Profiles in Diversity Journal® Fourth Quarter 2024
By Amanda J. Felkey, PhD
Home to More
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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 26 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. Reproduction in whole or in part without written permission is prohibited. Registered in U.S. Patent Office
The Intersection of Diversity and Curiosity
As we reflect on the journey of Profiles in Diversity Journal®, one truth emerges time and again: curiosity and diversity are deeply interconnected. Over the years, we’ve celebrated leaders who embody the essence of inclusion—those who honor diversity and embrace the curiosity required to ask deeper questions, challenge assumptions, and explore new possibilities.
This issue is a testament to that vision. We are proud to profile this quarter’s remarkable leaders, individuals whose stories inspire and challenge us to think differently. Despite their busy careers, many are leading a variety of employee organizations and professional organizations aimed at ensuring their fields are diverse and inclusive. And a number of these leaders are contributing pro bono to fighting discrimination against working mothers, LGBTQ people and migrants.
Their achievements also reflect their personal dedication and the commitment of the companies that have collaborated with us to nominate these worthy candidates. To these organizations, we extend our gratitude for recognizing the importance of fostering inclusive leadership and for being instrumental in spotlighting these inspiring figures.
Curiosity is the spark that fuels progress, and diversity is the foundation upon which meaningful change is built. Together, they create a dynamic force for innovation and growth. As we look to the future, Profiles in Diversity Journal® remains committed to celebrating those who lead with curiosity, courage, and connection.
Congratulations to our honorees—and thank you to the organizations that help us highlight the richness of leadership. Together, let us continue to explore, learn, and grow, forging a brighter future for all.
James R. Rector Founder & Publisher
Since 1999
The singular power of diversity
Dechert is a leading global law firm dedicated to amplifying diverse viewpoints and experiences to develop the highest caliber of talent, leadership and service for our clients.
Diversity Leader, Asian Leadership Award, Latino Leadership Award, Women Worth Watching in Leadership, Women Worth Watching in STEM – Profiles in Diversity Journal, 2024
Certified a “Great Place to Work” for the seventh consecutive year – Great Places to Work, 2024
Inclusion Innovator of the Year – Legal Benchmarking Group, 2024
Mansfield Plus Certification U.S. and UK – Diversity Lab, 2024
100 Best Companies – Seramount, 2024
Leader in LGBTQ+ Workplace Inclusion – Human Rights Campaign, 2023-2024 (for the 11th consecutive year)
International Firm of the Year for Diverse Women Lawyers, European Women in Business Law Awards – Euromoney, 2023
PAGE 08
Q&A with Brenda Sharton of Dechert
Great leaders walk the walk and talk the talk. If you want to motivate your workforce and encourage passionate leaders, you have to be a stand up and standout leader yourself. And make sure that you keep your work life and home life in balance. People want time to do both these days.
PAGE 09
Q&A with Jay Bhimani of Dechert
A great leaders’ checklist: Get everyone involved (and give them credit). Know your team members’ working styles. Take responsibility when you get it wrong. (Yes, saying sorry is hard but important to do.) And don’t forget to give grace to others when they make a mistake.
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2024 Team Leadership Awards
For over 26 years, Profiles in Diversity Journal ® has recognized diverse leadership. The publication now also honors teamwork, reflecting the belief that great accomplishments often stem from collaborative efforts. Teamwork is essential in today's dynamic workplace, as successful teams leverage diverse talents, foster creativity and achieve goals individuals could not. The prestigious award recognizes the power of collaboration and remarkable team achievements that drive success and innovation.
PAGE 20
Run Fast Enough to Skin Your Knees
By Amanda J. Felkey, PhD
The fast paced work day encourages quick decision making but that’s when too many people can let their biases seep into their decisions. Instead, we all have to learn when we can make fast, easy, harmless decisions and when we need to slow down and really think hard about the fairness of promotions, new hires and company policies. It will help make an equitable workplace.
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2024 Innovations in Diversity Awards
For 21 years, Profiles in Diversity Journal® has recognized the innovations of organizations committed to improving and expanding diversity, inclusion, and equity in the workplace. We are equally proud to highlight this year's ambitious and transformational diversity initiatives from some of the world's leading companies. One of these featured innovations may be the next best step for your organization.
PAGE 30
PDJ Interview with Peter Trevor Wilson: Leading The Way in Human Equity
Yes, many people are tired of diversity and equity but it still has been proven to boost revenue and morale when done right. Instead of throwing the baby out with the bathwater, let’s turn to human equity, which helps companies ensure that everyone has the opportunities and the resources to become strong employees who can help build a successful company.
PAGE 34
2024 Black Leadership Awards
Profiles in Diversity Journal® is extremely proud to bring readers our fifth class of Black Leadership Award recipients. They are extraordinary individuals who have blazed new trails, mentored the next generation, and advanced the cause of diversity and inclusion. Get to know them and join us in celebrating their achievements.
2024 Diverse Lawyers Making a Difference Awards
Profiles in Diversity Journal® is proud to recognize prominent lawyers making a difference in diversity, equity, and inclusion within their law firms, and for their clients and communities with our third annual Diverse Lawyers Making a Difference Awards.
PAGE 76
Where are they now?
Catch up with another 23 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 100
Corporate Index
Check out the list of organizations that appeared and/or advertised in this issue. Their contributions are invaluable.
Q&A
Global
Chair
of Dechert LLP’s
Cyber, Privacy and AI Practice and Managing Partner of
Boston Office. Brenda Sharton
the
1. How would you describe your leadership style?
I like to think that I have a “lead by example” and consensus building leadership style. I try to create a positive and compassionate work culture where people feel valued, engaged and respected, and where each team member is getting the mentoring and experiences that they need to advance in the profession. The work we are doing is extremely interesting and cutting edge, and that helps keep morale high even when the workload is high.
2. How do you inspire yourself as a leader?
Many things inspire me, including helping our clients to successful resolutions. There is no more satisfaction than seeing a crisis going away quietly without any press and satisfied clients and a job well done that inspires me most.
3. How do you inspire others?
I think the best way to do this, as I said, is to lead by example. When the more junior members of the team see you working hard, striving for excellence and yet taking the time to be sure that you have a life outside of the law, that you’ve raised a family successfully and even have time to (gasp) enjoy your hobbies, that hopefully provides the faith that they’ll be able to do the same.
4. What gives you the greatest reward as a leader?
As a leader, seeing my team succeed is the greatest reward. Witnessing their growth, achievements, and success means the world to me. Nothing brings
me more satisfaction than seeing our associates getting the recognition they deserve – whether through rankings – or being promoted to partner. For me, seeing them advance and become effective, successful lawyers is the greatest reward.
5. Are there any lessons you learned in your journey to become a leader?
I think that people need to have respect for you for you to be an effective leader. Saying what you do and doing what you say – being direct, diplomatically so – is appreciated. One of my favorite quotes is from Ralph Waldo Emerson, “What you do speaks so loudly, I can’t hear what you say.” I know that when I was coming up through the ranks, the “leaders” that I had the least respect for were those that said one thing but did another themselves. I try to keep that in mind, always.
6. What advice would you give to up and coming junior attorneys who may become leaders one day?
My best advice for junior attorneys is that they should look for opportunities to lead in small ways as you come up through the ranks. It may not be the most important context at first – maybe even just taking initiative on your own case team – but in doing that, it will cause people to respect you and give you more opportunities. From a substantive law perspective, being on the lookout for what’s around the corner or – what’s the next big thing? Figuring out how that will transform the law and affect clients will help put junior attorneys in the best position to be at the forefront of new and exciting work. By gaining expertise that few else have, you’ll be making your skill set so much more valuable.
1. How would you describe your leadership style?
I want to empower people to be their best and most effective selves. To do that, I try to meet people where they are. I don’t think a cookie cutter approach works. For example, if someone is most effective when they have a sounding board for ideas, I want to be a sounding board—and will try to make myself available no matter the hour or competing demands. If someone needs autonomy and freedom to run with things without close supervision, I will do my best to leave them alone as much as possible. I view my role as keeping people coordinated and focused on whatever the defined objectives might be. Too often, I’ve seen leaders try to graft their own personalities and preferences on their teams—and while that might work for those who happen to have the same preferences, it leaves a lot of potential and promise untapped.
2. How do you inspire yourself as a leader?
I look to the people that I have the privilege of working with every day. This includes the talented lawyers and staff on the Dechert team, as well as our exceptional clients and colleagues at other firms (and—on occasion—even opposing lawyers). The dedication that I’ve seen over the years from my colleagues at all levels and seniorities—almost always under difficult circumstances, often at a great personal cost, and almost never with the expectation of praise or immediate reward—has been nothing short of extraordinary.
3. How do you inspire others?
I want people to feel invested in the work they’re doing. Law firms can feel hierarchical in ways they shouldn’t. Everyone on the team has an important
Co-Chair of Dechert LLP’s Product Liability and Mass Torts Practice and Managing Partner of the firm’s Los Angeles office. Jay Bhimani
role to play and brings a unique perspective that’s critical to achieving the client’s objectives. It’s important to keep that in mind. I try not to silo people too much on a team—everyone, down to the most junior lawyers and staff—should understand the client’s strategic objectives and the plan in place to achieve those objectives. With rare exceptions, there shouldn’t be substantive topics that are too sensitive or too “high-level” to share with the entire internal team for input or awareness.
4. What gives you the greatest reward as a leader?
Sitting down at the end of a client matter and having every person in the room feel like they meaningfully contributed to the outcome—win or lose (though the former feels better).
5. Are there any lessons you learned in your journey to become a leader?
Take responsibility. If you make a mistake, own up to it. If someone else makes a mistake, give them some grace and understand that it was—on some level— probably a failure of leadership on your part to some extent as well.
6. What advice would you give to up and coming leaders?
Be authentic. Everyone has their own leadership style, and you should do what works for you as long as it’s respectful of others. If you try to emulate someone else, or to be someone you’re not, people will either see right through it or you’ll make yourself miserable (likely both).
First Annual
2 024 A W ARD TEAM
Profiles in Diversity Journal® is excited to introduce the winners of its inaugural Team Leadership Award. This prestigious award recognizes and celebrates the power of collaboration and the remarkable achievements of teams in driving success and innovation.
For over 26 years, Profiles in Diversity Journal® has been at the forefront of recognizing leadership across diverse communities. The Journal’s commitment to diversity, equity and inclusion is now complemented by a focus on leadership and teamwork, reflecting the belief that great achievements often result from collaborative efforts.
Teamwork is essential in today’s dynamic work environment. Successful teams harness diverse talents, foster creativity and achieve goals that individuals alone could not. Profiles in Diversity Journal® invites you to join in celebrating the teams making a difference.
https://drgtalent.com/
THE ORGANIZATIONAL CONSULTING TEAM
The organizational consulting team at DRG is composed of individuals who show up with their heads, hearts, and hands for the clients we have the privilege of serving in the nonprofit sector. We partner with organizations to design systems that recognize and integrate the needs of the organization and the assets of their teams in meaningful and impactful ways. On any given day, Rachel, our analyst, lends her analytical prowess to help organizations benchmark their compensation so it is more equitable across all levels. At the same time, Akshita, our consultant, combs through Hiring & Onboarding policies with a keen eye for inclusive and sector-leading best practices. Emmanuel, our senior consultant, brings online a suite of workshops that support team building and learning for new managers. Michelle, the principal of the team, integrates honest and empathetic coaching for the executives in the organization while bringing clarity to an unwieldy organizational structure. Heather, our Partner, brings sound strategy to help the organization hone its strengths and assets so it can deliver on its mission with operational and programmatic excellence.
Heather Gowdy Partner
Michelle Tafel Principal
Emmanuel Fortune Senior Talent Consultant
Akshita Sankepally Talent Consultant
Rachel Carter Senior Analyst
The organizational consulting team generates 10%+ of DRG’s revenue and boasts a client return rate of 42%. DRG’s evolution from exclusively executive search to talent consulting with the addition of our organizational consulting team has allowed us to offer a more robust suite of services to meet the needs of our clients. Since the establishment of the organizational consulting team, we have increased our revenue by 217% and the number of organizations has increased from 60 to 150 annually. The coordination of search and organizational consulting also increased firmwide client retention by 30%.
With 1 in 3 organizations lacking a pay equity strategy (SHRM), our team’s compensation analysis is vital for helping clients ensure that their compensation practices are fair, transparent, and market competitive. Our recent work with a well-known advocacy organization demonstrates how we bring the team’s talents together in service of our clients. Faced with rising employee discontent and a demand for more equitable compensation, the organization engaged DRG to look at compensation culture and practice holistically. This involved a formal compensation philosophy, establishing key policies and practices, salary benchmarking and equity analysis, salary bands, a compe-
tency model, and a performance assessment process. Over the course of a year-long engagement, the entire DRG team contributed to our partnership with this client—and helped them take significant steps toward strengthening their internal culture and operations.
Our transition and succession planning services are particularly vital for organizations anticipating or navigating leadership changes. According to the Harvard Business Review, over 50% of companies do not have a transition plan in place for new leaders, leaving them vulnerable during leadership changes. Our team addresses this gap by creating customized transition plans, preparing clients for both expected and unexpected shifts. We help clients create a thoughtful, comprehensive approach to onboarding new team members and integrating them into the culture so they can quickly and effectively become highly productive contributors to the organization.
Another recent client engagement illustrates how DRG collaborates internally to bring together the right people for the client’s needs. After years of significant staff, budget, and program growth, leadership was over-extended and struggling to support the talented team delivering the mission each day. DRG brought a team of six to-
gether to tackle three significant goals: redesigning the organization’s leadership structure, planning the transition to the future state in detail, and filling a leadership role.
Over nine months, DRG partnered with the client to restructure the organization to pursue strategic goals. The team collaborated to provide critical support for the client to ensure the guiding principles were carried through implementation. At the same time, we filled a key vacancy on the team with support from our partners on the executive search side of DRG. We knit this complex work together through top notch project management from the leader of our project administration team. The DRG team worked together to tackle a novel challenge with the client and the team made sure to keep the end goals in mind while tackling the necessary details in the moment.
The organizational consulting team has enhanced DRG’s service offerings and established our reputation as a trusted advisor for purpose-driven organizations. By focusing on equitable, data-driven strategies, we deliver solutions that empower our clients to build sustainable talent and leadership infrastructures. The result is an expanded impact within their organizations and, by extension, the communities they serve.
Jessica Hammerman Managing Director
Lori Clement Principal
Sherry Ettleson Principal
Jessica Black Senior Talent Consultant
Jennifer Fleischer Senior Talent Consultant
Laura Hansen Senior Talent Consultant
Natalia Kepler Senior Talent Consultant
Yasmine Coccoli Talent Consultant
Nina Cogan Talent Consultant
Shanna Jadwin Talent Consultant
Debra Katz Talent Consultant
Tani Weissman Principal
Sarah Raful Whinston Principal
Omar Lopez Senior Talent Consultant
Andrew Watson Senior Talent Consultant
Kennedy Turner Talent Consultant
Einas Hassan Associate Talent Consultant
Chasity Nickleson Associate Talent Consultant
Merav Schwartz Associate Talent Consultant
Sterling Nelson Talent Consultant
Dave Yi Associate Talent Consultant
Cynthia Westbrook Reference Specialist
Dayna Gash Project Administrator
Brina Collado Project Administrator
Bee Smith Associate Talent Consultant
For over 30 years, DRG has positioned itself as a key player in the executive search landscape and sought to support nonprofits in identifying excellent leadership. Within the last five years, our search team and services have grown significantly, placing over 500 senior leaders in the nonprofit, education, social justice, religious, and health and human services sectors and beyond. In this time, we have also increased our revenue by 217% and the number of organizations served from 60 to 150 annually. DRG’s evolution from exclusively executive search to talent consulting with the addition of our organizational consulting team has allowed us to offer a more robust suite of services to meet the needs of our clients.
A significant addition to our search process is leading Interviewing with Reduced Bias training for every client, informing them of implicit and unconscious biases that affect hiring decisions. In 2023, 78% of our placements were women and 42% were Black, Indigenous, and People of Color (BIPOC). This has allowed us to consistently drive diversity in leadership roles, especially in sectors where numbers of women and BIPOC leaders are lower. In the finance industry, for example, where just 32% of professionals are BIPOC, 57% of
our placements represent BIPOC candidates. Additionally, 86% of our finance placements are women, significantly outpacing the industry’s average of 52%.
Beyond bias training, our team also conducts every senior leadership search with Effective Transitions training and compensation benchmarking, providing our clients with the resources to ensure that they build and sustain successful and equitable organizations. This attention to detail allows us to deliver candidates who are not only highly qualified, but also well-aligned with the organization’s values. As a result, in 2023, 58% of our clients engaged us in searches for multiple roles within their organizations, trusting our ability to find leaders who will drive success in the long term.
To further demonstrate our commitment to creating lasting impact in purpose-driven organizations, DRG became the first search firm to offer pro bono talent services to support organizations in need. Since 2019, we have conducted pro bono engagements for clients in the social justice, environmental, health care, and reproductive rights and advocacy sectors.
