book are you reading?

All You Need Is Ears by George Martin and Jeremy Hornsby What was your first job: Scooping ice cream Braum’s Ice Cream & Dairy Store (high school) Favorite charity: Chicago Symphony Orchestra Association Interests: Performing and attending classical music concerts; Barry’s Bootcamp Family: In the United States and Mexico

2022 First Quarter

59

LATINO

2022

Partner and Global Vice Chair of the Complex Commercial Litigation Practice

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The Value of a Whole Lot of Other

Education: JD, The George Washington University Law School; BBA, international business, University of Georgia Company Name: Latham & Watkins Industry: Law Company CEO: n/a Company Headquarters Location: n/a Number of Employees: 5,000+ Your Location: San Francisco, California Words you live by: Don’t let fear of failure stop you from trying.

What book are you reading? Zak George’s Dog Training Revolution: The Complete Guide to Raising the Perfect Pet with Love by Zak George & Dina Roth Port.

What was your first job: My first “real” job (not babysitting or mowing lawns) was working at a hotel coffee shop.

Interests: Travel, food, wine, both excellent and garbage TV, and training my new puppy (see book above) Family: My partner, Moira (in life not law), and our two dogs, Murray and Kirby

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Many years ago, at an event on diversity and inclusion, a fellow attendee asked me about my background. I explained that my mom was Colombian, my dad was from Ohio, both were conservative, I grew up in the deep South (a Southern sorority girl), I spent three years between college and law school working for the National Council of La Raza (now UnidosUS), and I am a member of the LGBTQ+ community. He stared at me wide-eyed and said, “Wow! You’re a cultural oxymoron.”

I’m not sure his description was apt, but I got the point. I suppose that, to him, my description seemed like a whole lot of “other” wrapped into one person. But I’m grateful for every bit of it because, over the years, having that much “other” has provided me with many more ways to connect with people in my practice and personal life. Whether I am talking college football with opposing counsel (yes, I’m a HUGE Georgia Bulldogs fan) or applauding the signature Costeño references in Disney’s Encanto with my Colombian colleagues, my background has made it easier to find common ground with all sorts of people.

As a litigator, my ability to draw from my varied experiences has been particularly helpful in framing case themes and relating to witnesses and jurors. Success in the legal profession, as in so many others, depends heavily on making immediate connections with complete strangers. My background has helped tremendously in this regard. The ability to bring one’s whole self to work and to see the value of having varied backgrounds are just two of the many reasons that I maintain a deep commitment to diversity and inclusion in the legal profession. It’s why I work hard to staff my matters with diverse teams; they bring different perspectives that deliver creativity, thoughtful analysis, and robust debate, among other things—all to the benefit of clients and to the profession itself.

These days, the diversity and inclusion mantra may seem well-worn, but I believe there’s still much work to do so we can help the next generation of Latino and other diverse business leaders achieve their full potential.

We can do this by hiring great people and investing our time in training them, providing them with substantive opportunities to learn and advance, introducing them to the right networks, and vouching for them as they move up the ladder. Diversity and inclusion is good for the community and good for business, a winning combo that never gets old. I’m proud to work for a firm and with clients that understand the importance of those efforts and support them.

www.diversityjournal.com

AWARD

Elizabeth Deeley

2022

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Vivian Y. Adams

Assistant Vice President, Underwriting Training & Audit

Building Great Teams Ignites My Professional Passion Several things stand out to me as I reflect upon my 30-year career in the insurance industry. I think about my career progression and transition from individual contributor to managing and leading strong teams, and my desire to help others who find passion in an underwriting career path.

I think about building strong relationships to help facilitate successful collaboration. I think about my experiences at Lincoln Financial Group and how fortunate I am to work for a company whose leaders believe deeply in empowering its diverse employees and leaders.

In these reflections, there is a common theme: the people. The people I’ve had the privilege of working with ignite my professional passion. I’m passionate about identifying untapped potential in individuals and bringing those talents to life. The discipline of managing and navigating the dichotomies of leadership to empower my colleagues through mentoring, coaching, listening, and advocating for their growth is what has fueled my enthusiasm in my profession.

I recently seized an opportunity to build a team of diversely skilled individuals to advance Lincoln’s automated underwriting strategy. Inspired by Lincoln’s drive for digital expansion, I helped hire, educate, and develop a high-performing team. With innovation as our spark, the team is able to support our automation roadmap with expanded digital tools to perform risk management.

With the encouragement and support of my leadership team, I expanded Lincoln’s Training and Development program by creating specialized training opportunities to ensure continued development and upskilling of our underwriters in a rapidly changing and data-driven environment. My team and I are involved in giving our underwriters tools and experiences they can use to deepen their technical skills, distinguish themselves, and advance in their careers.

Providing feedback for improvement keeps me energized by promoting enhanced performance through managing a highly skilled audit team, which has been described as “above peer” by our reinsurance partners.

Our audit team evaluates, identifies trends, and offers important coaching opportunities to help mitigate and eliminate adverse risk assessments to protect the success and profitability of our company.

I genuinely care about the special and dedicated individuals on my teams. I do everything I can to listen to them and understand what they need to feel valued. One of my favorite quotes is from Maya Angelou, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

I’m fortunate to have had great leaders throughout my career who have ignited my passion for people management. I’m grateful for my teams and colleagues who have allowed me to learn and grow with them every day.

www.womenworthwatching.com

Education: University of Connecticut; Fellow of the Academy of Life Underwriting designation (FALU) Company Name: Lincoln Financial Group Industry: Insurance Company CEO: Dennis Glass Company Headquarters Location: Radnor, Pennsylvania Number of Employees: 10,000+ Your Location: West Hartford, Connecticut What book are you reading?

The Dichotomy of Leadership by Jocko Willink and Leif Babin Words you live by: Make things better and stronger than when you found them.