Our success is reflected not only in our internal data but also in the feedback and recognition we receive from clients and the industry. In 2023, 100% of our
school clients reported that they would recommend us to others, and 100% of clients reported that our search process effectively met their needs. In 2024, our search work led DRG to be recognized by Inc. as one of the fastest-growing organizations in the Northeast, by the American Business Awards as Company of the Year, and by Hunt Scanlon in the Non-Profit Top 65, New York Power 60, and Top 50 recruiters.
In addition to our direct search work, the search team’s combined efforts have positioned DRG as a thought leader within the industry. Our team actively spearheads discussions on pertinent topics like nonprofit leadership, building teams, hiring practices and diversity through blogs, webinars, training sessions, and speaking engagements, contributing to a 179% increase in social media following and a 108% increase in website traffic in one year.
The DRG executive search team’s unique contributions— including our expertise, focus on diversity, and thought leadership— have had a transformative impact on the success of our organization and our clients. We are committed to continuing this work, driving change, and helping organizations build and nurture talent infrastructures that allow them to maximize their impact.
Tamar England Project Administrator Alexa New Operations
Alessa Lacarta Operations Sarah Miller Operations
Katharine Young Project Administrator
Norton Rose Fulbright US LLP
https://www.nortonrosefulbright.com/en-us
DEI TEAM
Katherine A. Tapley, US Chief of Diversity, Equity and Inclusion
Katherine was appointed to this role in 2021. She works with firm leadership and the firm’s US Management Committee to further develop strategies to attract, retain and promote people from a range of backgrounds. She has also been instrumental in leading the development and expansion of several key initiatives including the firm’s sponsorship programs and diversity networks.
Nikki Wright-Smith, Director, Diversity, Equity and Inclusion
Nikki works to integrate DEI throughout the firm with programming, training, events and more. She has also been a key leader in the firm’s expansion of diversity initiatives and efforts.
Nicole Tarrence, Manager, Diversity, Equity and Inclusion
Nicole has experience providing strategic direction and implementation for recruiting at the local office level, while also executing firm-wide initiatives and strategy. She joined the firm in May 2022 as the firm’s Entry-Level Recruiting Manager and has recently transitioned to the DEI team to continue and expand upon her work in this field.
Brittany Terumoto, Manager, Diversity, Equity and Inclusion
Brittany has experience helping drive and execute recruiting, retention, development and marketing initiatives within the legal sector. Throughout her experience and with this role, she continues to provide strategic development and expansion of firm DEI efforts.
Kennedy Henderson, Coordinator, Diversity, Equity and Inclusion
Kennedy has experience creating equitable and inclusive programming and works to support the DEI team with firm events and initiatives.
At Norton Rose Fulbright, DEI is an integral part of the firm and is embedded in our overall strategic goals and initiatives. Building a culture of inclusion is a priority at Norton Rose Fulbright, and the DEI team is a vital part of those initiatives. The DEI team works collaboratively with the firm’s DEI Committee and firm leadership to execute the firm’s DEI strategy, advise on best practices and provide educational opportunities for personnel to help build an inclusive work environment.
With the firm’s unwavering commitment to advancing equity and inclusion, the DEI team works closely with the firm’s DEI Councils: the Racial Equity Council (REC), the Multicultural Equity Council and the Women in Norton Rose Fulbright Council on initiatives focused on recruitment, retention, advancement and promotion. The Councils also create opportunities for networking and business and professional development.
The team also advises the firm’s Asian Affinity Network, Black Affinity Network, Latinx Affinity Network, Pride Network, and Veterans Network. The networks host firm-wide educational programming throughout the year to celebrate heritage months and to spotlight the experiences of underrepresented groups. Additionally, the team highlights members of the firm through a variety of features and
programs, such as the “Letters to Myself” program, a fireside chat where senior Norton Rose Fulbright attorneys share their unique career journeys.
The team also supports partner development and was also instrumental in the firm’s Women’s Partner Retreat. The retreat was widely attended and included team building, professional development and networking events.
In addition, the team focuses on developing opportunities for individual professional growth. One of the most impactful professional development opportunities the firm provides is our sponsorship and pipeline programs, which include the REC sponsorship program, the Leadership Development Program, and the Mid-level Development Program. The sponsorship programs pair associates with partner sponsors and advocates who will guide and prepare them for career opportunities. As with all of our sponsorship programs, these programs are aimed at improving retention and the advancement of lawyers at the firm.
The DEI team works closely with associates in these programs to understand their developmental interests and curates targeted programming for participants, including a recent program where firm clients offered perspectives and advice for emerging talent.
The firm also strives to recruit from a variety of schools and organizations, and the team collab-
orates with our recruiting team to identify opportunities to engage with students from a variety of backgrounds who are interested in the legal profession. Through the firm’s diversity and recruiting initiatives, the firm provides resources such as support with resume writing, interviewing, networking, presentation skills, legal writing and other professional skills. One example of these efforts is through participation in a mentorship program that pairs lawyers with underrepresented students from The University of Texas School of Law throughout an entire school year. The firm has seen an increase in the diversity of our summer associates and entry-level associates.
Norton Rose Fulbright has seen recognition for efforts led by the DEI team, achieving several high placements on diversity rankings in respected legal publications, including placing 11th among 79 large law firms in the 2024 Diversity Snapshot published by Law360. This was an increase of 13 spots from last year’s ranking in the category for firms with 600 or more lawyers. Norton Rose Fulbright also placed 22nd of 208 law firms surveyed in the 2024 Diversity Scorecard published by The American Lawyer, an increase of 11 spots from last year. The firm was also recognized for the sixth consecutive year by Diversity Lab for achieving Mansfield Certification and Mansfield Certification Plus status for 2023–2024.
Orbital Engineering, Inc.
https://www.orbitalengr.com/
TEAM
CAMBODIA OFFICE TEAM
The Cambodia Office team is composed of professionals from diverse backgrounds, including electrical, mechanical, and civil structural engineers, IT technicians, and back-end office support team. All of these professionals collaborate directly with their US counterparts on various projects involving the design of utility infrastructure, heavy industrial engineering, and asset integrity support in their respective fields.
With the significant demand for STEM jobs and growing need for US infrastructure investment and improvement, the Cambodia Office team has expanded not only in size but also
Pen Phyrun Office Manager
Hem Khunpanha Designer
Chandara Chheng Engineer
Meng Sokty Designer
Sothearort Y Designer I
Nary Doeum Staff Accountant
Sockea Phann IT Help Desk Analyst
Puthsetha Phenh Designer II
Tha Panharoth Designer
Khat Laken Designer
Pea Phirun Lead Designer
TEAM
in cutting-edge knowledge, supported by robust technical and digital resources, as well as regular training sessions integrated into the workflow by the US team. These efforts have enabled and empowered the Cambodia team to confidently and effectively take on their roles and responsibilities.
The Cambodia Office team has also engaged in dynamic collaboration and culture, working closely with the diverse US team and leveraging their collective strengths to achieve project goals. The diversity within the team and their engagement with the US team foster a rich exchange of ideas and approaches, enhancing the quality of their work and driving continuous improvement.
The Cambodian Office team has been tasked with learning specific client workflows and processes to ensure first-time quality and deliverables. This means that the individuals hired in Cambodia have assurances that the work they perform is programmatic in nature (more likely than not to remain steady) and the work they do is repeatable from a quality and efficiency standpoint. The Cambodian Office team has allowed Orbital to scale meaningfully and responsibly in areas where otherwise hard to impossible-to-find job applicants create massive holes in the job market preventing Orbital from maximizing its potential value to clients and industry sectors as a whole.
The Cambodian Office team has been challenged with taking US workflows and finding ways to create efficiencies in process by allowing Orbital Engineering to effectively engage in a 24hour work day / cycle.
Outside of the Cambodian Office Team’s technical contributions to the Organization, it has created new opportunities for Orbital’s philanthropic endeavors, volunteering and
sharing diverse cultural experiences and perspectives.
First, the Cambodian Office team has enabled Orbital to engage in philanthropic support of the Apopo organization, which trains African rats to detect bombs and other explosives beneath the ground. Is it estimated that more than 6 million explosives are buried in Cambodia today, many of American origin. Orbital has also donated to the repatriation of Cambodian artifacts, which were historically stolen from the country during the wars and various military occupations of the country.
Secondly, Orbital and its Cambodia Office team are currently working with an American university to start its first-ever international engineering summer internship program, which the Cambodia Office team will primarily support offering technical education, cultural education, and opportunities to volunteer in the country.
As a result of opening this office, the Cambodian Office team has made a difference in the lives of many people not only through its philanthropic endeavors, but also through its ability to provide training,
education and job security to Cambodian nationals who have otherwise worked jobs that forced them to be away from their families for long periods of time or who have faced unfair wages and benefits compared to those of American workers. who regularly enjoy as an expectation of employment.
The Cambodia Office team has uniquely provided the forum for all of Orbital and its US team to consider some of the historical events that occurred in southeast Asia and the United States’ role in the same. It has provided the opportunity for US team members to travel to Cambodia and other southeast Asian countries to continue learning about the cultures in that area of the world and to bring back unique perspectives on work, education, training and life, in general, that one would not otherwise be able to obtain if not for the Cambodia Office team.
Various members of the Cambodia Office team have also had similar cultural experiences, but reversed, by spending extended periods of time in the US for training and assimilation into the Orbital organization.
Run Fast Enough to Skin Your Knees
By Amanda J. Felkey, PhD
Playing a game of hide-and-seek at the campground a few years ago, resulted in two of the worst scraped knees my four-year-old had ever experienced. Amidst her tears, she yearned for an explanation from me about why this happened and wanted to know how to prevent it. At this point I could give her one of two pieces of advice: (1) don’t run so fast or (2) get better at running fast and knowing when you need to slow down to be safe.
Both approaches would prevent future scrapes, but they are vastly different in implementation and will yield wildly different life experiences.
Fast Thinking and Our Biases
Just like when we run at fast speeds we are more likely to take a tumble, when we perform at a high level at work we are more likely to make mistakes. Universally, our brains harbor systematic errors or biases. When we think fast, using our intuition, rather than slowly and deliberately, our brain doesn’t censor these biases.
Figure 1. Errors Emerge When We Think Fast
At a high cognitive load we rely more on fast thinking—when we perform difficult tasks, multiple tasks or are under time constraints we depend more heavily on fast thinking. Notably these are all things that characterize a productive workday. Furthermore, as the tasks increase in difficulty and become more numerous, we need to rely more and more on our fast thinking to complete jobs in a timely manner. This reliance means as our performance increases, so too does the potential to fall victim to our biases, the systematic errors in our brain. The important difference between the scrapes on our knees and allowing our biases to creep into our decisions is that the scrapes only hurt ourselves. Allowing biases to creep into our decisions can adversely affect others around us by manifesting in stereotyping and discriminatory actions.
Fast Thinking and Performance
American working trends require workers to rely more and more on their fast thinking. Workloads and stress levels are escalating, as employees work longer hours and are given more and more tasks (Burrus, 2011). While the average hours worked per person in the US has remained roughly the same since WWII, studies show that a smaller proportion of people are working and those that are working are working harder and longer (McGrattan & Rogerson, 2000; Wilson & Jones, 2018). The New York Times reports that work is changing in its “intensity and relentlessness of the pressure, supercharged by digital life and
Figure 2. Habits to Enhance Inclusive Actions
a global economy that extends the once finite working day to all hours of day and night” (Schwartz, 2015). When people work longer and harder they are more likely to rely on their fast thinking and be susceptible to their unconscious biases.
Workloads and stress levels are escalating, as employees
work longer hours and are given more and more tasks
The highest performing workers are those who rely most heavily on their intuition and are most susceptible to acting in accord with their unconscious biases. CNBC reported, in 2017, that the Senior Corporate Executive post is one of the top ten most stressful jobs in America (Elkins, 2017). The high levels of performance required
by managers led to the models of “burnout” developed in the 1980’s (Cahoon, A., & Rowney, J. 1984; Leiter and Maslach, 1988; Golembiewski et al., 1986; Lee, R. T., & Ashforth, B. E., 1993). These high performing employees can be those in the most powerful positions and those making the most important decisions for corporations, decisions that have the largest impact on the company and its employees.
Practice Thinking Fast and Learn When to Think More Slowly
The faster you run the more likely you are to fall, unless you train yourself to run quickly without falling. Runners create habits so they can place their feet solidly in front of them at uniform distances without thinking about where their feet are going. They create habits that allow their legs to accelerate without causing imbalance. They even create lifestyle habits that support the levels of speed and endurance they endeavor to attain.
Like runners, corporate leaders need to “train” and create new habits in order to consistently make accurate decisions and censor the systematic errors in their mind. They need to become proficient at knowing when the stakes are high—when they might fall down and scrape their knee. They also need to become better at thinking fast and combat the incorrect thinking that has been
the stories of where they came from, I gave my daughter this advice: Always run fast enough to skin your knees, but work diligently
References
Like runners, corporate leaders need to “train” and create new habits in order to consistently make accurate decisions and censor the systematic errors in their mind.
shaped by our social system. By training and making new habits of thinking slowly when they know their unconscious biases could matter and combatting those biases directly, they will more likely promote the individual who is best for the job and less likely to make policies that will systematically alienate people who are different from them. This will foster a representative power pipeline within their company and reinforce their inclusion efforts.
My Advice About Running
After spending time examining the scars on my legs and sharing
to run proficiently and know when to slow down so you don’t fall. I hope she heeds this advice and keeps running fast. PDJ
Burrus, D. (2011, May 25). The growing burden of workloads in the workplace. HuffPost
Cahoon, A., & Rowney, J. (1984). Managerial burnout: A comparison by sex and level of responsibility. Journal of Health and Human Resources Administration, 7(2), 249-263.
Elkins, K. (2017, January 12). The 10 most stressful jobs in America. CNBC
Felkey, A. J. (2019, August 4). Unconscious biases: The systematic errors in our thinking. ProHabits.
Felkey, A. J. (2019, July 11). Individuals: The key to fostering inclusion. ProHabits
Golembiewski, R. T, Munzenrider, R. E, & Stevenson, J. G. (1986). Stress in organizations: Toward a phase model of burnout. New York: Praeger.
Lee, R. T., & Ashforth, B. E. (1993). A londigtudinal study in burnout among supervisors and managers: Comparisons between the Leiter and Maslach (1988) and Golembiewski et al. (1986) models. Organizational Behavior and Human Decision Processes, 54(3), 369-398.
Leiter, M., & Maslach, C. (1988). The impact of interpersonal environment on burnout and organization commitment. Journal of Organizational Behavior, 9(4), 297-308.
McGrattan, E. R., & Rogerson, R. (2000). Changes in hours worked, 19502000. Federal Reserve Bank of Minneapolis Quarterly Review, 28(1), 14-33.
Schwartz, T. (2015). Escalating Demands at Work Hurt Employees and Companies. New York Times.
Wilson, V., & Jones, J. (2018, February 22). Working harder or finding it harder to work. Economic Policy Institute
Dr. Amanda J Felkey has a Ph.D. in Behavioral Economics from Cornell University and a Diversity and Inclusion Certificate from eCornell. She has authored award-winning publications, is actively researching unconscious bias, has 24 years of experience in decision-making research and 19 years of experience in curriculum design. Felkey currently teaches at Lake Forest College where she is Chair of the Department of Economics, Business and Finance and Chair of the Entrepreneurship and Innovation Program.
2 025 A
W
ARD EMERGING LEADERS
SUBMISSION DEADLINE: January 17, 2025
The Emerging Leaders Award aims to honor professionals who embody excellence, integrity, and innovation, regardless of their age or position within the organization. By highlighting these rising leaders, we are committed to showcasing the diverse spectrum of leadership that drives organizations forward and advocating for greater recognition of emerging talent.
The 2024 Innovations in Diversity Awards
Profiles in Diversity Journal® Innovations in Diversity Award Recipients for 2024 (in alphabetical order)
Innovation happens when aspiration and inspiration meet commitment and hard work, turning powerful ideas into exciting realities. Innovations in diversity and inclusion reveal possibilities that can transform workplaces, cultures and social landscapes worldwide. Innovative thinking invites individuals and organizations to embrace a new and better future.
Profiles in Diversity Journal® is proud to share this year’s ambitious, and sometimes revolutionary, diversity innovations from some of the world’s most successful and respected companies, including leaders in law, real estate, cosmetics and retail. These organizations are taking diversity and inclusion to new levels.
Explore the creative ideas featured on the following pages. One of these exciting diversity innovations may be the best next step for your organization.
Dechert LLP
Innovation Title: Overturning the City of Miami’s racially gerrymandered voting district map
Company Website: www.dechert.com
Year Introduced: 2022
Executive Summary
Dechert, a global law firm, has secured a significant victory in challenging a racially gerrymandered map of Miami’s voting districts produced by the City Commission in 2022. The redrawn redistricting map sparked community outrage for slicing through neighborhoods and separating racial groups into distinct districts.
In partnership with the ACLU of Florida, a team of Dechert lawyers working pro bono represented several community organizations, including two NAACP chapters, and residents, in suing the City of Miami for impermissibly racially gerrymandering the map in violation of the Fourteenth Amendment’s Equal Protection Clause.
The litigation was the latest trial victory in Dechert’s two-decade commitment to challenging restrictive and discriminatory voting laws across the United States and ensuring all citizens’ right to vote.