What was your first job: Chambermaid Favorite charity: Tunnel to Towers Family: Husband, Jim Adams, and Daughters, Marisa and Madelyn

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Pedro A. Gonzalez

2022

LATINO LEADERS Worth Watching

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A Dozen Thoughts on Work and Leadership 1. It is important for today’s leaders to properly prepare the next generation by providing proper training and making sure they understand the “why” behind the “how.”

2. My top priority as an auditor is to make sure my clients have confidence in the services the firm provides. I strive to instill trust and open communication in order to foster a long-term relationship.

Education: Bachelor’s degree in Business Administration, accounting & finance, Texas A&M University Company Name: Moss Adams LLP Industry: Energy Company CEO: Chris Schmidt Company Headquarters Location: Seattle, Washington Number of Employees: 3,000+ Your Location: Dallas, Texas Words you live by: Be humble but confident.

4. Unfortunately, unconscious bias negatively impacts hiring and career growth in today’s workplace. It is important to be aware of one’s own biases to make sure all individuals are properly considered at work.

5. As a young professional, I did not adequately prepare for the CPA exam. Regardless of the amount of money spent on numerous prep courses, it wasn’t until I dedicated time and effort to understand the material that I found success in passing the exam.

6. The best advice I have received in my career is to trust in my colleagues and in the way I prepared others to do their job.

Who is your personal hero? My father

7. As an auditor, I enjoy working with new clients every year, and l appreciate being able to learn about new industries and business models.

What book are you reading?

I read periodicals, such as The Dallas Morning News, The Wall Street Journal, and National Geographic.

8. I hope that, in the next five years, the world of work will evolve to include a more balanced work/life approach and equitable compensation for all.

What was your first job: During high school, I was a grocery store sacker and janitor at a small grocery store.

9. Community involvement allows company personnel to find common ground and develop relationships beyond work; it also helps teams become more cohesive.

Favorite charity: St. Jude Children’s Research Hospital Interests: Sports, history, nature, travel, and running Family: Adriana Rivera (wife), Pedro A. Gonzalez (son), and Lya M. Gonzalez (daughter)

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3. Mentors have been instrumental in my professional development. I have been very fortunate in my career to have great mentors that have helped me develop as not only an auditor, but also as a leader.

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10. An important trait that has helped me succeed is adaptability. Being able to readjust or acclimate to a new client, service, or team has allowed me to work effectively, regardless of the circumstances.

11. People would be surprised to know that despite my sometimes brash nature, I am a very emotional person.

12. My hope is for the world to become a place where different perspectives and backgrounds are valued and encouraged.

www.diversityjournal.com

AWARD

Assurance Partner, Dallas Office Assurance Leader–Central Region Energy Industry Group Leader

2022

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Marisa Calderon

Executive Director, CDFI; Chief of Community Finance & Mobility, NCRC

Advice I Wished I’d Received Earlier in My Career Whether you’re mentoring younger professionals or simply reflecting on your own career, this question often comes up: What business lesson or career advice do you wish you had learned or received earlier in life?

For me, it’s recognizing the importance of relationships in your personal/professional network—and capitalizing on them. I’m not talking about commoditizing relationships or making them more transactional; there’s a difference. To me, capitalizing on these relationships means staying connected, and not just when you’re looking for a new job or need a professional reference; it means going beyond just friendship and showing what you can offer to others in your network or professional circles, without seeking anything in return.

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It means going beyond just friendship and showing what you can offer to others in your network or professional circles, without seeking anything in return.

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When we don’t do this, as I realize was my case earlier in my career, it makes it more difficult—especially for Black, Latino, and women workers— to develop social capital. And this is the real shame, because capitalizing on these relationships is useful, not just for landing a new job or climbing your way up the corporate ladder, but also for serving as a sounding board and amplifying each other’s accomplishments. To capitalize on relationships means forming symbiotic connections with other smart and driven people with interests similar to yours. It also means offering yourself as a mentor and guiding people to reach and surpass important professional and personal milestones.

This is something I wish I’d learned earlier, as it would’ve made career transitions easier. I would say I took more of an organic career path, almost accidentally falling into the financial services sector. Ultimately, I was able to learn this lesson further along in my professional endeavors (better late than never), during my tenure as executive director of a trade association with tens of thousands of members all across the country. Then, last fall I began a new role where I thought I could make an even larger impact on affordable homeownership and bridging our nation’s racial wealth gap.

How’d I land this new position? It came thanks to a personal relationship that has spanned nearly a decade.

www.womenworthwatching.com

Education: BA, University of California, Berkeley Company Name: National Community Reinvestment Coalition, Community Development Fund, Inc. Industry: Financial services (affordable homeownership and small business development) Company CEO: n/a Company Headquarters Location: Washington, DC Number of Employees: Fewer than 10 Your Location: San Diego, California Words you live by: Trust, but verify.

Who is your personal hero? My mom is my personal hero. She lived a life of service and humility, endeavoring to create opportunity for her family where she had little or none herself, and I can only hope to accomplish a fraction of the good she did in the world. She taught me that in order for folks like us who aren’t born into privilege or prosperity to achieve our goals, we often have to be willing to sacrifice and work harder than others might have to.

What book are you reading?

The Age of Surveillance Capitalism: The Fight For a Human Future at the New Frontier of Power by Shoshana Zuboff What was your first job: Doing every task behind the counter at a Little Caesars pizzeria Favorite charity: Home Start, an organization that helps provide a safe, stable, nurturing environment for women and children escaping domestic violence Interests: I enjoy traveling and the outdoors, especially hiking, camping, and enjoying our parks and open spaces.

Family: Husband, Chris, daughter, Artemis, and son, Connor

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LATINO

2022

Co-Founder and President

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Patty Arvielo

Get out of Your Tower of Success and Share Your Hard-Earned Wisdom

Education: n/a Company Name: New American Funding Industry: Mortgage Lending Company CEO: Rick Arvielo Company Headquarters Location: Tustin, California Number of Employees: 4,800+ Words you live by: If you see it, you can be it.