The lawsuit, filed in 2022, argued that the City Commission’s overriding goal in redrawing the map had been the segregation of racial groups, and that such segregation went far beyond what the Voting Rights Act, or any other legitimate interest, required. It also
argued that the Commission’s decision to pack Black voters into a single district and Hispanic voters into three districts diminished those voters’ influence in adjacent neighborhoods.
The U.S. District Court in Miami granted plaintiffs’ motion for a preliminary injunction in May 2023. The court gave the Commission an opportunity to adopt and implement a constitutionally conforming remedial map, but the city took no action and the case proceeded to a full trial in January 2024. At trial, the Dechert and ACLU litigation team demonstrated that the city intentionally gerrymandered to keep separate three Hispanic districts, one Black district and one “Anglo” district. In an 83-page decision issued in April 2024, U.S. District Judge K. Michael Moore declared all five of Miami’s city commission districts unconstitutionally racially gerrymandered. The court also mandated the creation of a new map for future elections and encouraged the parties to agree on an appropriate map.
Under a settlement approved by the court in July, the City agreed to adopt plaintiffs’ proposed map. Neighborhoods that had been
divided along racial lines by the City will now remain intact, as residents had advocated.
The settlement also requires the City to place a charter amendment on the November 2025 ballot for voter approval, which would ban gerrymandering favoring particular candidates and incumbents and create a Citizens’ Redistricting Committee to draft and submit maps to the Commission in all future redistricting cycles.
The settlement sets precedent for future redistricting efforts by “paving the way for decades of fair elections and the opportunity for all citizens in Miami to elect their candidate of choice” and serves as a model to litigate against discriminatory voting laws in other localities even as the environment for such challenges has become more difficult, said Neil Steiner, who led the Dechert team.
In the past year, Dechert lawyers have also led challenges to discriminatory redistricting maps in Texas, Georgia and Arkansas; filed a motion in Mississippi to protect the right to vote by mail; and filed amicus briefs in two major U.S. Supreme Court voting rights cases.
Include Inc.
Innovation Title: IncludeChat
Company Website: www.includechat.com
Year Introduced: 2024
Executive Summary
What makes this program or Initiative Unique?
IncludeChat is the first AI-powered inclusion advisor chatbot, offering real-time DEI guidance that is practical, contextual, and confidential. Unlike traditional DEI resources, IncludeChat is accessible in any language, anytime, anywhere. Built on Dr. Liz Wilson’s 8-Inclusion Needs of All People™ and a proprietary unbiased dataset, it provides reliable, context-specific advice. Its adaptability to various industries and organizations makes it a versatile solution, seamlessly integrating into workflows and reinforcing inclusive practices through continuous learning.
What was the purpose or goal?
IncludeChat aims to democratize access to DEI knowledge, empowering all employees to engage in inclusive practices regardless of role or location. Its goal is to provide real-time, confidential DEI guidance, bridging knowledge gaps and supporting ongoing learning in a safe environment. IncludeChat seeks to foster behavioral change, cultivate inclusive cultures, and help organizations meet their DEI objectives more effectively.
What are the benefits and positive changes of this program or initiative?
IncludeChat provides immediate, unbiased DEI guidance tailored to individual and organizational needs, enhancing
engagement and creating a safe learning space. It promotes a more inclusive work environment by integrating diverse perspectives into everyday practices. Organizations using IncludeChat report better inclusive decision-making, increased DEI participation, and heightened awareness of DEI issues. Its global applicability ensures culturally sensitive advice, making it essential for fostering global inclusivity.
What are the indicators or metrics that demonstrate the innovation is effective?
• Increased Employee Engagement: Up to 40% rise in DEI engagement post-implementation.
• Improved Inclusive DecisionMaking: 35% improvement in perceptions of leadership’s inclusivity.
• High Utilization Rates: Over 50% of employees use IncludeChat for DEI guidance.
• Global Reach and Accessibility: Multilingual support ensures broad adoption and relevance.
How is it driving growth and so in what area?
• Enhancing Capability and Competency: Provides real-time, context-specific DEI advice.
• Addressing All Identities and Intersectionalities: Uses an intersectional approach to inclusion needs.
• Improving Organizational Efficiency: Reduces reliance on DEI consultants and allows internal teams to focus on strategic initiatives.
• Reducing Costs and Risks: Low setup and subscription costs decrease training expenses and workplace discrimination risks.
• Boosting Employee Retention and Satisfaction: A more inclusive environment enhances satisfaction and retention, especially for underrepresented groups.
• Fostering Innovation and Collaboration: An inclusive workforce drives creativity and problem-solving.
Who does it impact?
• Employees: Offers accessible, confidential DEI guidance, supporting personal and professional growth.
• Organizations: Builds inclusive cultures, boosts engagement, and helps achieve DEI goals.
• People Managers: Provides tools and knowledge for inclusive decision-making.
• Global Workforce: Ensures inclusivity across all regions and languages.
• Underrepresented Identities: Addresses the inclusion needs of all identities and intersectionalities.
• Communities: Promotes broader social equity and inclusion through more inclusive workplace environments.
Norton Rose Fulbright
Innovation Title: Norton Rose Fulbright Individual Sponsorship and Mentorship Company Website: https://nortonrosefulbright.com/en-us Year Introduced: 2024
Executive Summary
What makes this program or initiative unique?
Norton Rose Fulbright has instituted various programs to develop and focus on the individual growth of the professionals at the firm. These programs extend beyond traditional mentorship with unique initiatives that cultivate individual goals, track performance and identify roadblocks, as well as sponsorship programs and other events like our “Letters to Myself” series, which features speakers that describe their unique career journey, including their goals and challenges, personal and professional. They also talk about how their careers evolved during their individual experiences. In showcasing the individual experiences of our lawyers and professionals, the firm aims to inspire its talent and showcase the boundless paths to success.
What was the purpose or goal?
We are aiming to prioritize individuals at Norton Rose Fulbright, maximize professional growth opportunities and enhance the overall sense of belonging and engagement at the firm.
What are the benefits and positive changes of this program or initiative?
US law firms have struggled to recruit, develop and retain lawyers from historically underrepresented backgrounds. Norton Rose Fulbright is committed to identifying ways to improve recruiting, retention and advancement of lawyers with diverse experiences, as well as maintaining a pipeline of lawyers to take on senior leadership roles. The firm wants to ensure that its pipeline for leadership is inclusive of all who contribute to its success and that all personnel are able to bring their full selves to work.
What are the indicators or metrics that demonstrate the innovation is effective?
While we can see indicators at the firm such as an increase in diversity amongst professionals from our leadership to our new recruits, Norton Rose Fulbright has also been recognized externally for its efforts, achieving high placements on diversity rankings in legal publications. This includes ranking 11th among large law firms in the 2024 Diversity Snapshot published by Law360 (an increase of 13 spots from last year’s ranking of 24th in the category for firms with 600 or
more lawyers) and placing 22nd of 208 law firms surveyed in the 2024 Diversity Scorecard published by The American Lawyer, an increase of 11 spots from the firm’s ranking last year.
How is it driving growth and if so in what areas?
By understanding the individual experiences of lawyers at the firm, the firm proactively creates an inclusive culture and continues improving opportunities for those from historically underrepresented groups. One recent example of this is a training program rolled out for all personnel which focuses on combating racial and gender bias to reduce microaggressions and increase inclusiveness at the firm.
Who does it impact?
These efforts impact every member of the firm, particularly those in the early or in the midlevel of their careers, helping to boost skills, confidence and career goals of the people being mentored by using the vast and invaluable resources of the firm, but also providing reflection for all involved in these programs and further contributing to a positive workplace culture and an increase in diversity.
Upbound Group
Innovation Title: Transforming DEI At Upbound: Together We Thrive
Company Website: https://upbound.com
Year Introduced: 2023
Executive Summary
What makes this Initiative Unique?
This initiative transcends traditional DEI efforts by driving business outcomes through three pillars: belonging as a driver of engagement, motivating through selfactualization, and cultivating emotional intelligence as a core skill for business success.
Most traditional DEI strategies only focus on diversity metrics, compliance, and bias training. This approach redefines DEI as a business-centered initiative that acknowledges that addressing intrinsic psychological human needs benefits both the organization and its employees.
This approach moves away from viewing DEI initiatives solely as cultural awareness events or a tool for meeting diversity goals. Driving a DEI initiative through belonging, self-actualization, and emotional intelligence skills is an effective and innovative way to produce tangible business outcomes because it transforms intrinsic human needs
into a strategic driver that links individual fulfillment to broader business success.
What was the purpose or goal?
The purpose of this initiative was to foster an inclusive environment where everyone is empowered to reach their full potential while creating a more engaged, collaborative, and innovative workforce.
What are the benefits and positive changes of this program or initiative?
Focusing on these pillars connects with employees’ intrinsic motivation for engagement, professional development, personal growth, purpose, and fulfillment. As a result, employees are more inclined to actively engage in behaviors that are critical for creating a sense of belonging and business success.
What are the indicators or metrics that demonstrate the innovation is effective?
Employees are more actively engaged with this initiative and more proactive and invested in their personal growth and professional development. In the 20 months we have used this approach, we have seen a 156% increase in the number of employees who volunteered to take leading roles in our initiatives. We have also seen a 64% increase in employee-driven activities focused on personal and professional growth and development. We have also seen a 120% increase in cross-functional collaboration among employees who have engaged with this initiative.
How is it driving growth and so in what area?
Our DEI initiatives are voluntary, and employee led. We have seen a 102% increase in the number of employees engaged in DEI initiatives in the past 20 months.
Who does it impact?
Our business and our employees.
L AT INO & HISPANIC LE ADERSHIP
SUBMISSION DEADLINE: January 17, 2025
We invite you to nominate a member of your team who has addressed racism and bias through their advocacy, perseverance, legacy or professional achievements to become a Latino & Hispanic Leader. Nominating one or more Latino & Hispanic Leaders affords you the opportunity to recognize and showcase their talents, ambition and achievements, while also voicing your support for a truly diverse and inclusive workplace.
PDJ Interview with Peter Trevor Wilson: LEADING THE WAY IN HUMAN EQUITY
Peter Trevor Wilson is the creator of Human Equity and Founder and President of TWI Inc.
PDJ: Thank you for joining us. As someone with over three decades of experience pioneering the human equity model, we’re eager to learn how to implement this transformative framework. Let’s dive right in:
How do we do Human Equity?
[PTW]: Thank you! Well before we get to the how –let’s start with the WHY as Simon Sinek would say.
Human Equity begins with a commitment to move beyond traditional DEI efforts which has caused the current diversity fatigue. These efforts have primarily concentrated on cosmetically changing the demographic composition of a workforce. Human equity focuses instead on using equity principles as the foundation for optimizing total talent. The goal is to create systems where every individual, regardless of their background, has the resources and opportunities they need to reach their full potential.
There is a famous quote from Marianne Williamson’s book A Return to Love: which speaks to the essence of human equity and the promise of unlocking the potential within each person.
“Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It
is our light, not our darkness, that most frightens us. … As we let our own light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.”
Now let’s return to your question “how do we do human equity”? The first step is to understand that human equity is not a one-size-fits-all approach. It requires systemic changes in policies, practices, and mindsets. This involves assessing your organization’s current culture, identifying barriers to human equity, and creating actionable strategies to dismantle those barriers.
There are a couple of case studies which human demonstrate human equity in action (* reference PDJ source from 2018). One is an examination of the human equity strategy implemented at Vectren Corporation between 2014 and 2018. At the time, Vectren was a multibillion-dollar energy holding company headquartered in Evansville, Indiana. The implementation process was a four-year organization-wide endeavour that involved almost 100 volunteer employees working under seven senior executive leaders including the CEO. Over the four years we supported the successful execution of the strategy which led to significantly improved employee
engagement, improved retention of best talent, precedent setting share prices and improved bottom line business results. In fact, Vectren’s superior business performance made it an attractive $6 (B) acquisition (higher than typical market value) to a larger energy company in Texas.
One of the Vectren executive leaders who was pivotal in this success was Susan Hardwick. At the time Ms Hardwick was Vectren’s Executive Vice President and Chief Financial Officer. She also happened to be Vectren’s first female executive. Susan has gone on to become the President/CEO of American Water, the largest regulated water and wastewater utility company in the U.S.
Hardwick notes,
“People need to be heard, to be seen for who they are and what talents they bring. The human equity initiative was that voice, and their enthusiasm for carrying the message to make this a more equitable workplace was the key to success.”
Similarly, the Coca-Cola South Africa Division’s journey is another powerful case study. Beginning in 2001, the Division launched a five-year transformational process to build an equitable workplace that dramatically enhanced business results. Within two years they had achieved outstanding business outcomes, including increased employee engagement scores productivity, profitability leading to winning global recognition for their efforts. Their structured approach, which included leadership accountability, human equity assessments, and a clear roadmap, serves as a benchmark for organizations worldwide.
“We launched a major transformation process within this organization, and we were delighted with the results. Our strategy clearly contributed to our outstanding business results, and I’m excited about working to achieve our longer-term objectives,” said the Division CEO of Coca-Cola South Africa.
PDJ: What does the template for implementing Human Equity look like?
o Conduct a thorough equity audit to understand where your organization stands.
o Use surveys, focus groups, and data analysis to identify systemic barriers and areas for improvement.
2. Education and Awareness:
o Train leaders and employees on equity principles, implicit bias, and systemic inequities.
o Create ongoing opportunities for learning and dialogue to shift organizational mindsets.
3. Policy and Practice Revision:
o Evaluate and revise recruitment, promotion, and performance evaluation processes.
o Ensure policies are designed to be equitable, not just equal.
4. Equity Leadership Development:
o Identify and empower equity leaders who can drive change across all levels of the organization.
o Provide tools and mentorship to ensure these leaders succeed.
5. Metrics and Accountability:
o Develop measurable goals to track progress and hold everyone accountable.
o Focus on qualitative and quantitative outcomes, such as employee engagement, retention, leadership behavior.
Hardwick, highlights the significance in achieving these goals at Vectren:
“When you do your best work but you are not treated fairly, employees become disengaged. The presence, or even the perception, of discrimination and bias can be directly linked to a company’s inability to attract and retain talent.”
Hardwick implemented intentional hiring practices and “stay” interviews to understand and address workforce challenges, proving that equity-centered strategies can yield measurable business dividends.
At Coca-Cola South Africa, leaders took additional measures, such as employing The Equity Assessment tool to evaluate progress on the Human Equity continuum and ensuring that leadership played a direct role in sustaining momentum. They used comprehensive training programs to instill a shared vision among managers and employees, ensuring alignment across all levels.
“Proper metrics would be essential for demonstrating dividends from the business case to garner sustainability from leadership long-term,” noted Doug Jackson, the Coke’s Division CEO.
Robert Collier’s The Law of Higher Potential takes the Marianne Willamson quote above to identify another essential element of human equity i.e. the creative capacity of all people.
He writes
“You are a child of God, a Creator; therefore creation is expected of you. You are to leave the world a better place than you found it, with more of joy in it, more of beauty, of comfort of understanding, of light.”
Human Equity and the strategy used to implement it seeks to enable every individual to fulfill this higher potential.
PDJ: What resources are needed to make Human Equity a reality?
[PTW]: Implementing Human Equity requires a combination of human, financial, and technological resources:
• Leadership Commitment: Senior leaders must actively champion equity initiatives and model inclusive behaviors.
• Dedicated Teams: Create or expand typical (DEI) and ERG’s teams to focus on human equity.
• Training Programs: Invest in high-quality training materials, workshops, and facilitators to educate employees and leaders.
• Technology: Utilize tools like equity audits, engagement surveys, and analytics platforms to gather and analyze data.
• Financial Investment: Allocate budgets for training, program development, and equitable compensation adjustments.
• External Expertise: Partner with consultants or organizations that specialize in human equity to guide the process.
Vectren’s example underscores the importance of these resources. By investing in robust equity programs and leveraging data-driven insights, they achieved measurable improvements in workforce engagement, retention and the usual business outcomes of profitability and market share.
PDJ: What’s an appropriate time frame for this work, and when can organizations expect quantifiable results?
[PTW]: While Human Equity is a long-term commitment (3 to 5 years), organizations can see meaningful progress within 12 to 18 months if they approach it strategically.
Here’s a timeline to consider:
• Months 1-3: Conduct equity audits, establish goals, and begin leadership training.
• Months 4-6: Launch initial equity initiatives, such as revised hiring practices and leadership development programs.
• Months 12-18: Evaluate outcomes, gather feedback, and celebrate wins to sustain momentum.
Quantifiable results, such as improved employee engagement scores, reduced turnover rates, and reduces human resource costs, often become evident within the first year. Vectren’s journey demonstrated that sustained focus and clear benchmarks lead to transformative outcomes in this time frame.
For Coca-Cola South Africa, their milestones were clear from the outset, with a five-year roadmap. By aligning their transformation with business goals and measuring results annually, they were able to
achieve global recognition within just two years, highlighting the potential for early wins alongside long-term success.
“Increased employee engagement scores by over onethird and achieving the highest survey results within our global parent organization proved the power of the human equity-focused strategies,” remarked the CEO from Coca-Cola South Africa.
PDJ: What’s your call to action for organizations ready to embrace Human Equity?
[PTW]: My call to action is simple: Start now. Human Equity isn’t just an initiative; it’s a cultural transformation that demands bold leadership and sustained commitment.
Here are the action steps:
1. Commit to human equity as a core organizational value.
2. Invest in leadership development focused on equity and inclusive behaviors.
3. Conduct a human equity audit to identify barriers.
4. Develop and implement a multi-year strategic plan with SMART goals.
5. Foster a culture of accountability and continuous improvement.
6. Share your successes to inspire others and build momentum.
Both case studies I have referenced demonstrate that when organizations take these steps, they not only foster more inclusive workplaces but also gain competitive advantages in innovation, talent attraction and talent optimization. These case studies also show that aligning human equity with strategic business goals not only improves workplace culture but also drives exceptional business results.
PDJ: Any final thoughts?
[PTW]: Unlike typical DEI programs Human Equity is legislation-proof because it’s about creating lasting cultural change, not just meeting legal requirements. By focusing on human equity, organizations can unlock the full potential of their workforce, driving innovation, creativity and growth.
There is a wonderful quote by George Bernard Shaw written over a century ago for the play Man and Superman. It goes nicely with the Williamson and Collier quote above to explain the power of human equity.
“This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being a force of nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy… I want to be thoroughly used up when I die, for the harder I work the more I live. Life is no brief candle to me. It is a sort of splendid torch which I have got hold of for the moment and I want to make it burn as brightly as possible before handing it on to future generations.”
Human Equity empowers individuals to become forces of nature instead of selfish, complaining little clods of ailments and grievances. It is time to move beyond diversity fatigue and the unmet promise of DEI to an approach which will drive meaningful change.
As leaders, we must take a stand and lead with courage and empathy. Together, we can shape a future where human equity is the norm, not the exception. If you’re ready to take the next step, I’m here to help. You can reach me directly at Peter@humanequity.ca or at 416-770-7226.
PDJ: Thank you for your insights and leadership. We look forward to sharing this call to action with our readers.
[PTW]: Thank you! It’s an honor to be part of this movement. Let’s make human equity a reality, one step at a time. PDJ
Peter Trevor Wilson is the creator of Human Equity and Founder and President of TWI Inc.– a leading firm in the field of inclusion and human equity. Over the past three decades, Trevor and his team have helped guide some of the most progressive global employers, including Coca-Cola, EY, Shell, Home Depot, BNP Paribas and Vectren. His first book Diversity at Work: The Business Case for Equity continues to be a resource for leaders since its publication 30 years ago. His last work, The Human Equity Advantage: Beyond Diversity to Talent Optimization recognizes the growing sense of “diversity fatigue” within organizations and puts forth a bold new management model to significantly improve employee engagement and business results.
2 024
Fifth Annual
A W ARD
Profiles in Diversity Journal® is honored to recognize the recipients of the 2024 Black Leadership Awards, our fifth group of distinguished honorees. The profiles featured in this issue celebrate the outstanding achievements of these inspiring leaders, providing readers with the opportunity to get to know them better through personal reflections and insightful essays.
In these essays, the award recipients share their unique journeys, the challenges they have overcome, and the lessons they have learned along the way. Their stories serve as beacons of inspiration, demonstrating the power of perseverance, innovation, and a steadfast commitment to making a positive impact.
Welcome to the fifth annual Profiles in Diversity Journal® Black Leadership Awards, where we shine a spotlight on leaders who are driving progress and paving the way for a more equitable and inclusive future.
Nnedi Ifudu Nweke Partner
Education: JD, Harvard Law School; BA, University of Connecticut
Company Name: Akin
Industry: Law
Company CEO: Kim Koopersmith Company
Number of Employees: 1,800+
Your Location: Washington, DC
Words you live by: (1) There, but for the grace of God, go I; (2) What a woman can’t do, can’t be done; (3) So what, now what?!; and (4) Forwards is a pace.
Who is your personal hero? My dad.
What book are you reading? The Street by Ann Petry (recommended by Justice Ketanji Brown Jackson in her beautiful memoir, Lovely One)
What was your first job? Elementary school tutor
Favorite charity: Opus Dei
Interests/Hobbies: Audiobooks, Peloton/ races, Afrobeats, and African fashion.
Family: Nnake, Daluchi, angel baby Izu, and Dera.
Her ability to understand international trade makes her a bridge for developing countries
It is particularly gratifying when my practice intersects with what I consider to be my personal purpose, i.e., serving as a bridge for economic development in developing countries, in particular, African countries. Additionally, international trade is an extremely dynamic and ever evolving practice area. There is an adrenaline jolt that comes from mastering the latest rules, regulations, rulings, and other twists and turns issued by Congress, the White House, regulators or the courts to address a myriad of trade, foreign policy and national security concerns. My work helps clients make sense of the implications and how to navigate, adjust and ensure compliance. There is never a dull moment!
Toni Wells
Want to succeed? Make learning from challenges a priority
Throughout my career, I have been fortunate enough to receive numerous pieces of advice that have shaped my professional journey. However, one piece of advice stands out above the rest and has profoundly impacted the way I approach my work, my relationships, and my personal growth: Always have a learning mindset.
This simple yet powerful advice has resonated with me in a way that has guided me through challenges, helped me embrace change, and inspired me to remain curious and adaptable. A learning mindset is not just about acquiring knowledge; it is about cultivating an openness to growth, a willingness to evolve, and an understanding that every experience, whether positive or negative, is an opportunity to learn.
A learning mindset is rooted in the belief that growth is a continuous process. In my early career, I focused heavily on achieving specific goals, such as climbing the corporate ladder, earning promotions, and meeting performance metrics. While these are important milestones, I soon realized that true success was not simply about achieving the next title or meeting expectations—it was about constantly improving and expanding my capabilities.
This shift in perspective didn’t happen overnight, but over time, I began to see that each challenge and each setback offered a valuable lesson. Instead of seeing mistakes as failures, I started viewing them as opportunities to learn and grow. I embraced the idea that I didn’t need to have all the answers right away, and that asking questions, seeking feedback, and learning from others were just as important as having technical skills or experience. This mindset helped me stay motivated, even during difficult periods when progress seemed slow or uncertain.
In a world that is constantly evolving, the ability to learn, adapt, and grow is one of the most powerful tools we can possess. Having a learning mindset is not just about acquiring knowledge—it’s about being open to the endless possibilities for growth that life offers. As I continue to move forward in my career, I will always remember the importance of keeping an open mind and the power of learning from every experience.
Education: MS, Marketing, Johns Hopkins University; BA, English, University of Maryland at College Park
Company Name: Coston Consulting | Bespoke Marketing Partners
Industry: Legal
Words you live by: Never sacrifice what is most important to you
Who is your personal hero? My parents
What book are you reading? Real Americans by Rachel Khong
What was your first job? Retail
Interests/Hobbies:
Reading, travel and spending time with my family
Robert A. Robertson Partner
Education: JD, UCLA School of Law; MBA, Loyola Marymount University; BA,Claremont McKenna College
Company Name: Dechert LLP
Industry: Law was my first paid job
Company CEO: David Forti and Mark Thierfelder (Co-Chairs)
Company Headquarters Location: Philadelphia, PA; New York, NY
Number of Employees: Approximately 2,000
Your Location: Los Angeles, CA
Words you live by: “The only way to get a thing done is to start to do it, then keep on doing it, and finally you’ll finish it.” – Langston Hughes
Who is your personal hero?
US Supreme Court justice Thurgood Marshall
What book are you reading?
Dark Genius of Wall Street: The Misunderstood Life of Jay Gould, King of the Robber Barons by Edward Renehan
What was your first job? Admission Counselor at Claremont McKenna College
Favorite charity: Save the Children
Interests/Hobbies: Cross-training, fine dining, and dramatic movies
Family: Son Chris (BS, West Point) and daughter Nicole (BA, Boston University)
Working for a brighter future for the next generation of black lawyers
For more than 30 years, I have been practicing as a securities attorney in the investment management and financial services industries. I assist with Dechert’s ambitious West Coast expansion strategy, which is focused on the fund industry and fintech sectors, as well as white collar
and commercial litigation. My visibility in the fund industry began at the Securities and Exchange Commission, where I was counsel to a commissioner and spent many years in the Division of Investment Management. Truly exciting work.
Helping the next generation of attorney’s progress in their careers is my professional passion, especially assisting those groups who historically have been “on the outside looking in.” As chair of the Black Professionals Alliance, one of Dechert’s nine affinity groups, we strive for the advancement and professional development of Black lawyers. We help recruit, retain and advance Black talent via mentoring and development workshops, and we play a leading role in the firm’s Black History Month celebrations. My enthusiasm also includes assisting first generation and female attorneys. My door is always open. We talk about everything from the importance of “client service,” to managing the demands of senior attorneys, to balancing a meaningful career with life’s demands, to paying off student loans.
Teaching the next generation of securities lawyers is also a passion of mine. I currently serve as a lecturer at the USC Gould School of Law where I teach securities regulation. A student recently told me after class how happy she was that I explained the S&P 500 Index to the class because she was too nervous to ask. She said she was “first gen” and always feels a little insecure. Again, my door is always open. Beyond the securities laws, the students are comfortable discussing any subject with me. We often discuss the “soft skills” necessary to succeed in a “big law” environment.
My professional passion also includes pro bono work for the Legal Resources Centre of South Africa (LRC). The LRC is a Johannesburgbased public interest law firm that promotes social justice and defends human rights. Presently, Dechert is providing comparative legal research and advocacy for farm workers’ rights and efforts to address genderbased violence.
Counseling clients, leading the firm’s Black affinity group, mentoring other underrepresented groups, teaching law students, and working pro bono makes every day fulfilling.
Andrea L. Henderson
Partner
Education: MBA, Columbia Business School; MA,Clark Atlanta University; BSFS, Georgetown University
Words you live by: When you look death in the eyes and it spares you, you are reborn with new vigor-not to merely exist, but to ignite change. Life becomes a relentless mission to redefine justice, to heal by giving others equal access to quality healthcare, to shatter barriers in economic advancement, and to demand human dignity for all. Survival is not the end, it is the spark that ignites a revolution of significance.
Who is your personal hero? I have four heroes: My father, my mother, my brother and my son.
What book are you reading? The Urgent Life by Bozoma Saint
John
What was your first job? I delivered newspapers. I was a papergirl.
Favorite charity: Touch4Life, founded by Laura Crando, which works to increase the breast health IQ of BIPOC and underserved communities and eliminate disparities in breast cancer outcomes.
Interests/Hobbies: Traveling, options trading and investing and connecting people
Family: Son, mother and brother. One niece and three nephews. Father and one brother deceased.
Following in the footsteps of her trailblazing family of heroes
What ignites my personal passion? It’s the heroes who have shaped my life, the causes I champion, and the opportunities to connect and inspire others.
My father, the son of a sharecropper, returned to the town where our ancestors were enslaved and where our family toiled. After retiring from his career as a civil servant, he became mayor of his hometown in South Carolina, dedicating himself to improving the lives of everyone in that community. My mother is another hero—her unwavering tenacity led her to earn her MBA at age 50, showing me it’s never too late to pursue your dreams. My brother, with his steadfast devotion to family and pursuit of excellence, inspires me daily. And my son, the strongest person I know, motivates me to face challenges with courage and resilience.
These lessons of strength, determination, and purpose guide my work and life. As a breast cancer survivor, I’ve turned pain into purpose, advocating for health equity through education and action. This is why Touch4Life is my favorite charity; its mission to eliminate disparities in breast cancer outcomes and raise awareness in underserved communities deeply resonates with me.
Professionally, I’ve spent over 25 years helping organizations match talent to value. As a partner at DHR Global, I specialize in helping life sciences and healthcare companies use innovative talent strategies to capture opportunities, manage risks, and build sustainable, inclusive organizations. I firmly believe that diverse voices in boardrooms and C-suites are
essential—not only for driving business success but also for improving healthcare outcomes for underrepresented communities.
Through my passion projects, I advocate for equity, amplify diverse voices with unique perspectives, and mentor the next generation of changemakers. Beyond work, my hobbies include options trading, investing, and connecting people. I love leveraging digital platforms like LinkedIn and YouTube to highlight diverse perspectives, inspire change, and foster community. Traveling the world to explore history and culture enriches my understanding and inspires new ways to create impact.
My life’s mission is to turn vision into action, guided by the heroes who have taught me the transformative power of resilience, purpose, and making a difference.
Lori Clement Largie Principal
Education: MBA, Columbia University; BS, Syracuse University
Company Name: DRG Talent
Industry: Nonprofit Talent
Company CEO: Dara Klarfeld
Company Headquarters Location: New Jersey
Number of Employees: 45
Your Location: Winston Salem, NC
Words you live by: Find the value and joy in every action and reside there
Who is your personal hero? There’s no one more heroic than my mother and the example she gave me to live a life led by love, connection and steadfastness to your beliefs and goals.
What book are you reading? Expect to Win by Carla Harris
What was your first job? Cashier at McDonalds
Favorite charity: The East Durham Children’s Initiative Interests/Hobbies: Fiction writing, reading, karaoke and logic puzzles
Family: Three children, husband, two dogs, four cats and nine guinea fowl
Talented, focused leader keeps this company soaring
As Principal, Client Engagement, Lori Clement Largie significantly enhanced the firm’s marketing strategy and has made DRG one of the fastest growing organizations in the Northeast. It’s no surprise that DRG won the American Business Awards as Company of the Year in 2024.
In 2024, her strategies have resulted in 28% more organizations interested in working with us, 25% more team members bringing in clients and the ability to build on the 95% of clients satisfied with our work and referring us to others. She was a significant contributor in growing our revenue to over $9.5MM by 2023 from $4.6MM in 2019. With Clement Largie’s mentorship, 84% of the team is on track to meet sales goals, a growth of 27%. Through her leadership, Clement Largie continues to foster the firm’s growth and impact.
She is a Principal at DRG specializing in client engagement and business development. Since 2021, Clement Largie has secured nearly $2MM in business and helped increase firmwide revenue to $9.5MM in 2023.
Under Clement Largie’s leadership, the percentage of team members meeting their business development goals rose to 84% in 2024 from 57% in 2021. Her mentorship supported seven team members in creating and meeting business development goals for the very first time. Her exper tise in strategy also bolstered the company’s marketing efforts, growing its social media following by 179% and website traffic by 108% in one year.
She has also been named a Top 25 Brand Builder by Leading Women Entrepreneurs. Beyond her professional accomplishments, Clement Largie is a dedicated mother of three and has published five children’s books. Clement Largie’s dedication to driving business success and fostering innovation has positioned her as a key force behind the company’s growth and long-term success.
Tanya Messado Review Manager, Antitrust
DEI warrior at work and in the community keeps showing up and making a difference
In her 10 years at Epiq, Tanya Messado has stood out as a dedicated leader and advocate for DEI at the firm and in her community.
As co-chair of Black@Epiq, she has guided her ERG through growth and development since 2023, providing a place for community and mentorship. Her passion for justice and community service is evident in her contributions to Brooklyn Legal Services and efforts to close the achievement gap in her daughter’s school.
She also served on the DEI committee at her daughter’s Brooklyn elementary public school, steering the committee’s efforts at closing the achievement gap and navigating the school district’s desegregation mission.
Messado has been active in the New York Public School system for more than 10 years. She tirelessly supported Black and Latinx students through the Stuyvesant High School Black Alumni Diversity Initiative. The group strives to address the declining enrollment of Black and Latinx students in New York City specialized high schools through legislative advocacy and subsidized test prep.
She also served on the DEI committee at her daughter’s Brooklyn elementary public school, steering the committee’s efforts at closing the achievement gap and navigating the school district’s desegregation mission. During that time, Messado became parliamentarian on the Board of the PTO, spearheading citywide lobbying efforts to increase education funding and assisting the school community as it navigated the pandemic. Her community service didn’t stop there. From 2014-2019, she was a board member for Brooklyn Legal Services, a non-profit whose mission is to provide free civil legal services to underserved community residents in critical need areas such as housing, disability benefits and immigration.
“If they don’t give you a seat at the table, bring a folding chair.”
Who is your personal hero? Shirley Chisholm
What book are you reading?
Facilitating Breakthrough: How to Remove Obstacles, Bridge Differences and Move Forward Together by Adam Kahane
What was your first job?
Account executive at DDB Worldwide
Favorite charity: Legal Services NYC
Interests/Hobbies: Travel, cooking, yoga
Education: JD, Cleveland State University College of Law; BS, Baldwin Wallace University
Company Name: Foley Hoag LLP
Industry: Legal
Company CEO: James W. Bucking, Managing Partner
Headquarters Location: Boston, MA
Number of Employees: 680
Your Location: Roxbury, MA
Words you live by: Good, better, best. Never let it rest. Until your good is better and your better is best.
Who is your personal hero?
Deundrea Lee, my older brother
What book are you reading? Atomic Habits by James Clear
What was your first job? EDEN, Inc.
Favorite charity: Ronald McDonald House
Interests/Hobbies: Exploring vegan recipes and crafting mocktails using fresh herbs from my garden.
Family: My accent carries the cadence of Alabama and Mississippi. I am the oldest granddaughter of Betty & Willie Lee.