Who is your personal hero?

My husband, Rick What book are you reading?

OMG WTF Does the Constitution Actually Say? by Ben Sheehan What was your first job: Clerical position at TransUnion Credit Favorite charity: Big Brothers Big Sisters of Orange County Interests: Traveling and spending time with my friends and family Family: My husband, Rick, daughter, Tara, and two sons, Trevor and Dominic

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I think it’s important to embrace being a leader. Not just in word, but in deed as well. You have to walk the walk. As a first-generation Hispanic-American who built my company into a mortgage industry powerhouse, I feel I can serve as that example for a whole new wave of Latinx leaders.

It’s important to be the example, so they can see you as the example. But that’s only part of the equation. Yes, they need to see you as something to aspire to. But beyond that, they need to see you as someone they can rely on and learn from. You can’t be walled off in your ivory tower of success.

You need to be ready and willing to share your knowledge. That’s why I have long believed in giving back to the next generation.

I learned early in my career about the importance of having someone to guide you. I had several mentors who helped me build my career, and I wouldn’t be where I am today without them. That’s why I have long believed in the power and importance of mentorship. I want to help others find their way, which is why I established the “Thrive and Lead” mentorship program several years ago. Through “Thrive and Lead,” I work closely with professionals to help them navigate the challenges and triumphs that come when building their career. And the program isn’t limited to those who work with us at New American Funding. We welcome those from outside the business as well. At New American Funding, we also launched our “360 Mentorship Program,” a program to help team members develop professionally through in-depth, one-on-one matching of mentees with experienced senior mentors. These programs work to uplift as many people as possible, so they are positioned to achieve success.

Beyond that, I think it’s important for today’s leaders to put their success to use and invest in the future, especially the future of Latinx leaders.

That’s why I deepened my commitment to support the next generation by acquiring a majority stake in #WeAllGrow Latina, the largest and most established community of Latinas online. The group works to elevate Latinas’ voices and stories via the power of community. I also invested in Encantos, an award-winning educational technology company that focuses on bilingual education.

These investments are just a piece of what I expect to be a growing financial commitment to investing in the future of Hispanic leaders. For me, it’s always been about investing my time, attention, expertise, and money to support the next generation. And I hope others follow my lead.

www.diversityjournal.com

2022

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Victor Verastegui

Vice President–NYL Direct Head of Insurance Operations

Help the Next Generation of Leaders Reach Their “Dare to Dream” Potential Growing up in a lower-middle-class family, I lived in a world of constraints and perceived obstacles. Like many Latino families, my parents did a great job creating a loving supportive environment, but sharing among four kids required making choices. Fortunately, my parents instilled values in me, such as commitment, accountability, courage, and humility. More important, they taught me how to set priorities and strive to achieve them.

The ability to set clear goals and prioritize them has helped me succeed in my career. My top priority is being a good father and husband.

I believe that professional success starts in the home. Communication, curiosity, and empathy are required for a strong family life and mirror what is required in a successful career. Having a strong family based on clear communication and clear expectations permits me to dedicate the time required to meet the demands of leading an organization. My second priority is to be a good leader. Trust and relationship-building are fundamental requirements of leadership, requiring an investment in asking questions, listening, and demonstrating empathy. My third priority is to maintain a growth mindset by continuously expanding my knowledge base and skill sets to reach my full potential, and having the courage to accept failures and learn from them.

I attribute my success in life to a strong family foundation built on mutual respect, open communication, and active listening, but that is not the case for everyone. Many of my peers I grew up without positive role models, access to resources, or even the luxury of exploring an education, which can often be secondary to the more basic needs of the family. I was also fortunate to have mentors who offered counsel and allowed me to learn from their experiences. Mentorship also offered a mechanism for feedback to ensure I remained on track and focused.

Access to strong mentors with shared experiences helped me to appreciate my capabilities and push beyond what I believed possible.

From busing tables at age 14 to becoming the head of operations for a Fortune 100 organization was beyond my comprehension. However, foundational support and mentorship allowed my “dare to dream” potential to become a reality.

Today’s leaders have an opportunity and responsibility to support the next generation of Latino leaders by getting more involved in mentorship programs and by becoming sponsors. We can offer advice, share experiences, listen to, encourage, and redirect emerging leaders, as they navigate the unfamiliar road to success. Accomplished Latinos are in positions to help close gaps for those who did not have supportive foundational structures. Most important, we should serve as role models and coaches to help others to achieve their full potential.

www.womenworthwatching.com

Education: Bachelor’s degree, business administration–accounting, University of Texas at Austin Company Name: New York Life Industry: Insurance Company CEO: Ted Mathas Company Headquarters Location: New York, New York Number of Employees: 11,000 Your Location: Tampa, Florida Words you live by: Be humble, accountable, and courageous.

Who is your personal hero? My father, for instilling in me the importance of family, hard work, and deferred gratification What book are you reading? Knowledge and Decisions by Thomas Sowell What was your first job: Busing tables at a BBQ restaurant Favorite charity: Trevor Project Interests: Fitness, travel, and reading or listening to books Family: My wife, Tina (27 years), and sons, William (26) and Nicholas (21)

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LATINO

2022

Managing Partner, San Francisco Office

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My Mother’s Hard Choices Helped Me Become the Attorney I Am Now

Education: JD, Columbia Law School; MA, Stanford University; BA, Stanford University Company Name: Sanford Heisler Sharp Industry: Law Company CEO: David Sanford, Chairman Company Headquarters Location: New York, New York Number of Employees: 100 Your Location: San Francisco, California Words you live by: Don’t talk about it, be about it.

Who is your personal hero?

My mother, Susan Gilbert-Burns What book are you reading? When You’re Expecting Twins, Triplets or Quads: Proven Guidelines for a Healthy Multiple Pregnancy, 4th edition by Barbara Luke, Tamara Eberlein & Roger Newman What was your first job: Office automation clerk, U.S. Army Corps of Engineers in Sacramento, (summer during high school) Favorite charity: Legal Aid at Work in San Francisco, where I serve on the Board Interests: I enjoy spending time with my fiancé and friends, walking my Rottweiler, and trying new restaurants.

Family: My immediate family is relatively small, but my extended family of aunts, uncles, and cousins numbers well over 70.

With twins on the way this spring, I’ll be adding to the family soon!

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My sights were set on a legal career from childhood. Raised primarily as the daughter of a single mom who did not have a college degree and often worked long hours in concurrent low-paying jobs, I saw firsthand how she was taken advantage of at work, including discrimination that resulted in legal claims.

My view of the law as a viable way to handle such grievances was sharpened by my mother’s love of Court TV, which she watched and which provided me early exposure to high-profile matters like OJ Simpson’s and Scott Peterson’s murder trials, and Anita Hill’s Senate Judiciary Committee. I was also inspired by Clair Huxtable (played by Phylicia Rashad) on The Cosby Show. She played an extremely poised and competent attorney, who excelled at achieving an enviable work-life balance, managing an upper-middle-class household, and raising a lively family of five children. I watched each episode, hoping that one day I would be able to do the same.

My resolve to become an attorney strengthened when I attended an all-girls catholic high school. Although academically prepared, I didn’t immediately fit into the privileged student body. Those years gave me insight into the impacts of race, ethnicity, and class on economic opportunity and fairness, and helped me better understand clients who experience “Imposter Syndrome.” I had to constantly remind myself I deserved to be at the school and had earned all the successes I had achieved.

My mom was always backing me on this path—from helping me dress as a lawyer for Halloween when I was eight years old to supporting my extracurricular interests—even though she had to make difficult choices to provide enrichment experiences for my older brother and me. There were times we had no electricity, hot water, or telephone service because she had paid my swim club fees, competitive soccer team dues, or summer camp fees, instead of household bills. The lengths she went to make sure I was prepared academically and socially for college and law school came at a cost.

Though many of my mom’s financial decisions may have seemed short-sighted at the time, in hindsight, I recognize they made it possible for me to become a leading lawyer in one of the nation’s top civil rights law firms—the only career I ever dreamed of.

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Felicia Gilbert

2022

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Adrian Ridner

CEO and Co-Founder

What We Must Bring to Those Who Follow I share my passion for technology and software engineering with my papá, who has been a lifelong inspiration. After moving to the United States and combining that passion with my entrepreneurial drive to start Study.com, I looked around for other similar examples. I found no one who looked like me or sounded like me, no one with similar experiences, and no one who could serve as a mentor.

I remember figuring out my path as the founder of a startup, wondering if I was good enough, hoping I was making the right choices, and ultimately, finding my way. But, how much easier could it have been if I’d had a guide? Or better yet, many guides and peers who shared my life experiences.

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Education: Master’s & Bachelor’s degrees, computer science, Cal Poly University Company Name: Study.com

Our work ethic, the way we treat others, the way we pay it forward–the leaders of tomorrow will see it all. They will do as we do.

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Today’s leaders must mentor those coming after, and that mentorship can take many forms.

First and foremost, we must always keep in mind that we are the example and conduct ourselves accordingly. Our work ethic, the way we treat others, the way we pay it forward—the leaders of tomorrow will see it all. They will do as we do.

We must be honest with future leaders about our successes and our struggles. They should know that we did not move forward with every single step. Sometimes there were setbacks; occasionally there were failures.

We took what we could learn from those moments, and we persevered.

It is also critical for us to recognize that we bring an important and different point of view to those who are following in our footsteps. Our experiences, as first-time entrepreneurs or Latino immigrants (or both), offer those who come after a point of view that aligns more closely with their own experiences and provides the opportunity for connection.

Industry: EdTech Company CEO: Adrian Ridner Company Headquarters Location: Mountain View, California Number of Employees: 150 Words you live by: Do well by doing good.

Who is your personal hero? My parents, and their relentless pursuit of a better future for my brother and I What book are you reading? ¡Hola, Granja! by Maddie Frost (Illustrator), Amy Pixton (Created by) What was your first job: Lemonade stand entrepreneur Favorite charity: Reicken Foundation Interests: Poker and scuba diving Family: My lovely wife and twins

www.womenworthwatching.com

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LATINO

2022

Partner; Vice Group Leader, Business Litigation

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There’s No Substitute for a Having a Job that Makes You Happy

Education: BA, Grinnell College; JD, Harvard Law School Company Name: Ulmer & Berne LLP Industry: Law Company CEO: Scott P. Kadish, Managing Partner Company Headquarters Location: Cleveland, Ohio Number of Employees: 305 Words you live by: “Mom, let’s go.

We’re going to be late.”

Who is your personal hero?

Walt Whitman What book are you reading?

Hahahaha…. Ask me again when I’m not a working mom with young children.

What was your first job: Intern at my hometown’s alternative weekly newspaper, the CS Indy Favorite charity: Minds Matter of Cleveland, an all volunteer organization that works with high potential youth throughout their high school years and provides mentoring and supplemental instruction to help them reach their college goals.

Interests: Running, baking, and yoga Family: My spouse, Brian, and my children, Ascencion (8), Guadalupe (6), and baby Mateo. I’m also a stepmom.

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I left my first law firm to take a job as an Assistant United States Attorney (AUSA). AUSA positions are very competitive and most people who get them have a coveted combination of skill, credentials, and really good luck. I worked there for a year and realized I didn’t like it. I missed private practice. The AUSA position just wasn’t a good fit.

I felt hugely guilty for disliking the job. I felt like I cheated everyone who really wanted the position and didn’t get hired when I did. I felt like I should want to serve my country through federal service. I felt like working at the Department of Justice should be a career pinnacle. Mostly, I felt like I was letting people down who had supported me in my legal education and legal career up to that point.

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It feels very scary to achieve something and realize you don’t want it, especially when others are looking at you as a role model.