DeShauna N. Lee, Esq.
Strategic
Manager, diversity,
equity and inclusion
Supportive
family and mentors took her far beyond her humble beginnings
“If you want to go fast, go alone. If you want to go far, go together.” This African proverb beautifully encapsulates my journey. I stand here today not because I traveled this road alone, but because of the extraordinary mentors who guided, encouraged, and uplifted me at every stage of my life. Their transformative impact has shaped not only my career but the very essence of who I am.
I come from humble beginnings. Raised in Cleveland, Ohio, by my mother, Denise Lee, a single parent who, by the age of 18, had my older brother and me. When my brother was diagnosed as being on the autism spectrum, my mother drew strength from our community. That community—our family, neighbors, and friends—was a haven of support and love. While my mother worked to provide for us, neighbors kept watch, ensuring I was safe, loved, and able to enjoy the innocence of childhood.
Attending Cleveland Public Schools, I learned grit and the invaluable lesson that it’s not where you start but where you finish that defines you. Despite limited resources, I encountered incredible teachers who saw my potential and nurtured my growth.
In middle school, I was offered a full-ride scholarship to an out-of-state private school. Yet, my mother, valuing the stability of our community, chose to keep me close to home. Her decision led my principal and teachers to advocate for me in other ways, placing me in advanced math and honors English classes. These educators became my first mentors, guiding me toward a future I never imagined for myself.
One of those mentors was my eighth-grade English teacher, Mrs. Angelique Shields, who went beyond her role in the classroom to help me refine scholarship essays for both college and law school. Programs like Youth Opportunities Unlimited (Y.O.U.) Quantum Program introduced me to Bryan Pratt and his mother, Dr. Charleyse S. Pratt, who became more than mentors—they became family.
In high school, Mrs. Susan Watson filled a gap my mother, with all her love and resilience, could not. She guided me through the complexities of college preparation, encouraging me to attend Hampton University and to join Alpha Kappa Alpha Sorority, Incorporated. Her mentorship gave me a sense of purpose and belonging, charting a path my mother wasn’t equipped to navigate. And when I struggled to afford law school, Dr. Cindy Holland, a college professor, stepped in to pay my seat deposit, ensuring I could pursue my dream.
These mentors have been my unwavering champions, guiding me through uncharted territories, first as a student and now as a first-generation professional. From negotiating salaries to advocating for promotions, their wisdom has been a constant source of strength. They taught me to believe in myself and to take up space in rooms where people like me—Black women from the inner city—were often absent. They instilled in me the confidence to recognize that my potential knows no bounds and guided me in ways that ensured my inner child—who once dreamed fearlessly—still finds her way into my adult life.
I strive to be that guiding light for others—especially youth—encouraging them to dream boldly, navigate challenges with resilience, and achieve greatness without compromising their values. Together, we can go far!
John A. Johnson MD, MBA, FACP Chief Medical Officer
Learn from failure and from success and whatever you do, don’t quit
“Success is failure turned inside out — the silver tint of the clouds of doubt, and you never can tell how close you are; it may be near when it seems afar. So, stick to the fight when you’re hardest hit — it’s when things seem worst that you must not quit,” Edgar Albert Guest wrote in his poem “Don’t Quit.”
In sixth grade, growing up in inner-city New Jersey, our class was assigned to memorize and recite the poem “Don’t Quit.” At the time, as a young boy, its words carried little meaning for me. However, as I grew older, the poem itself was so powerful, and one line from the poem stayed with me: “Success is failure turned inside out.” This simple yet powerful line has profoundly shaped my mindset, influencing everything I have done—and continue to do—to this day. Even in failure, the lessons we gain from challenges mold us into stronger, more capable leaders. I have always embraced perseverance, refusing to quit or give up. This approach mirrors the wisdom imparted by my mentors, who have been invaluable teachers. My teachers recognized potential in me, pushing me to achieve more than I believed possible.
I believe mentors enter our lives at the right time—when we are standing at the crossroads of a decision or preparing to embark on something meaningful. They offer guidance, helping us navigate our choices with clarity and perspective. That’s exactly what one of my mentors – an experienced physician did for me.
After completing my residency, I found myself unsure of what to do next. Should I move back home or stay in Atlanta? During this period of uncertainty, I met an experienced Black male physician whose guidance changed my course. He encouraged me to consider starting my own practice—something that hadn’t crossed my mind at the time. For 20 years, I managed a successful private practice, all thanks to the wisdom and mentorship I received in that moment.
Consistency, perseverance, loyalty, and genuine humility have always been the principles I strive to live by. These traits, I believe, are the foundation of not just personal success, but also leadership. Leadership is not just about achieving goals—it’s about creating value, inspiring others and balancing ambition with gratitude and humility.
Along the way, there have been challenges, lessons, and moments of growth that have shaped who I am today. Being recognized with the Profiles in Diversity Journal®: Black Leadership Award is not only an honor—it’s a reflection of the mentors, experiences and values that have guided me. This recognition reminds me of the importance of staying true to these principles and continuing to lead with purpose and authenticity.
Education: MBA, Emory School of Business; MD, Rutgers New Jersey Medical School; BS, Seton Hall University
Company Name: Government Employees Health Association, Inc. (G.E.H.A)
Industry: Federal employee and retired military medical and dental benefits, government, non-profit Company CEO: Art Nizza
Company Headquarters Location: Lee’s Summit, MO
Your Location: Marietta, GA
Words you live by: The great astronomer, physicist and theologian, Sir Isaac Newton once said, “If I have seen further than others, it is by standing upon the shoulders of giants.”
Who is your personal hero? Without question, my wife, Donna, is my personal hero and my truelife partner.
What book are you reading? The Power of Regret: How Looking Backward Moves Us Forward by Daniel H. Pin; Radical Inclusion: Seven Steps to Help You Create a More Just Workplace, Home, and World by David Moinina Senge; Full-Spectrum Thinking: How to Escape Boxes in a Post-Categorical Future by Bob Johansen
What was your first job? My first job was as a paperboy in my hometown in New Jersey.
Favorite charity: The Leadership Empowerment Project (LEP), a nonprofit for African American men, is my charity of choice and is close to my heart.
Interests/Hobbies: My military service is my significant interest. I have served as a Colonel in the United States Army Reserves Medical Corps with 27 years of service and currently serve as a Battalion Commander supporting soldiers from medical operations readiness units across the central Midwest. Outside of my military service, I enjoy reading, exercising, and traveling to places to learn more about the local people and unfamiliar cultures. In fact, I have traveled around the world.
Family: My wife and I met at Ben Hill United Methodist Church in 2001. Donna invited me over for an amazing home-cooked meal, and we started dating soon after. Children: Darius and Donna.
Education: Yale Law School
Company Name: Latham & Watkins
Industry: Law
Company CEO: Richard Trobman
Damara Chambers Partner
Award winning foreign investment lawyer helps women professionals inside and outside of the firm
Damara Chambers is a lawyer who leads the Committee on Foreign Investment in the United States (CFIUS) and trade controls, advises clients on cross-border investment, international trade, and national security matters and co-leads Latham’s CFIUS & US National Security Practice.
Chambers advises foreign and domestic clients on complex US regulatory issues involving reviews conducted by CFIUS and facility security clearances and the mitigation of foreign ownership, control, or influence (FOCI). With her extensive experience, she has represented clients in a variety of landmark CFIUS and FOCI matters and has negotiated some of the most significant national security agreements with the US Government.
In addition to her national security practice, Chambers frequently speaks and writes about CFIUS, FOCI mitigation, export controls and sanctions topics. Chambers has earned widespread recognition for her work, consistently ranking in Chambers USA and Chambers Global for her work on CFIUS and FOCI matters, and she’s been named a Top Advisor by Foreign Investment Watch in 2020-2022, and recognized as a Leading Lawyer by The Legal 500 for International Trade (2022) and CFIUS (2023). Chambers currently serves as a member of Latham’s Women Enriching Business (WEB) Committee, which promotes and supports women in business both inside and outside the firm.
Prior to her legal career, Chambers served as a US Navy Officer in the Naval Nuclear Propulsion Program. She has held other positions within the federal government as well, including Special Assistant to the Secretary of Energy and Legislative Fellow with the US Senate Committee on Finance.
Linzi Thomas Partner
Education: King’s College London
Company Name: Latham & Watkins
Industry: Law
Company CEO: Richard Trobman
This leader in private equity and mergers is also a leader in diversity and inclusion efforts
Linzi Thomas is a partner at Latham & Watkins in London, specializing in complex cross-border private equity and merger and acquisitions transactions. With over a decade of experience, she advises large private equity houses on their most significant deals, earning respec t for her expertise. As a leader on diversity and inclusion initiatives, she strives to improve the industry, making it a better place to work for the next generation. Thomas is also a trustee of London Youth, a charity on a mission to champion and strengthen London’s youth organizations that help young people be successful.
In addition to her practice, Thomas dedicates a significant portion of her time to mentoring junior lawyers formally and informally through Latham’s Black Lawyers Group, Women Lawyers Group, and within her department.
Thomas plays a leading role in the Black Lawyers Group, which won Legal Week’s 2020 Diversity Innovation Award. In 2023, she was featured in Lawdragon’s “Black Brilliance,” where she, alongside other Black partners at Latham, shared her experiences in the legal field and highlighted how Latham fosters a network of top Black lawyers, providing a space for underrepresented lawyers to thrive.
Thomas leads efforts for our external client event, “Latham Connecting PE: The Network for Black PE Professionals.” The event fosters relationships and supports Black professionals in private equity. Since launching in September 2023, this network has hosted several events, including fireside chats with leaders in the PE industry, discussing career pathways.
Thomas has been recognized by various legal publications. Law.com describes her as “one of Europe’s best up-and-coming private equity lawyers.” She was named to the Black Women in Asset Management’s 40 Under 40 list, listed in The Lawyer Hot 100 2020, and ranked for Private Equity in the Legal 500 UK 2020, 2022, and 2024.
Malika Harrison President and Chief Executive Officer
Education: MS, New York University; BS, Florida A&M University; Certificate; University of South Florida – Diversity, Equity and Inclusion in the Workplace Certificate
Company Name: MENTOR Florida
Industry: Nonprofit
Company CEO: Malika Harrison
Company Headquarters Location: Florida
Number of Employees: 1
Words you live by: “My mission in life is not merely to survive, but to thrive; and to do so with some passion, some compassion, some humor, and some style.”
– Maya Angelou
Who is your personal hero? My parents, Laselve Harrison and Dr. Malou C. Harrison
What book are you reading? The Light We Carry by Michelle Obama
What was your first job? Telemarketer
Favorite charity: MENTOR www.mentoring.org
Interests/Hobbies: Volunteering, traveling, hiking, reading, writing, mentoring, arts and crafts, Zumba
This CEO, foster mother and community volunteer is always finding ways to serve and lead
Malika Harrison engages with the community through volunteerism, philanthropy, and advocacy, making a lasting difference in the lives of those who need a hand up, not a handout.
As an AmeriCorps alum selflessly serving the community is at the hear t of her purpose. As a life-long learner, Harrison believes in the power of educational equity. She volunteers at Orange County Public Schools as a tutor with Read2Succeed, a results-oriented reading enrichment program to support elementary school students who need assistance to develop their literacy skills.
“As a mission-driven solutions-oriented leader, my passion and commitment to helping others is deeply rooted in my upbringing in a family of educators,” said Harrison. “Having a meaningful impact in the community, especially among youth, is at the heart of my purpose. Knowing first-hand that mentoring, empowerment, and exposure creates opportunities resulting in positive outcomes and bright futures, I support the next generation of leaders as a volunteer with the Trojan Mentoring Program sponsored by Children’s Home Society of Florida.”
A mentor once told Harrison to walk in boardrooms with your head held high like you belong there. She embraced this advice and realized she was representing the women who she wished were sitting beside her. We lift as we climb and find ways to pay it forward. Harrison’s career has been defined by passion, courage and resilience.
Harrison has also completed the Foster and Adoptive Parent Training Class with Embrace Families and has been a licensed Foster Parent for five years.
Greg Olaniran Partner and Co-Chair of Diversity Committee
How Today’s Leaders Can Support the Next Generation of Black Business Leaders
Although I have spent my career navigating complex challenges for clients in copyright, entertainment and commercial litigation, I have done so while ensuring that equity and inclusion remain a core value to me personally. Beyond my legal practice, my passion for advancing diversity, equity, and inclusion (DEI) has shaped my leadership roles as a member of my firm’s Governing Board and as chair of my firm’s DEI Committee. While these roles have been within the practice of law, the principles extend to other environments. That is, supporting the next generation of any leadership –here, Black business leaders – requires a multi-faceted approach rooted in education, mentorship, and systemic change.
First, leaders must create pathways for education and skill-building tailored to individual strengths. In my field, my academic background, which extends beyond legal training, has been instrumental in helping clients tackle nuanced challenges. Similarly, emerging leaders would benefit from educational opportunities that align their aspirations with the tools to succeed. By investing in programs that foster advanced business skills, leaders can empower Black professionals to excel in a diversity of specialized fields.
Second, mentorship is paramount. My own career success is a testament to the impact of thoughtful mentorship afforded to me by people within and beyond the legal profession to whom I remain eternally grateful. Leaders must commit to mentoring Black professionals by providing guidance, opening doors, and championing their achievements. In my DEI leadership, I have had the privilege of mentoring young lawyers, as well as designing mentoring programs to connect practitioners across generations, ensuring that the next wave of leaders feels supported and prepared to thrive.
Third, we must address systemic barriers, such as unconscious bias, that hinder hiring and career growth. This requires leaders to advocate for fair hiring practices and foster inclusive workplace cultures. I have led training on allyship, how to perform effective evaluations, and anti-bias strategies at our firm. These efforts have not only strengthened our firm’s culture but also served as a model for broader industry change.
As I reflect on the privilege of leading DEI efforts, I am deeply thankful for the positive changes I have helped bring about in my firm’s culture. Supporting the next generation of Black business leaders requires intentional action, and I am committed to continuing this work to ensure a future of equitable opportunity and shared success.
Education: JD, The George Washington University Law School; MBA and MS, Morgan State University
Company Name: Mitchell Silberberg & Knupp LLP
Industry: Legal
Company CEO: Gregory Hessinger (Chair, Mitchell Silberberg & Knupp)
Company Headquarters Location: Los Angeles, CA
Number of Employees: 250 employees
Your Location: Washington, DC
Words you live by:
A cheetah uses its speed to hunt, not to prove to dogs that it is faster and stronger. Don’t waste your time and energy proving your value to folks who simply don’t possess the skill set to appreciate your value and worth.
Who is your personal hero?
Rev. Dr. Martin Luther King Jr.
What was your first job? Accountant
Favorite charity: Horizon Foundation of Howard County Maryland (was former Chair of Board of Trustees)
Interests/Hobbies: Music (listening & DJing), exercising, cricket
Education: MPA, California State University, Northridge; BA, Journalism, Cal State Northridge
Company Name: Nashwood, Inc.
Industry: Hospitality
Company CEO: Keith Weaver
Company Headquarters Location: Shelbyville, TN
Number of Employees: 60
Words you live by: Lead with integrity, serve with compassion, and build with courage. Stay strong in purpose, humble in victory, and kind in every action. True stewardship lies in uplifting others and nurturing the world we share.
Who is your personal hero?
My mother, Odia Scott
What book are you reading? Love and Whiskey by Fawn Weaver
What was your first job?
Selling fruit on a stick and sodas from a cooler at age 9
Favorite charity: Community Coalition of South LA and The Trust for Public Land
Interests/Hobbies:
Tinkering on my 1966 GTO
Family: My wife, Fawn Weaver
Keith Weaver Founder & CEO
Faith, giving back and transparency are the touchstones of his life
My life has been shaped by a deep passion for giving back, a commitment to transparency, and an unwavering Christian faith that serves as my foundation and compass. These principles have guided me through triumphs and trials, teaching me that even in moments of great success, acknowledging failure is essential for growth and authenticity.
The act of giving back is not just an obligation; it is a privilege and a calling. Whether through mentoring others, investing time in community initiatives, or simply being present in moments of need, I have found profound joy in serving. I believe we are called to be stewards of the blessings we receive, using our time, talents, and resources to uplift others. This stewardship is not about grand gestures but about consistent acts of kindness that ripple outward, creating change beyond what we can see. Transparency, especially in acknowledging failures, has been a cornerstone of my journey. Success often paints a polished picture, but the reality is that every achievement has been built on lessons learned through setbacks. I have faced moments where plans fell apart, or decisions didn’t yield the desired outcome. Instead of hiding these moments, I have chosen to share them openly, believing that vulnerability fosters trust and connection. Failure, when approached with humility, becomes a teacher that shapes character and deepens resilience.
At the heart of my life and work is my Christian faith. It is the lens through which I view the world and the anchor that steadies me in times of uncertainty. Scripture calls us to walk humbly, love mercy, and act justly (Micah 6:8), and I strive to embody these values daily. My faith reminds me that success is not measured by accolades but by the impact we make in the lives of others and the legacy of love and kindness we leave behind.
As I continue on this journey, I am committed to living a life of purpose, driven by my passion for giving back, a willingness to learn from failures, and a deep faith that lights my path. My hope is to inspire others to embrace the same principles, creating a world where service, transparency, and faith guide our actions and unite us in a common purpose.
Keith B. McClain
Senior Vice President, Total Rewards
The race goes not to the strong but to those who are focused and persistent
Life can often be noisy, confusing and difficult to navigate—filled with the constant chatter of the world around us and the wandering of our own minds. In my experience, those who succeed are not necessarily the most talented, but the ones who possess the discipline to stay focused, persevere through challenges and remain true to their goals.
Throughout my life, I have found that the best path is often clear but rarely easy. It’s tempting to get frustrated and give up when faced with obstacles or to lose sight of our direction amid the chaos of life. However,
Focus requires thoughtful balance: identifying what is most important and evaluating each decision based on how it impacts our immediate and long-term goals to ensure we don’t stray too far from our path.
success lies in our ability to identify what truly matters and ensure that every decision moves us closer to our goals. In reality, “focus” does not mean shutting out the world or ignoring everything and everyone around us. Focus requires thoughtful balance: identifying what is most important and evaluating each decision based on how it impacts our immediate and long-term goals to ensure we don’t stray too far from our path.
To me, that discipline is the ultimate differentiator. Talent may open doors, but it is the clarity that focus provides, along with the will to persevere, that gives you the best chance at success. The journey toward any meaningful achievement—whether personal or professional—requires enduring difficulties, whether that means hours of practice, moments of self-doubt, or even the occasional failure. Those who succeed understand that the process, however unpleasant, is part of growth.
Education: MA, Human Resources Management, Rutgers University, School of Management & Labor Relations; BA, Industrial and Organizational Psychology, University of Maryland
Company Name: New York Life
Industry: Financial Services
Company CEO: Craig DeSanto
Company Headquarters Location: New York, NY
Number of Employees: 11,800
Words you live by: Focus. Discipline. Determination.
Who is your personal hero? My father
What book are you reading? The Singularity is Nearer by Ray Kurzweil
What was your first job? Ballboy in local summer basketball league
Favorite charity: The Gesu School (independent, Catholic school in Philadelphia); my grade school alma mater
Interests/Hobbies:
Spending time with family, listening to good music, and staying current with my favorite comics (DC)
Family: Wife (Jeffe) and daughter (Amelie)
Education: Illinois State University, Bachelors of Science, Marketing & Insurance
Company Name: Robins Kaplan LLP
Industry: Legal
Company CEO: Anthony Froio
Company Headquarters Location: Minneapolis, MN
Number of Employees: 447
Your Location: New York, NY
Words you live by: Reach for the moon, and even if you miss, you’ll land among the stars.
Who is your personal hero? Mom and Dad
What book are you reading?
Co-Intelligence by Ethan Molllick
What was your first job?
Ice Cream Shop
Interests/Hobbies: Traveling and Spending time with Family
Family: Husband and 3 busy boys and a tortoise
Courtney Beauzile Head of Marketing, Business Development & Communications
Transforming client initiatives to boost revenue growth
Courtney Beauzile, a visionary leader in marketing, business development, and communications, exemplifies the qualities of a 2024 Black Leadership Award honoree. With nearly two decades of industry experience, she currently serves as a trusted advisor to the executive team at Robins Kaplan, where she has built a high-performing, diverse marketing and business development unit aligned with the firm’s strategic goals.
Beauzile’s innovative and impactful work has consistently driven organizational success. As the former Global Director of Marketing & Business Development at an AmLaw 100 firm, she created transformative client engagement initiatives that boosted revenue growth. A skilled team builder, she has developed and mentored high-performing, diverse teams at major law firms.
Beauzile’s steadfast commitment to diversity, equity, and inclusion is evident through her founding of BE SEEN, an affinity group for Black employees, and her advocacy for integrating DEI principles into core business functions.
Beauzile’s steadfast commitment to diversity, equity, and inclusion is evident through her founding of BE SEEN, an affinity group for Black employees, and her advocacy for integrating DEI principles into core business functions. She is a frequent speaker at industry events, championing data-driven decision-making and the importance of fostering inclusive cultures.
Beauzile’s strategic insights, operational excellence, and dedication to positive change have made her an exemplary candidate to win a 2024 Black Leadership Award. Her forward-thinking approach, especially in advancing DEI initiatives and leadership development, underscores why she was chosen as an honoree. Beauzile’s visionary leadership, track record of success, and commitment to diversity and inclusion make her a standout recipient of this prestigious award.
Vincent McKnight
Co-Vice Chairman, Sanford Heisler Sharp McKnight
Education: JD, University of Pennsylvania; BA, Brown University
Company Name: Sanford Heisler Sharp McKnight
Industry: Law
Company CEO: David Sanford, Chairman Company
Headquarters Location: New York
Number of Employees: 100 Plus
Your Location: Washington, DC
Words you live by: “It is the mark of an educated mind to be able to entertain a thought without accepting it.” – Aristotle
Who is your personal hero? My Dad: Herbert Vincent McKnight, MD (1919 - 1980)
What book are you reading? Sag Harbor by Colson Whitehead
What was your first job? Camp counselor for the Sundial Program in the DC Recreation Department
Favorite charity: NAACP Legal Defense Fund
Interests/Hobbies: Jazz Guitar, French
Family: Wife: Cynthia, three sons: John, Devin, Connor
A surprising career in representing whistleblowers – and a fulfilling one
I never imagined as a young attorney that I would eventually specialize in representing whistleblowers exposing various forms of corporate fraud and shenanigans. Yet here I am – collaborating with the Department of Justice, Security Exchange Commission, the Commodities Futures Trading Commission, the Office of the Comptroller of the Currency and other government stakeholders to capture corporate wrongdoers who engage in procurement fraud or violate the securities and banking laws. And I love it.
I started my legal career representing clients in personal injury cases and employment discrimination matters. Then one day, serendipity brought me a case where a whistleblower alleged that the contract to
build the Acela train set for Amtrak was tarnished by fraud and bidrigging. I accepted the case, and my life was changed forever.
I have nothing against corporations, nor do I think that capitalism is inherently corrupt. Indeed, American business ingenuity propels our standard of living forward by creating amazing technologies and scientific breakthroughs. We all benefit.
But I believe that everyone should play by the rules of the game. Play to win but play fair. Don’t bribe government contracting officers to get contracts – just write the best proposal. Don’t overstate your capacity to deliver or inflate the value of your deliverables. Tell the truth.
In this age, where Artificial Intelligence and Machine Learning
technologies give certain companies structural advantages over other businesses and customers, they shouldn’t leverage their asymmetric power to steal millions of dollars from the weak and unwary. Rather, they should use their new technology or device for the good of mankind.
I believe that smart businesses can make plenty of money the old-fashioned way – just earn it. In fact, most businesses do make an honest buck through simple hard work. However, a small but influential number of businesses lie, cheat, and steal for profit. They have made it an art form. It is my honor and privilege to represent the courageous whistleblowers who bravely step forward with evidence to bring these thieves to justice.
Education: MS, University of Wisconsin, Milwaukee; BS, Hampton University
Company Name: Sikich
Industry: Professional Services
Company CEO: Christopher Geier
Company Headquarters Location: Chicago, IL
Number of Employees: 1,900
Your Location: Chicago, IL
Words You Live by: “If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.” – Martin Luther King, Jr.
Who is your personal hero? My mother! Judy Wilder
What book are you reading? The Leader’s Guide to Unconscious Bias by Pamela Fuller & Mark Murphy
What was your first job? A cashier at Culver’s
Favorite charity: LINK Unlimited Scholars – Non-Profit, www.linkunlimited.org
Interests/hobbies: I enjoy working out, cooking, playing pickleball and having dinner with friends.
Family: My family has been my most significant source of strength, always supporting me personally and professionally. Their unwavering belief in me has inspired me to overcome challenges and stay determined, no matter what. I wouldn’t be where I am today without their love, encouragement, and faith in my journey.
Dimitri Wilder
Diversity, Equity, Inclusion and Belonging Program Manager
Going beyond a seat at the table to building a new table open to all
As the leader of diversity, equity, inclusion and belonging at Sikich, I am committed to creating an environment where every employee feels valued and empowered to succeed. Supporting diverse business leaders is crucial in creating equitable pathways for success. By continuing to champion equity, leaders pave the way for underrepresented groups and inspire others to believe in their potential. Leadership isn’t just about personal achievements but the broader impact. When leaders rise, they uplift those who follow, providing a vision of what’s possible. Representation truly matters—when people see someone who looks like them in positions of influence, they are reminded that they can achieve great things.
This belief has guided my career. As an HR professional, I’ve witnessed firsthand the systemic barriers that Black leaders face in attaining leadership roles despite their qualifications, education and experience. These experiences ignited a passion in me to change the narrative. Initially, my goal was to secure a seat at the table and to be part of critical conversations. I wanted to prove that I belonged and could contribute meaningfully. However, as I progressed within my career, I realized that actual change requires more than occupying a seat; it requires creating a new table where everyone feels welcomed, respected, and empowered to thrive.
Through intentional programming, strategic partnerships and inclusive practices, I strive to ensure that Sikich is a place where all individuals can bring their authentic selves and realize their potential. I look to influence others, while dismantling barriers, and opening doors that create opportunities. As the first DEIB leader at Sikich, I realize it’s about honoring those who came before me, advocating for those alongside me and inspiring those who will come after me.
Representation and equity are more than concepts; they are powerful tools for transformation. I’ve chosen to be the leader who others can look to as proof that they belong in the room, have a voice and have the power to make a difference. My journey has been shaped by a commitment to creating spaces where individuals feel seen, valued and empowered. This is not just a job; it’s a calling to make a meaningful impact and for others to see themselves as game changers not only at work, but in life.
Kevin P. Chavous Senior Advisor to the CEO
Let’s find common ground during these tough times
In short, the one thing that needs to change is today’s mindset which governs human interaction. As we see throughout society, the greater good has been replaced by what is good for me, my side or my tribe. Our opinions, relationships and beliefs center around an us vs them or either/or appraisal. That reality hit me recently when my 8-year-old granddaughter asked me, “Grandpa, whose side are you on? The Democrats or the Repubs? Cuz you know the Repubs are all bad!”
My hope is that society rises above these current pedestrian trends and that people find ways to extend themselves by engaging more with each other and forging honest conversations among those with different views.
Education: JD, Howard University; BA, Wabash College
Company Name: Stride, Inc.
Industry: Education Technology
Company CEO: James Rhyu
Company Headquarters Location: Reston, VA
Number of Employees: 7,599
Having come from a political background, I fully understand the rough and tumble nature of partisanship, but politics today has devolved to the lowest common denominator. And that unfortunate political devolution has extended beyond politics. It has bled into everyday human interactions. The default assumption is that those who are different from me are fundamentally bad people who wish to do me harm. As a result, not only do people with different views rarely interact, the notion of finding common ground is an increasingly foreign concept.
The stark reality is that we all have far more in common than we readily acknowledge or understand. My hope is that society rises above these current pedestrian trends and that people find ways to extend themselves by engaging more with each other and forging honest conversations among those with different views. Bad intentions should not attach to those committed to the search for common ground.
Words you live by: Always treat people the way you want to be treated.
Who is your personal hero? Nelson Mandela and my father, Harold P. Chavous
What book are you reading?
Search for Common Ground by Frederick Hess & Pedro Noguera
What was your first job? Stocking shelves, taking out the trash, mopping floors at my father’s drug store
Favorite charity: Serving Our Children, Inc., the administrator of the DC Opportunity Scholarship Program
His childhood and career taught him the importance of diversity and inclusion for women. Now it’s his calling
My passion for diversity and inclusion (D&I) was first sparked in college when I enrolled in a Women in Work class. The discussions and research in that course opened my eyes to the glaring disparities and underrepresentation of women, particularly women of color, in professional fields. Despite attaining higher levels of education, their career trajectories were often stunted by systemic biases. This revelation planted a seed that has since grown into a lifelong mission to address inequities and create more inclusive workplaces.
My upbringing also played a pivotal role in shaping my passion. As the only boy with three sisters, raised by a resilient mother, I witnessed firsthand the challenges she faced in the working world. She often felt she couldn’t be her authentic self at work, a constraint that I saw negatively impact her professional success and well-being. Watching her navigate these barriers instilled in me a deep understanding of the profound importance of creating environments where everyone feels they belong and can thrive as their true selves.
My professional journey in D&I began during my internship with the D&I team at Novartis. It was there that I saw the tangible impact of intentional, well-structured inclusion initiatives. This experience solidified my commitment to this field and set me on a path of continued learning and advocacy. Over the years, I’ve been fortunate to have mentors and thought partners who’ve helped shape my perspective and sharpen my strategies. Together, we remain optimistic about the future of D&I, even amid societal pushback, because the pursuit of equity and inclusion is a marathon, not a sprint.
In recent years, my passion for this work has been redefined by the birth of my daughter. She serves as a constant reminder of why this mission is so vital. I want her to grow up in a world where she can pursue any career path without the weight of bias or inequality holding her back. My work today is fueled by a vision of an equitable, inclusive workforce where future generations, including my daughter, can thrive and succeed authentically.
D&I is not just my profession; it’s my calling. It’s a journey of continuous learning, collaboration, and action. It’s about transforming workplaces to reflect the richness of our diverse world and ensuring that every individual feels seen, heard, and valued.
Tawanda Saffore Strategic Account Manager
Life is a long road. Help others along the way
I am truly honored and humbled to have been nominated for the 2024 Profile in Diversity Journal® Black Leadership Award. Reflecting on my life’s journey, it becomes increasingly clear that success isn’t solely a result of hard work and determination. The people you meet along the way play a significant role as well. A strong mentor can propel you to achieve and even exceed your personal goals by recognizing qualities in you that you might not see in yourself. This is why it is vital to surround yourself with individuals who motivate, encourage, and challenge you to become the best version of yourself.
A strong mentor can propel you to achieve and even exceed your personal goals by recognizing qualities in you that you might not see in yourself.
I firmly believe in the power of helping others. As one of my favorite songs goes, “If I can help somebody along the way, then my living is not in vain.” Helping others is one of my life’s missions—each one should reach one. My work with the Transamerica Foundation, United Way of Central Maryland, and St. Vincent de Paul of Maryland are integral to fulfilling this goal. I encourage everyone to partner with their local United Way and contribute to the important work of advocating for those in need.
Education: BS, Information Technology/ Computer Networking
Company Name: Transamerica
Industry: Insurance
Company CEO: Will Fuller
Company Headquarters Location: Cedar Rapids, IA
Number of Employees: 6,800
Your Location: Baltimore, MD
Words you live by: The Lord will perfect that which concerns me – Psalm 138:8
Who is your personal hero? Jesus
What book are you reading? A Passionate Calling by Lloyd John Ogilvie
What was your first job? Hardees
Favorite charity: United Way of Central Maryland
Interests/Hobbies: Grandparenting, community service/ advocacy, traveling, singing
Family: Two children and three grandchildren
Education: MBA, London Business School; BA, Mass Communication, University of Michigan
Company Name:
Transamerica Retirement Solutions
Industry: Financial Services
Company CEO: Jamie Ohl
Company Headquarters Location: Baltimore, MD
Number of Employees: 2,500
Your Location: Atlanta, GA
Words you live by: Life is all about choices.
Who is your personal hero?
Dr. Faye Tate
What book are you reading?
The Maltese Falcon by Samuel Dashiell Hammett
What was your first job? I bussed tables one summer.
Favorite charity: Habitat for Humanity
Interests/Hobbies: Travel, skiing, water sports, craft brewing
Family: Met Kira in 1992, and we have two children on the payroll.
Jerry Tate Director, Strategic Development & Intelligence
On a mission to create a nation of super savers who can close the wealth gap
I developed an expertise in retirement planning almost by accident. While my math and communications skills were developed early, I had no formal training in neither investments nor benefits administration. Instead, I assumed a 401k plan admin role, and took naturally to both the technical and human requirements of successful plan management. My first role involved educating my company’s participants about how their plan worked. My next role was educating other companies’ participants and sponsors. Along the way I picked up plan design, compliance testing, marketing, recordkeeping, reconciliation, and forensic problem solving.
The common theme of my experiences has been continuous education. This has driven my career, and my personal life. In my work, I still find opportunities to learn and opportunities to teach, and this keeps me passionate about working for a place that helps 4-million plan for retirement.
The adage about teaching a person to fish is central to the work we do. Our industry has yet to fully crack the code that makes our participants super savers. Our industry is mature, and product innovation has successfully built on a basic foundation of tax-advantaged savings. However, the ability to permanently change participant behavior has eluded us.
If we can succeed in improving people’s financial circumstances, we will see individual and societal benefits. Financial wellness is correlated with good health, while financial stress puts physical and mental health at risk. Since people cannot always control the sources of their stress, I feel it’s important to give them as many tools as possible to manage their stress. Specifically, I want to see people saving as much as they can for their retirement. I was taught to “pay yourself first,” and instilling that behavior makes for happier employees and happier employers.
Another benefit of long-term behavior change is that we can address the tangible wealth gap between different segments of society. Teaching sound financial planning and reinforcing successful strategies will help strengthen communities.