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“Don’t be afraid if you don’t want to do what is expected of you.” This advice came to me from a senior lawyer in the U.S. Attorney’s Office when I was considering whether or not to leave after such a short time. This was the advice I needed to hear, right when I needed to hear it.

I think that many Latino professionals end up doing what is expected of them. A lot of times, they do it to meet other people’s expectations.

Often, they carry with them the weight of expectations that comes with being from an immigrant family, or being the first in their family to go to college or get a graduate degree. It feels very scary to achieve something and realize you don’t want it, especially when others are looking at you as a role model.

There is no replacement for doing what makes you really happy. I love being in private practice. I love civil litigation. I really (really!) love my job.

Loving the job makes the stress, the grind, the hard work, and the time away from my family worth it. My current position may not be the career path that was expected of me, but it is the one that makes me truly happy.

There is no substitute for having a job that makes you happy and I strongly encourage people to find their passion, even if it is off the expected path.

www.diversityjournal.com

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Dolores (Lola) Garcia

2022

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Belinda Martinez Vega Partner; Co-Chair of Venable’s West Coast Litigation Group

It Is a Privilege to Serve My Clients What ignites my professional passion is making a difference and, hopefully, leaving this world a little better than I found it. When I was a first-year associate at a big law firm, I used to keep a picture of my father and I on my desk. Now, more than 20 years later, I still do. That picture reminds me every day how lucky I am. Even when I pulled all-nighters and worked hard hours, my fancy desk job where I am able to use my mind and drink my coffee as I draft court briefs, is nothing compared to how hard my father worked.

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Education: JD, Columbia Law School; BA, University of California, Los Angeles

I cherish the opportunity to be of service to my clients and my community.

It is a privilege.

”

My father got up every morning at 4:30 a.m. to work with his hands at a factory making kitchen cabinets, so that I could be where I am today. And my mother volunteered at school, found side jobs to make ends meet, and made sure my sisters and I always understood the importance of education and hard work. I learned my grit from my parents. How dare I think my job is difficult even on my most challenging days?

So, when I am before the court or being confronted by an aggressive opposing counsel, my passion comes from the fact I know I can help my clients, even with their most difficult problems, because I come from a line of hard workers. I will out-work anyone. I cherish the opportunity to be of service to my clients and my community. It is a privilege.

Today, I derive my passion and joy for my work, not only from taking on complex litigation cases and tough matters to solve for my clients, but also by paying it forward and helping young Latinx lawyers find their passion, and by being a leader in my community, helping shape the future of Los Angeles. There are days I work very hard, and there are still days I feel like an imposter—that little girl from La Puente, California, who has no business being in corporate law or in a board room. But then, I look at that picture sitting on my desk, and now also a picture of my 11-year old son, and my passion ignites again.

www.womenworthwatching.com

Company Name: Venable LLP Industry: Law Company CEO: Stu Ingis, Chairman Company Headquarters Location: Baltimore, Maryland Number of Employees: 850 Your Location: Century City, California Words you live by: What doesn’t kill you makes you stronger. Sacrifices for later.

Who is your personal hero?

Justice Ruth Bader Ginsburg & Justice Sonia Sotomayor What book are you reading?

The Song of Achilles by Madeline Miller What was your first job: Hospital volunteer Favorite charity: The Los Angeles Neighborhood Land Trust Interests: Hiking, snowboarding, and reading Family: Husband, Benjamin Abel Vega (married 25 years); Son, Elijah Benjamin Vega (11 years old)

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LATINO

2022

CEO

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Why I Am So Passionate about My Career

Company Name: Washington Capital Partners Industry: Hard Money Lending Company CEO: Daniel Huertas Company Headquarters Location: Falls Church, Virginia Number of Employees: 56 Words you live by: “There is no try, only do.” –Yoda (Yes, I am a Star Wars fan.)

What book are you reading?

Infinite Game by Simon Sinek What was your first job: Legal assistant at my dad’s law firm Favorite charity: The WCP Foundation Interests: Car racing, Formula 1, tech innovation, and investing Family: Married to Giselle and together we have two amazing sons

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While passions evolve over time, today, a big driver of my professional passion is to contribute to the betterment of the industry I represent and belong to. I strongly believe in contributing to reshape the industry that has done so much for me and my family. Witnessing the evolution of real estate investment as a whole has given me more fuel for the next decade and beyond.

Mentorship has always been a great way for young future leaders to receive valuable words of wisdom. It is our duty, as leaders, to pay it forward by identifying young talented individuals and contributing to their success.

Mentors were such a big part of my success. I’ve always appreciated having a sounding board to run complex ideas by as my mentors had invaluable wisdom based on their experiences. This knowledge that is often learned through listening and absorbing information outside of the traditional classroom setting saved me from costly errors and helped me achieve my goals faster.

One most significant challenge was raising capital for real estate during the great recession. At a time when real estate was center stage in the economic downturn, my business needed additional capital to acquire new opportunities. I took many potential investors to countless projects hoping to ease their concerns, but a lot of them were still worried about the market continuing to lose value. I listened to their concerns, understood their objections, allowed them to poke holes in my strategy, and was prepared to defend my position. This eventually reassured them that I could consider multiple perspectives and that ultimately their capital was in the right hands. Being patient instead of pushy, and focusing on long-term goals and outcomes were key factors to gaining people’s trust.

Twelve years later, those same people that gave me a chance with their capital continue to invest in my strategies.

Business and community will always go hand in hand. Many businesses are in a position to meet needs, innovate industries, and help society to evolve. For many businesses, social consciousness has been lost in the pursuit of more revenue. But I have found that if you focus on solving problems and improving the status quo, the revenue will follow. To solidify our commitment to social consciousness, I founded the WCP foundation, which supports 16 reputable local and international charities, including Saint Jude Children’s Research Hospital, National Immigration Forum, Save the Children, and the Innocence Project, to name a few.

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Daniel Huertas

2022

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Christina J. Barea

Business Development Executive

Growing Up in a Diverse Environment Has Served Me Well People from the Caribbean are accustomed to diversity, since we are not a continuous evolution of a single culture or language, but rather a melting pot of travelers from other places. I grew up in a multicultural household in Puerto Rico and enjoyed the benefits of being exposed to multiple ways of thinking and being. That exposure ultimately forged a spirit of curiosity that is a significant part of my character today, and to which I attribute many of my accomplishments. I believe that when we are curious by nature and inquisitive about other perspectives, we may see that opportunity is a multicolored tapestry.

My professional journey has been enriched, and even challenged, by that curiosity; by the desire to explore experiences and thought processes.

The feeling of “what else?” is the reason I’ve worked in various industries, and in many different cities in Puerto Rico, the United States, and Europe.

Each role or location has revealed new perspectives on business and different ways of solving problems, and highlighted the idea that there is always more than one path forward. Conversely, my experiences also include facing stereotypes, where curiosity was not encouraged and opportunity was lost to myopic vision. Those “learning experiences” have been a great motivational tool for self-reflection and reaffirm my commitment to strive to keep an open mind.

Recently, I heard someone speak about the qualities of people who rise to the top and identify two criteria which create successful leaders.

The first trait is hard work, and the second is the ability to utilize their talents. For me, the value of hard work was instilled in me by my parents and grandparents, who had accomplished amazing goals during their lives. Their unique stories of personal accomplishment inspired me to take chances, to push myself, to not be afraid, and to never give up. The common trait in each of their successes is the combination of hard work and using their talents to pursue their dreams.

I hope to be an eternal student, and never lose the desire to explore the diversity that surrounds me and always consider things from multiple perspectives. Among the differences also exist the common threads that define our human experience, revealing that we are much more alike than different. This diversity and similarity makes us strong and makes us a valuable addition to the workplace, providing a holistic perspective to any organization.

Education: BA, business administration; MA, luxury brand management Company Name: Withum Industry: Professional Services/Accounting Company CEO: Bill Hagaman Company Headquarters Location: Princeton, New Jersey Number of Employees: 1,600 Your Location: Fort Lauderdale, Florida Words you live by: Optimism and Perseverance Who is your personal hero?

Justice Sonia Sotomayor & Felisa Rincón de Gautier What book are you reading? Employee Resource Group Excellence: Grow High Performing ERGs by Robert Rodriguez What was your first job: Production planning in an apparel cut & sew factory Favorite charity: Feeding America; The Ocean Cleanup Interests: Sailing, travel, and martial arts Family: Husband and 1 child

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LATINO

2022

Vice President, Legal

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I Keep Going—No Matter What

Education: AB, Harvard University; JD, Georgetown University Law Center Company Name: Zynga Inc. Industry: Technology & Gaming Company CEO: Frank Gibeau Company Headquarters Location: San Francisco, California Number of Employees: Approximately 2,200 Words you live by: “Speak softly and carry a big stick....” - credited to Theodore Roosevelt Who is your personal hero? Abraham Lincoln, Maya Angelou, and my mother What book are you reading?

The Midnight Library by Matt Haig; A Man Called Ove by Fredrik Backman; The 71/2 Deaths of Evelyn Hardcastle by Stuart Turton What was your first job: Cashier and cook at the Angel Island Snack Bar Favorite charity: Parent Services Project, California ChangeLawyers, YouthSpeaks Interests: Cooking, travel, and relearning piano Family: Only child of a fierce Colombian mother, married to a gregarious Texan, mom to three great kids, aged 5, 8, and 10

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On occasion, when talking with friends and family, the subject of “superpowers” comes up. “What’s your superpower?” someone asks, and the conversation goes from there. For one of my friends, it’s the ability to wake up at any desired time without an alarm clock; for another, an uncanny ability to recall popular songs.

I’ve reflected on this question over the years, and I’ve come to the conclusion that my own superpower is boring, even simple: it’s no more or less than the ability to keep going, to keep moving forward, no matter what.

My mom immigrated to the United States from Colombia before I was born, and I was her only child. From the outside looking in, it may have seemed like we didn’t have much. She had a physically demanding job, and she worked harder than anyone I knew to provide me with the educational opportunities she never had. She taught me early on that the only limitations that could hold me back were those I placed on myself.

That message gave me the courage to believe that I could make things happen—that by working hard and being determined, I could achieve whatever I set out to accomplish. I learned to set small goals for myself— whether a good grade, a sports win, or a book-reading competition at our local library—and to enjoy the challenge of trying to meet them. Over time, as my goals got bigger—being the first in my family to go to college, graduating law school, clerking and then practicing law—I eventually found that somewhere along the way, I had stopped seeing the limitations that others might see (lack of funding, lack of network, lack of experience).

I saw only momentary challenges, and reasons to overcome them. And by pushing forward, overcome them I did.

This superpower, this ability to keep going no matter what, is at the heart of any success I’ve had. Of course, I’ve also learned along the way that sometimes, keeping going doesn’t mean that the path you see before you remains straight. Sometimes, it means taking a side road or a different route than the one you originally set out on. And honestly, when I look back, it’s those side roads (an extended federal clerkship, a transition in practice area, a switch to an in-house role) that have given my career the most color and character. But in the end, it’s the ability to keep moving forward that has made me stronger and more resilient, and it pushes me to continually set new goals for myself. And in the process, I continue to grow into what I hope is a better lawyer, and a better leader.

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Claudia Sanchez Wilson

2022 DIVERSITY TEAMS AWARDS SUBMISSION DEADLINE: April 29, 2022

2022

TEAMS

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Profiles in Diversity Journal invites you to participate in our Diversity Team Award, in which we will recognize the talented and dedicated team whose work is supporting and advancing diversity and inclusion in your organization and across the globe.

Nominating your Diversity Team affords you an important opportunity to showcase the contributions the team makes to your organization, and to celebrate the inclusivity that diverse individuals working together as members of a team represents.