Ira Cooper
General Director of Training
Lessons in leadership learned from college football to Union Pacific
The journey from collegiate athletics to the professional world is often filled with challenges and transitions, yet it can also be immensely rewarding. My path exemplifies this journey, beginning with my time as a studentathlete at the University of Nebraska. As a dedicated athlete, I honed my skills, built lasting friendships, and developed a strong work ethic that would serve me well in the years to come.
After my college career, I signed as a free agent with the Minnesota Vikings. This was a dream come true and an opportunity to play at the highest level in the sport I loved. However, the dream was short-lived, marking a turning point that prompted my transition into the working world. This shift required me to refocus my strengths in a new direction.
My next chapter began with Union Pacific, where I joined as a transportation manager. Here, I discovered a new passion for the fast-paced, teamoriented environment of the railroad industry. The discipline, teamwork, and strategic thinking required in sports were equally applicable in managing transportation logistics.
Growing into my leadership role over the past 18 years, one piece of advice that has consistently resonated with me is to “control what you can control and don’t be afraid to make decisions.” This philosophy has been a guiding principle, helping me navigate both the predictable and unpredictable aspects of my job. In any high-pressure situation, the ability to focus on controllable factors and make decisive choices is crucial.
An essential trait that contributes to my success is my attitude. I strongly believe that much of what we achieve is influenced by our outlook. Our approach to work and openness to new ideas are shaped by our attitude. This perspective has enabled me to remain resilient, even when faced with challenges. A positive attitude encourages perseverance, inspires teams, and leads to success.
Outside of my professional responsibilities with Union Pacific, I remain heavily involved in coaching football year-round with my three sons, who participate in both flag and tackle football. Coaching allows me to give back to the sport that has given me so much and to mentor the next generation of athletes, including sharing the sport with my own children. It is a way to stay connected to the game and impart the values of hard work, teamwork, and a positive attitude to young players. One of my proudest moments was seeing a player I coached receive a college scholarship, knowing I had a part in his development.
Ultimately, my journey has been very rewarding, and the many lessons and experiences in life have helped shape my professional career with Union Pacific. By embracing a positive attitude, focusing on controllable factors, and remaining involved in the community, I have navigated this path with determination and purpose. As I continue to advance in my career, I remain committed to these guiding principles.
Education: BA, University of Nebraska-Lincoln
Company Name: Union Pacific
Industry: Transportation
Company CEO: Jim Vena
Company Headquarters Location: Omaha, NB
Number of Employees: ~32,000.
Words you live by: Control what you can control
Who is your personal hero? My father, Harley Cooper.
What was your first job? The Parking Spot
Favorite charity: Foster Love
Interests/Hobbies: Football
Family: My wife, Fatafehi, and I have five children: Ira, Teleita, Kingston, Siu, and Harley Jack.
Nana Wilberforce Partner
Education: JD, Columbia Law School; MPH, Mailman School of Public Health; BA, Human Biology, Stanford University
Company Name: Wilmer Cutler Pickering Hale and Dorr LLP
Industry: Legal
Company CEO: Anjan Sahni
Company Headquarters Location: Boston, MA
Number of Employees: 1,100
Your Location: Los Angeles, CA
Words you live by: “The most common way people give up their power is by thinking they don’t have any.” – Alice Walker
Who is your personal hero? Mae Jemison
What book are you reading? The World Wasn’t Ready for You:
What was your first job? Sales Associate at Borders bookstore
Favorite charity: NAACP Legal Defense and Educational Fund
Interests/Hobbies: Playing tennis, watching Los Angeles sports
Family: Husband: Axel; children: Jemi & Kwame
An outstanding lawyer in her field works to create a better future for all
Nana Wilberforce deserves recognition as a Black Leadership awardee due to her outstanding work in antitrust law, her exemplary leadership, and her active community engagement. As a partner at WilmerHale, she has been instrumental in high-profile investigations and mergers in cutting edge areas of antitrust law including as no-poach labor agreements, ESG, algorithmic price fixing, and cannabis transactions. Her commitment to public service is evident by her robust pro bono practice including work with the NAACP Legal Defense Fund and The Legal Aid Society. She is also dedicated to mentoring young and diverse lawyers and expanding opportunities for Black antitrust lawyers further highlighting her leadership and impact in the legal community.
Wilberforce is a key member of WilmerHale’s Antitrust Practice. Her expertise covers cartel investigations, merger clearance, litigation, and business counseling making her a highly versatile thought leader in the industry.
Wilberforce is also deeply committed to public service and pro bono work. She works with the NAACP LDF and ACLU Georgia to combat voter suppression laws and with The Legal Aid Society on wrongful conviction matters. Her commitment to mentoring upcoming lawyers and engaging in diversity initiatives, such as the Black Women’s Lawyer Association of Los Angeles and the Military Spouse JD Network, underscores her leadership and influence.
Wilberforce has built a reputation as a thought leader through her writing and speaking engagements, including at the 2022 and 2023 Annual Spring Meetings of the ABA Section of Antitrust Law. At the last two Spring Meetings, Wilberforce highlighted Black antitrust lawyers by spearheading the Black Antitrust Lawyers and Friends reception, attended by key leaders such as FTC Chair Lina Khan and DOJ AAG Jonathan Kanter. She is also an active member in Corporate Counsel Women of Color, moderating a panel on First Generation lawyers in 2021 and speaking about client service in 2024.
Wilberforce’s significant contributions to the legal profession and her unwavering dedication to promoting diversity and inclusion distinguish her as an exemplary leader worthy of recognition.
Stories by Justin C. Key
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Third Annual Third Annual
2 024 A W ARD DIVERSE L AW YERS Making
a Difference
Profiles in Diversity Journal® is proud to announce the third annual Diverse Lawyers Making a Difference Awards. Recognizing prominent lawyers who are making significant contributions to diversity, inclusion, and equity within their law firms, for their clients, and in their communities.
The profiles featured in this special issue celebrate the achievements of the 2024 class of Diverse Lawyers Making a Difference Award recipients. Each honoree has provided thoughtful answers to a series of questions, as well as a personal essay, giving readers an intimate look at these trailblazing individuals and the meaningful work they are doing to advance diversity, equity, and inclusion in the legal profession.
Welcome to the third annual Diverse Lawyers Making a Difference Awards, presented by Profiles in Diversity Journal®.
Dean Chapman Jr. Partner
Education: JD, Columbia Law School; BA, Duke University
Company Name: Akin
Industry: Law
Company CEO: Kim Koopersmith
Number of Employees: 1,800+
Your Location: New York, NY
Words you live by: Be the change you want to see.
Who is your personal hero? My husband who makes me a better person
What book are you reading? The Grapes of Wrath by John Steinbeck because I somehow missed it growing up
What was your first job? I stocked shelves and ran the cash register at a drugstore.
Favorite charity: St. Jude Children’s Research Hospital where my sister has worked for 16 years
Interests/Hobbies: Travel, food, the arts, Duke basketball.
Family: A husband and three adorable nieces and nephews
A lawyer at the top of his game uses pro bono work to help those on the sidelines
Dean Chapman is a highly regarded litigator with an impressive track record of handling complex restructuring disputes for some of the nation’s largest companies, including those of Sears, Celsius Network, and General Motors. Over the course of his career, Dean has successfully tried multiple cases, taken and defended countless fact and expert depositions and argued multiple major dispositive motions. At the same time, he has cultivated a reputation for his unwavering commitment to pro bono and diversity, equity and inclusion (DEI) efforts, with a particular emphasis on representing asylum seekers and advancing the interests of the LGBTQ+ community.
As a recognized diversity leader
at Akin, Dean leads the Out & Allied Firmwide Resource Group, an affinity group for LGBTQ+ lawyers focused on promoting DEI within the firm by fostering communication with leadership and organizing programs to recruit, retain and develop diverse lawyers. Additionally, Dean is a member of Akin’s firmwide DEI Council, as well as its New York office inclusion council and hiring committee. In 2016, Dean founded the Akin LGBTQ+ Client and Alumni Network, a New York-based networking organization that connects current and former LGBTQ+ lawyers and firm clients and leads the firm’s client development efforts.
Dean maintains a thriving pro bono practice devoted to LGBTQ+
individuals. Currently, he is leading a team alongside the ACLU and Lambda Legal in a lawsuit to enjoin enforcement of Tennessee SB1, a bill that bans all forms of gender-affirming care for transgender people under age 18. Dean led the team that successfully obtained a preliminary injunction from the trial court in a major decision that received significant national attention. Tennessee appealed and the case has now reached the US Supreme Court where Dean is active in all aspects of briefing and preparing for oral argument. He is also actively involved in representing many LGBTQ+ individuals seeking asylum.
Matthew Durward-Thomas
AW YERS
Making a Difference
Education: LPC, The College of Law, London; LLB., University of Warwick
Company Name: Akin
Industry: Tax
Company CEO: Kim Koopersmith
Number of Employees: 1,800+
Your Location: London, UK
Words you live by: Try your best and no one can say you didn’t.
Who is your personal hero? I wouldn’t say I have a hero, but computer science pioneer Alan Turing has always been someone I admire. In a world where AI is becoming our reality, it is important to remember the persecution suffered by the person who some might say started it all – who knows where we’d be now if he had been accepted for who he was. What book are you reading? As my job is spent reading, I struggle to find time to read for pleasure. However, one of my favourite books is George Orwell’s Nineteen EightyFour, which I would love to re-read when I get a chance.
What was your first job? My first job was working in a call centre for British Gas. I met some amazing people during my time there, and it taught me very early on in my career that respect is earned and that gaining people’s trust is key to any negotiation – this has proven just as true in the context of navigating tax discussions on a multi-million dollar transaction as it was for telling someone it’s going to take 3 days to fix their boiler.
Favorite charity: Stonewall Housing. I was fortunate to have a supportive family when I came out as a teenager, and a stable home life since. However, not everyone is as fortunate. Stonewall Housing is there to provide support to members of the LGBTQ+ community who are facing homelessness or living in an unsafe place.
Interests/Hobbies: I recently moved to the countryside and am at the beginning stages of renovating my house. It can be very stressful at times, and involves a million decisions, but it’s overall an enjoyable process and I’m looking forward to the end result. I’m also picking up lots of DIY and gardening skills along the way!
Family: I have a partner of 17 years, who has been the wind behind my sails since we met at university.
Social mobility must be a part of diversity, inclusion and equity so
that no one is left behind
While I had been interested in the law for a long time, I didn’t know how to forge a career in the legal profession. None of my family or friends were lawyers (or even in professional jobs) and I didn’t really have access to people who could give me more information. I felt, at times, that others were better placed to get into law simply because of their background and family connections. Because I understand how a lack of knowledge about the legal field can limit people, I’m a strong advocate for social mobility initiatives in law.
For several years I have been involved in organizing social mobility internships at Akin for students seeking to enter the legal profession. It is a chance to see and experience how law firms work and to hear first-hand from lawyers, business service pro-
fessionals, and in-house lawyers at a client about their working life.
It is important to me that firms run programmes like this because I strongly feel a career in law shouldn’t be based on who you know or where you went to school. Levelling the playing field isn’t easy, and there’s still a huge amount of work to be done. However, it was immensely gratifying when one of our interns came to us with the view that top tier law firms are “elitist” but, having spent time with Akin, left believing that “my merits, and my merits only, would be considered during my pathway into the legal profession.”
It can be daunting walking into any new job, especially when your new colleagues don’t look or sound like you, and it is easy to think that the best way forward is to mold
yourself to that model. However, these differences between us, be they socio-economic, race, gender or sexuality, are actually what give us a different outlook and a different perspective on problem-solving for our clients.
A degree of inequality will always exist. However, in addition to putting social mobility at the forefront of their outreach and recruitment initiatives, I would encourage firms to focus on developing and maintaining inclusive cultures where success is based solely on merit. Recognising that confidence and self-belief are key to success, and that such attributes are often a product of a person’s upbringing, will help enable firms to develop measures that encourage junior lawyers to reach their full potential, regardless of background.
Jason Murata Partner
2
AW YERS Making a Difference
Education: JD, Washington University School of Law; MA, Biology, Washington University; BS, Biochemistry, McMaster University
Company Name: Axinn, Veltrop & Harkrider LLP
Industry: Legal
Company CEO: Jeny Maier, Managing Partner
Company Headquarters Location: New York, NY
Number of Employees: 172
Your Location: San Francisco, CA
Words you live by: Leave things better than you found them.
Who is your personal hero? My teachers, past and present, who work so selflessly to educate
What book are you reading? The Historian by Elizabeth Kostova
What was your first job? I worked at my father’s family business
Favorite charity: SF-Marin Food Bank
Interests/Hobbies: Traveling, good food and drink
AI can be a great addition to the legal field if it is cheap, equitable and unbiased
The legal profession is already seeing the profound effects of emerging technologies such as artificial intelligence and other legal tech. This emerging technology has the potential to allow attorneys to automate routine tasks and thereby reduce the legal fees for the client. Concurrently, attorneys will have more time to focus on legal strategy and developing client relationships. These changes have the potential to profoundly impact attorneys’ quality of life and overall happiness with the profession.
The benefits of these emerging technologies will not be uniformly felt across the profession, and there are substantial risks that many will be left behind. Thus, the legal industry will need to be sure that there is equitable access to these new technologies. A few areas of concern include:
1. Cost and Confidentiality
These technologies are costly. Publicly available tools, including popular generative AI tools, currently lack sufficient assurances of confidentiality for attorneys to freely use them. Doing so could be a violation of the duty of confidentiality, and result in a breach of the attorneyclient privilege, and work product protections, among other things. Yet, many solo, small- and medium-sized law firms lack the resources to independently develop their own AI tools.
2. Digital Divide Among Students
There is a digital divide amongst students that may widen as new technologies become more widespread. Studies have shown that students of color, low-income, and rural students have less reliable access to devices and connectivity to the internet. New lawyers without experience with AI tools during school may find it difficult to adapt
to these tools once they are in a legal practice.
3. Bias in AI Tools
Recent studies suggest that racial and sexist disparities exist in AI tools. AI is only as good as the data and training that go into the AI. The use of biased data can lead to biased results, such as those studies reporting that AI has difficulties in recognizing dark-skinned people, provides biased housing decisions based on race, and provides results at a higher reading grade level for some racial groups compared to others. There are significant challenges and costs, however, to developing nonbiased datasets to train AI tools.
There is no doubt that AI will be transformational for the legal industry. However, we must develop and adopt these tools with a goal of providing fair and equitable access and making sure they are free of bias.
Making a Difference
Joseline Rodriguez
Senior Associate
Education: LLM, University of Connecticut School of Law; JD, University of Puerto Rico School of Law; BA, University of Puerto Rico
Company Name: DLA Piper
Industry: Law Firm
Company Headquarters Location: USA
Your Location: Miami, FL
Words you live by: Your uniqueness is your strength. Embrace it, and let it shine through in everything you do.
What book are you reading? My Life in Full: Work, Family, and Our Future by Indra Nooyi, former Chairman and CEO of PepsiCo, and Hunt, Gather, Parent by Michaeleen Doucleff.
Favorite charity: I closely collaborate with The Women’s Fund Miami.
Interests/Hobbies: I love traveling with my family, learning and experiencing new cultures, and believe that the best way to embrace a new culture is through their food and culinary traditions.
Family: I married my law school sweetheart, and after 10 years of marriage, we welcomed our almost 2-year-old son; I come from a large, close-knit family in Puerto Rico, where I grew up with three male siblings.
Promoting diversity and inclusion within the firm and beyond
Joseline Rodriguez is a rising star in DLA Piper’s Corporate and mergers and acquisition practice, and maintains a stalwart commitment to diversity and to social good within and beyond the firm. As a leader in DLA’s Hispanic Resource Group and a slew of women’s initiatives, she is helping create opportunities and foster an inclusive environment for the next generation of Hispanic/ Latino and women lawyers.
Beyond D&I, she deploys her legal knowledge for important causes, including providing pro bono counsel to a nonprofit operating food banks across Latin America, supporting Mission 2 Mission, and assisting nonprofit entities and Spanish-speaking individuals through Legal Services of Greater Miami.
A senior associate in DLA Piper
(Miami), Joseline focuses on corporate and international matters, including cross-border transactions involving Latin America. As co-vice chair of the Hispanic Resource Group (HOLA), she oversees DLA’s Hispanic D&I initiatives, and has worked closely with HOLA’s recruitment and retention committee.
Joseline also mentors and sponsors junior lawyers via the Latin America Women’s Mentoring Program, and is the Miami delegate for DLA’s Leadership Alliance for Women.
Her commitment to D&I beyond the firm is just as commendable.
Through the International Bar Association, she advocates for diversity and inclusion via the Women Lawyers’ Interest Group and Young Lawyers’ Committee.
Recently, Joseline played a key role in the Hispanic National Bar Association’s (HNBA) PODER25 Bootcamp—the first GC pipeline program specifically supporting Hispanic attorneys, which seeks to have 20 Hispanic Fortune 500 GCs by 2025—securing highprofile speakers, and moderating and speaking on panels.
Joseline also participates in the Latina Executive Leadership Program, an initiative of the HNBA’s Commission on Latinas in the Profession.
She is also a host committee member of The Women’s Fund Miami-Dade’s Power of the Purse event, which creates opportunities for leadership, health, and economic mobility for Miami-Dade women and girls.