Nominate Today! www.womenworthwatching.com

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Where are they now...

Over nearly two decades, Profiles in Diversity Journal has recognized more than 2,000 Women Worth Watching in the pages of our magazine. In this issue, we catch up with 12 more past Award recipients, who have since been promoted, started their own companies, taken on new roles, or moved into entirely new fields of endeavor. Like all of our Women Worth Watching Award winners, they are dynamic leaders, who welcome challenges, embrace change, and share their knowledge and wisdom with the next generation of women. Read on, and see where their professional journeys have taken them.

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2007

Elizabeth Amato

Where are they now...

Executive Vice President & Chief Human Resources Officer, United Technologies Corporation

Elizabeth Amato, recognized as a Woman Worth Watching in 2007, today is the executive vice president and chief human resources officer for United Technologies Corporation.

Before joining United Technologies in 2012, Amato served as vice president of human resources for UTC Climate Control & Security in Farmington, Connecticut.

Previously, she held the position of vice president of HR at Pratt & Whitney and at Sikorsky Aircraft.

Amato earned her Bachelor of Arts in political science at Davidson College and her Juris Doctor at the University of Connecticut Law School.

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Carol Barber

Real Estate Investor and Principal, CB & Associates

Where are they now...

Named a Woman Worth Watching in 2007, Carol Barber has served as principal at CB & Associates, an executive search firm in Redondo Beach, California, for more than seven years.

Previously, Barber helped professional associations and other not-for-profit organizations identify, vet, and select new leaders as an executive recruitment concierge. Earlier in her career, she held increasingly responsible roles, including executive vice president and senior vice president, during her 28-year career with Bernard Hodes Group.

Barber is a Mentoring Women’s Network-certified mentor.

2007 www.womenworthwatching.com

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Kelly Barr

Where are they now...

Chief Strategy, Corporate Services and Sustainability Executive, Salt River Project

A 2007 Woman Worth Watching, Kelly Barr now serves as chief strategy, corporate services and sustainability executive at Salt River Project.

During her nearly 30-year career with Salt River Project, Barr has held a series of increasingly responsible positions. These ranged from assistant corporate counsel to chief corporate services and sustainability executive to her current role.

Barr earned her Juris Doctor from the University of Arizona James E. Rogers College of Law and her Bachelor of Arts from the University of Arizona.

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2007

Wendy Beckman Senior Director, Apple Europe

Where are they now...

Wendy Beckman, a 2007 Woman Worth Watching Award recipient, has been a dynamic leader with Apple for nearly fourfeen years. She joined the company as director of the Greater New York region, and has spent the last decade based in London as senior director for Apple EMEIA (Europe, the Middle East, India & Africa) region.

Before joining Apple, Beckman held several increasingly responsible leadership positions with Starbucks Coffee, during a sixteen-year career with the company.

Beckman holds a Bachelor of Science degree from Michigan State University.

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2008

Ingrid Beckles

Founder & Principal, The Beckles Collective

Where are they now...

Named a Woman Worth Watching for 2008, Ingrid Beckles has since founded and is principal of The Beckles Collective. She is also council member, mortgage banking at Gerson Lehrman Group.

In recent years, Beckles sat on the Board of the YWCA National Capital Area and the National Association of Women in Real Estate Business. Earlier in her career, Beckles served as president of Velocity Capital Defense, and held leadership positions at Freddie Mac and PNC. Beckles earned her Bachelor of Science in accounting/technology & management at the University of Maryland and studied pre-med at the University of Virginia.

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Karen Bedford

Worldwide HR Director, DePuy Orthopaedics

Where are they now...

Karen Bedford, a Woman Worth Watching in 2008, is now the worldwide HR director at DePuy Orthopaedics, where she has led that function for more than a dozen years.

Previously, Bedford served as the vice president of global HR and internal communications at Magna Powertrain. Earlier in her career, she spent ten years at Arvin Meritor, in various HR leadership roles. She also volunteered with the Peace Corp for three years.

Bedford holds an MBA from the University of Michigan Steven M. Ross School of Business and a Bachelor of Arts in public administration from Michigan State University, where she was a member of Phi Beta Kappa.

2008 www.womenworthwatching.com

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Klaudia Brace

Where are they now...

Chief Financial Officer, Goodwill Industries of Southern Arizona–Tucson Recognized as a Woman Worth Watching in 2008, Klaudia Brace recently became the chief financial officer of Goodwill Industries of Southern Arizona.

Prior to joining Goodwill Industries, Brace served as chief financial officer for the Houston Food Bank and the Greater Houston Partnership. Earlier in her career, she held leadership positions at KBR and ENGIE North American Inc. Brace earned both her BBA and MBA in accounting and finance at Michigan State University. She is also a Certified Public Accountant.

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2008

Virginia Calega, MD, MBA, FACP

Where are they now...

President, VCC Healthcare Solutions, LLC

Virginia Calega, a Women Worth Watching Award recipient in 2008, was recently named president of VCC Healthcare Solutions.

Previously, Calega served as vice president of medical affairs at Independence Blue Cross in Philadelphia. Earlier in her career, she held leadership positions with Highmark, Inc. and Highmark Blue Cross Blue Shield.

Calega holds an MD from Drexel University College of Medicine, an MBA from Villanova University, and a Bachelor of Science from the University of Pittsburgh, where she was a member of Phi Beta Kappa.

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2009

Anne Marie Agnelli

Where are they now...

Vice President Corporate Communications, New York State Homes and Community Renewal

Named a Woman Worth Watching in 2009, Anne Marie Agnelli today serves as vice president of Corporate Communication at New York State Homes and Community Renewal.

Before joining her current company, Agnelli led Communications and Public Affairs at PSEG. Previously, she led Corporate Communications and Global Community Affairs at CA Technologies and served as director of affiliate marketing at Madison Square Garden Network & Fox Sports New York.

Agnelli earned a Bachelor of Science in communication arts at St. John’s University.

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Where are they now...

Chief Brand Officer, Bed Bath & Beyond and President,

Cindy Davis

Decorist (through Aug 2021)

Cindy Davis, named a Woman Worth Watching in 2009, recently stepped down as chief brand officer at Bed Bath & Beyond. She is currently a member of the Board of William & Mary Raymond A. Mason School of Business, as well as Destination Pet, LLC. Prior to her tenure with Bed Bath & Beyond, Davis served as executive vice president and chief marketing officer for L Brands. Earlier in her career, she held leadership positions with Disney ABC Television Group (The Walt Disney Company) and Walmart.

Davis holds a Bachelor of Arts in business administration and management from Western Colorado University, and she completed the Executive Leadership Development Program at Duke University’s Fuqua School of Business.

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Lorna Donatone

Board Member, Electrolux Professional

Where are they now...

A Women Worth Watching Award recipient in 2009, Lorna Donatone is currently a member of the Board of Electrolux Professional.

Previously, Donatone served as chief executive officer, geographic regions at Sodexo, as well as other leadership positions at Sodexo over a period of ten years.

Earlier, she held leadership positions with Spirit Cruises; Comsearch; Ginsberg, Feldman & Bress, Chartered; Dominion Bank; Presidential Airways; and Deloitte & Touche Tax Technologies.

Donatone holds a master’s degree in business administration and management from Texas Christian University M.J. Neeley School of Business, and a bachelor’s degree in management from Tulane University A.B. Freeman School of Business.

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2009

Joyce Haag

Counselor, SCORE Naples

Where are they now...

A 2009 Woman Worth Watching, Joyce Haag now serves as counselor at SCORE of Naples, where she provides guidance to entrepreneurs and small businesses.

Before taking on her current responsibilities at SCORE, Haag was a legal consultant at Northstar Network, LLC. Previously, she served as senior vice president and general counsel at Eastman Kodak, where she contributed in several roles during a 30-year tenure with the company.

Haag earned her Juris Doctor at Cornell Law School and her bachelor’s degree (cum laude) in mathematics at Mr. Holyoke College, where she was a member of Phi Beta Kappa.

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CORPORATE INDEX

BOLD DENOTES ADVERTISER BLUE PAGE NUMBER OF AD

Advanced Micro Systems (AMD)..............................................................................................................................4, 42, 43, 44 African Leadership University, Rwanda......................................................................................................................................................19, 37 Akin Gump Strauss Hauer & Feld LLP.......................................................................................................................................................45, 46 American Battery Technology Company.........................................................................................................................................................47 Apple Europe..............................................................................................................................................................................................................79 Bed Bath & Beyond..................................................................................................................................................................................................85 Best Best & Krieger LLP..........................................................................................................................................................................................48 Canadian Mental Health Association, York Region & South Simcoe......................................................................................................22 CB & Associates.........................................................................................................................................................................................................77 Credera..........................................................................................................................................................................................................................23 Co/LAB Lending.......................................................................................................................................................................................................49 Davis Wright Tremaine LLP.............................................................................................................................................................................15, 24 Dechert LLP..........................................................................................................................................................................................................25, 50 DePuy Orthopaedics.................................................................................................................................................................................................81 Dickinson Wright PLLC............................................................................................................................................................................................51 Electrolux Professional............................................................................................................................................................................................86 Entergy.........................................................................................................................................................Inside Front Cover, 52 Freddie Mac.........................................................................................................................................................................6, 53, 54 Glenn Agre Bergman & Fuentes LLP..................................................................................................................................................................55 Goodwill Industries of Southern Arizona–Tucson.........................................................................................................................................82 Greenberg Traurig LLP............................................................................................................................................................................................26 HARMAN International, a Samsung company.........................................................................................................................................56, 57 JAMS............................................................................................................................................................................................7, 27 Jones Walker...............................................................................................................................................................................................................58 Kelley Kronenberg.....................................................................................................................................................................................................28 Latham & Watkins LLP.....................................................................................................................................................................................59, 60 Lincoln Financial Group...........................................................................................................................................................................................61 Microsoft........................................................................................................................................................................................................................16 Moss Adams LLP........................................................................................................................................................................................................62 National Community Reinvestment Coalition................................................................................................................................................63 Nelson Mullins Riley & Scarborough LLP..........................................................................................................................................................29 New American Funding..................................................................................................................................................................................30, 64 New York Life Insurance Company.......................................................................................................................65, Back Cover New York State Homes and Community Renewal........................................................................................................................................84 Oracle Corporation....................................................................................................................................................................................................12 PDT Global...................................................................................................................................................................................................................34 Pitney Bowes..............................................................................................................................................................................3, 31 Salt River Project.......................................................................................................................................................................................................78 Sanford Heisler Sharp, LLP....................................................................................................................................................................................66 SCORE Naples............................................................................................................................................................................................................87 Study.com.....................................................................................................................................................................................................................67 The Beckles Collective............................................................................................................................................................................................80 TWI Inc..........................................................................................................................................................................................................................33 Ulmer & Berne LLP....................................................................................................................................................................................................68 United Technologies Corporation.......................................................................................................................................................................76 VCC Healthcare Solutions, LLC............................................................................................................................................................................83 Venable LLP.................................................................................................................................................................................................................69 Washington Capital Partners................................................................................................................................................................................70 Withum...........................................................................................................................................................................................................................71 Zynga Inc......................................................................................................................................................................................................................72

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Nominations are open until Friday, April 29 At Profiles in Diversity Journal, we truly appreciate all the support given to us over the years by many organizations and businesses, large and small. We’re reaching out and asking for your continued support for our work and recognition of your organization’s own outstanding leadership, creativity, and inclusive culture. Please take this opportunity to nominate candidates for our Women Worth Watching in Leadership, Native American Indigenous Leaders Worth Watching , and Diversity Teams Awards.

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