Rebecca Lopez
Client Services Program Manager
Education: JD, Seattle University School of Law; BA, Pacific University, Journalism
Company Name: EPIQ
Industry: Professional Services
Company CEO: David C. Dobson
Company Headquarters Location: New York, NY
Number of Employees: 8,000+
Your Location: Las Cruces, NM
Words you live by: Growth happens when you step outside of your comfort zone. Who is your personal hero? US Supreme Court Justice Sonia Sotomayor
What book are you reading? For Brown Girls with Sharp Edges and Tender Hearts: A Love Letter to Women of Color by Prisca Dorcas Mojica Rodríguez
What was your first job? Kennel attendant at a dog boarding facility
Favorite charity: Northwest Immigrant Rights Project
Interests/Hobbies: Mineral collecting, travel, and reading
Family: Oldest sister of three siblings with two loving and supporting parents
A long and winding road through college, work and law school led to her passion
My professional journey has been unconventional, and I’ve admittedly been happiest in a role that I never envisioned or even knew existed. However, when I reflect on my past experiences, I realize that every step of the way prepared me for success in my career.
In undergrad, I wanted to pursue journalism because I loved research and writing. My classes and working on the school newspaper and at a local radio station taught me valuable communication skills and how to adapt the message for the medium and audience. Unfortunately, I graduated during the recession when print publications were going under or otherwise experiencing severe disruption and so, like many other millennial graduates, I needed to come up with alternative plans. While I reassessed, I began working as a customer support specialist for a start-up handling customer calls and online support tickets. There,
I learned how to support and work with a diverse array of people from around the world, juggle multiple tasks, and how to de-escalate scenarios where the other party was frustrated.
Wanting something more fulfilling, I applied to law school thinking I could leverage my interest in research and writing while also helping people. Hesitant to give up working altogether, I opted to work full-time during the day and take night classes. Doing both meant there was no room for redundancy or wasted time, so this taught me the importance of time management and efficiency. After law school, I still struggled to find where my passion aligned with my career path. After briefly practicing law, I resigned to care of a sick family member and reconsider my professional goals.
I initially applied to be a contractor at Epiq while applying for permanent positions. However, I enjoyed
the work and what initially felt like a transient role soon seemed like a place to work where I could thrive based on the culmination of my past work experiences. I thrived at Epiq because I had learned to communicate effectively through my journalism degree and customer support role; I valued efficiency from working fulltime while in law school, and lastly, my law degree further sharpened my communication skills and taught me how to identify and mitigate risks.
While each step of my journey appeared to take me further from my initial career goals, it ultimately brought me to a place where I could succeed and flourish. For anyone feeling a bit lost or aimless in their career, know that it is not about the name of the role but how the amalgamation of one’s skills and experiences apply to the work. Success came when I valued all my past experiences and thoughtfully applied them to my current role and work.
DIVERSE
L AW YERS Making a Difference
A W ARD
Jennifer H. Wu Partner
Education: JD, NYU School of Law; BA, Harvard University, Biochemical Sciences
Company Name: Groombridge, Wu, Baughman & Stone LLP
Industry: Patent Litigation
Company CEO: Nick Groombridge, managing partner
Company Headquarters Location: New York, Washington, DC, and Tokyo
Number of Employees: 50
Your Location: New York
Words you live by: Happiness is not getting what you want; it’s not wanting anything. Letting go is fundamental.
Who is your personal hero? The families of anti-Asian violence and hate who have found a way to survive.
What book are you reading? The next book I’m planning to read is William Pao’s book: Breakthrough: The Quest for Life-Changing Medicines
What was your first job? Working on a horse farm with a veterinarian
Favorite charity: For women’s health: UNFPA which supports women around the world. And for Asian American lawyers, NAPABA and AABANY
Interests/Hobbies: We’re lifelong NY Mets fans! I’m the unofficial videographer for our kids’ soccer teams, and also on the ski slopes. Creating videos is a form of storytelling!
Family: Andy Woo (husband) and three kids Eva Woo, Lucas Woo, and Mira Woo
In a time of trouble, she decided to be a voice for the voiceless
and their families
MY PRO BONO WORK AND KEY CHALLENGES
Representing people who have died is not an achievement that I ever wished to have. But it is the work that I needed to do in the pandemic, both for myself and the Asian American community. As the child of Taiwanese immigrants, I saw firsthand how difficult it was for my parents to trust the institutions that are supposed to protect us.
For example, my parents did not open the front door when the doorbell rang, whether it was law enforcement, neighbors, or the postal service. And they did not report their experiences when they faced discrimination or prejudice. I became a lawyer in part to give voice to those who do not feel empowered to use their own. When anti-Asian violence surged in the pandemic, I felt a responsibility to speak up and help. We have represented, pro bono, nearly everyone who died of anti-Asian violence in the pandemic in NYC.
This was challenging because there is no playbook for victims of anti-Asian violence, and justice means different things to different people. We provided wraparound services: building relationships with prosecutors, police, elected officials, media, and the community while at the same time respecting what the victims wanted. And we addressed these issues by putting our clients’ needs first, which is not something the criminal justice system is designed to do.
I also co-authored two reports with the Asian American Bar Association of New York on anti-Asian violence. The importance of reporting on and bearing witness to the endless tide of anti-Asian hate cannot be overstated. When I testified before the US Commission on Civil Rights in March 2023 regarding the federal government’s response to anti-Asian racism in the United States, some commissioners questioned whether there had been an actual surge in anti-Asian violence
in the pandemic. It is only by speaking out that such violence will be addressed both now and for future generations. And beyond any individual achievement, I am proud to have encouraged lawyers and others in the justice system to think differently about public service and pro bono advocacy, and what it means to serve others and build community.
BEST ADVICE I HAVE RECEIVED
As a young lawyer, my partner Nick Groombridge told me that you learn more from losing than from winning. Up until then, the type-A lawyers on my team had a winner-take-all attitude to every issue on every case. Nick’s advice made me realize that I should take the long view, which I’ve done for both case strategy and also in life. Taking failures in stride and learning from them—rather than beating ourselves over them—is hugely important to longevity in the legal profession.
Shivani Poddar Partner
Education: JD, American University, Washington College of Law; BA, Boston University
Company Name: Herrick, Feinstein LLP
Industry: Legal
Company CEO: Belinda G. Schwartz, Executive Chair
Company Headquarters Location: New York, NY
Number of Employees: 240
Words you live by: My motto has always been – if it doesn’t exist, create it – which has helped me contribute to diversifying the legal field. If we can adopt this approach and launch programs and initiatives to increase diversity and inclusion, we have the chance to amplify diverse voices in our profession.
What book are you reading? Outlive:The Science and Art of Longevity by Peter Attia
What was your first job? Retail salesperson at a beauty & cosmetics company
Favorite charity: LegalAid
Interests/Hobbies: Traveling, reading, fusion cooking (combining Indian food and other cuisines)
Family: My husband and I have a 2-year-old toddler, who keeps us on our feet. I have come to learn that the most difficult adversaries are toddlers trying to negotiate bedtime!
She keeps driving diversity and inclusion in the legal field
My experiences as a South Asian lawyer have given me a greater appreciation for the need for diversity and the need to amplify the contributions of diverse lawyers. I have always been a driver of diversity and inclusion. As an associate at my prior law firm, I co-founded a group called the “Diverse Working Attorneys’ Group,” to foster mentorship between diverse attorneys, created a “Diversity Matters” newsletter, and launched a “Women’s Initiative” program, which was focused on enhancing female attorneys’ business development and networking skills. While at Herrick, I launched the “Women’s Initiative Network” to organize programming on networking,
business development and client development; created a mentoring circles program, which allows mentees to have exposure and access to more than one mentor; and proposed a “Diversity Partners” program, whereby a diverse partner in each department mentors and sponsors diverse associates. Most recently, I founded a group in New York called “Ladies in Law” for female attorneys to network and create organic relationships with each other. In 2019, Herrick nominated me for the LCLD Fellows Program, which is focused on increasing diversity and inclusion within the legal field, allowing me to continue my diversity efforts on a larger scale.
All of my work in this field has taught me that for diverse attorneys, finding mentors is no easy task. As a result, I’ve embraced opportunities to mentor junior lawyers and help them find traditional mentors and peer mentors. I always advise junior lawyers that my greatest mentors have been and continue to be my peers from law school. Not only have we watched each other’s career trajectories, we have used each other as sounding boards for every career milestone, learned from each other, and been each other’s strongest advocates. This support system and mentorship from my peers has been an invaluable asset to my career.
DIVERSE
Jayme Jonat Partner
Education: JD, Fordham University School of Law; BS, Cornell University
Company Name: Holwell Shuster & Goldberg LLP
Industry: Legal Services
Company Headquarters Location: New York, NY
Number of Employees: 110
Words you live by: “Don’t be intimidated by what you don’t know. That can be your greatest strength and ensure that you do things differently from everyone else.”
Who is your personal hero? My mother
What book are you reading? The Women by Kristin Hannah
What was your first job? Waitress at an Italian Restaurant
Favorite charity: Lao Friends Hospital for Children – Friends Without A Border
Interests/Hobbies: Spending time with my children and baking
Family: Husband, two sons and a dog
This lawyer takes on billion-dollar corporate legal cases and civil rights cases for women
In her young career, Jayme Jonat has already achieved standout results in historic sex discrimination cases in the airline industry, among other significant litigation. She led a team from HSG that partnered with the ACLU in bringing two first-of-theirkind discrimination lawsuits against Frontier Airlines, alleging its policies toward pregnant and breastfeeding pilots and flight attendants violated the Civil Rights Act. The resulting settlements made groundbreaking advances for new and expecting mothers. Jonat has balanced this work with her role as HSG’s first female administrative partner and a leader on multiple high-stakes HSG teams, including defending Visa in major antitrust litigation.
Jonat has contributed her time and talent to a diverse range of commercial litigation and precedentsetting pro bono matters. In addition to spearheading the litigation against Frontier Airlines that established new standards for the treatment of pregnant and breastfeeding pilots and flight attendants, Jonat has represented Visa in one of the largest antitrust disputes in history. Defending Visa against claims relating to network rules at the heart of the Visa system, Jonat helped Visa reach a historic $6.26 billion settlement with one class of merchants, the largest known settlement of a private antitrust case under the 120-year-old Sherman Act.
Jonat has achieved these successes while playing a vital role in the management of HSG and being an active member of HSG’s D&I Committee. Under Jonat’s leadership, the Committee has established, for instance, various affinity groups, including for LGBTQIA+ individuals and first-generation professionals, and recently launched a firmwide initiative called“Diversity Books for Kids.”Her role as HSG’s first woman administrative partner makes her the primary point of contact on issues including D&I initiatives and as the firm’s return-to-office policy. It builds on her previous role supervising HSG’s paralegal program, which saw multiple paralegals depart for top law schools.
Chang Lim Partner
Education: JD, Cornell Law School; BS, University of California at Berkeley
Company Name: Knobbe Martens
Industry: Law firm
Company CEO: Steven Nataupsky (Managing Partner)
Company Headquarters Location: Irvine, CA
Number of Employees: 663
Words you live by: Do what you can, with what you have, where you are.
Who is your personal hero? My personal hero is my wife. She consistently shows strength, compassion, and resilience in ways that inspire me every day. Whether it’s how she cares for our family, tackles challenges, or supports me in my own journey, she embodies qualities I deeply admire. I’m grateful to have someone like her by my side, reminding me of what’s truly important.
What book are you reading? Getting Things Done by David Allen
What was your first job? Night shifts at the UC Pavement Research Center
Favorite charity: The Orange County Korean American Bar Association (OCKABA) Foundation, which provides pro bono legal services and awards law student scholarships Interests/Hobbies: Running has become my latest hobby. I am currently training for my first marathon, set to take place at the 40th LA Marathon in March 2025.
Family: My wife (Caroline) and three sons (Louie, Lenny, and Lowen)
More than a patent lawyer, he also works hard to lead his Korean American community
Chang Lim is a partner at IP law firm Knobbe Martens with a strong track record of protecting his clients’ innovation and a focus on advancing diversity and inclusion initiatives within the firm and his community.
Through his practice, Lim helps drive the success of companies making landmark strides in technological advancement. Beyond his dedication to client service, Lim demonstrates a steadfast commitment to serving the broader community. He has held leadership roles within several legal organizations representing the Asian American community and co-leads the firm’s Asian American, Native Hawaiian, and Pacific Islander affinity group.
Chang Lim concentrates his practice on patent and trademark counseling, with a particular focus on computer and software technologies. Lim has over a decade of experience representing a diverse client roster from multinational corporations to emerging businesses of all stages in a wide range of industries.
Lim is an established leader within the legal community, serving in various leadership roles in local, national, and international bar organizations. He is the former president of the Orange County Korean American Bar Association (OCKABA), and currently serves as Regional Governor of Orange County in the International Association of Korean Lawyers. Earlier this year, Lim
spearheaded the planning of the OCKABA’s inaugural charity fundraiser, which raised over $40,000 for the organization’s pro bono clinics and scholarship programs. He is also an active member of the National Asian Pacific American Bar Association.
Throughout his career, Lim has been passionate about the value of mentorship and seeks to aid attorneys and law students as they navigate the early stages of their careers. As co-lead of Knobbe Martens’ AANHPI affinity group, Lim works with younger attorneys encouraging them to take an active role in firm leadership and facilitate impactful firmwide DEI initiatives.
DIVERSE L AW YERS
Rashanda Bruce Associate
Education: JD, Mitchell Hamline School of Law; BA, University of St. Thomas, Political Science, Minors in Philosophy and Legal Studies
Company Name: Robins Kaplan LLP
Industry: Mass Tort and Personal Injury Law
Company CEO: Anthony Froio
Company Headquarters Location: Minneapolis, MN
Number of Employees: Over 225 attorneys in seven major cities nationwide.
Words you live by: I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.
Who is your personal hero? My late grandfather.
What book are you reading? I am looking forward to reading Justice Ketanji Brown Jackson’s Lovely One next.
What was your first job? Cashier at Taco John’s, I was 14 years old and ready to earn some money.
Favorite charity: UNCF
Interests/Hobbies: Coaching cheerleading; spending time with family and friends; playing any game with my competitive friends.
Family: Daughter, sister, and aunt to a host of nieces and nephews.
It’s hard to understand the law. She strives to make it accessible to all
My professional passion is rooted in a deep desire to help people navigate a legal system that can often feel overwhelming and inaccessible. From a young age, I recognized how intimidating the law can be for those who don’t fully understand it. This realization drove me to become a lawyer, with the goal of being someone who could make a real difference in the lives of people who need it most. At 14, I decided to pursue a legal career so I could help others gain access to justice and have their voices heard in a system that can feel confusing and daunting.
As a mass tort and personal injury attorney, I represent individuals and families who have been harmed by negligence or dangerous products.
What fuels me every day is the opportunity to give my clients a voice and ensure they are seen and heard. Many of my clients are facing lifealtering injuries or the loss of loved ones. They often find themselves not only grappling with personal devastation but also navigating a complex legal system that they don’t fully understand. My role is to simplify that process for them, to guide them through their legal journey, and to empower them to make informed decisions about their futures.
The most rewarding aspect of my work is holding wrongdoers accountable. In my cases, I have the privilege of fighting for justice on behalf of those who have been harmed. Knowing that my efforts can make a
real difference—whether by helping my clients recover compensation for their losses or ensuring that negligent parties are held responsible—drives me every day. It is the opportunity to help right wrongs and make a tangible impact in someone’s life that truly motivates me.
At the core of my work is a commitment to being a strong advocate for those who need it most. Whether it’s ensuring that my clients are treated with the dignity and respect they deserve or seeking justice for the harm they’ve suffered, my passion lies in making the legal system more accessible and fair for everyone. The ability to make a real impact by fighting for justice is what fuels my passion every single day.
Diana Day Chief Legal Counsel
Company Name: Sempra
Industry: Energy
Company CEO: Jeffrey W. Martin
Company Headquarters Location: San Diego, CA
Number of Employees: 20,000
Supporting emerging lawyers and helping them soar in their careers is her passion
Supporting young lawyers is a passion of mine, and I believe it starts with making them feel welcome. When a new lawyer joins our team, I make it a point to introduce myself personally and meet with them. This initial connection helps to break the ice and sets the tone for an open, supportive relationship. It’s important for them to know that they are valued and that their growth is a priority for us.
One of the ways I support young lawyers is by providing opportunities for them to participate in crossfunctional projects where they can meet colleagues from other parts of the organization. These experiences can be incredibly inspirational and help drive their ambition. By getting a glimpse into the more complex
aspects of our work, they can see what lies ahead and start to envision their own future in the field. It’s about planting the seeds of aspiration and showing them the heights they can reach with dedication and hard work.
At Sempra, we foster an environment of openness and collaboration. Our Community of Counsel is a forum where in-house and external attorneys join together to advance our business. This collaborative space is crucial for young lawyers as it allows them to learn from experienced professionals and build their network.
Diversity and inclusion are also at the heart of our support for young lawyers. I actively support Sempra’s women employee resource
group and encourage participation in networking events across the company. These initiatives create a greater sense of inclusion and belonging, which is essential for the personal and professional growth of our young lawyers. By promoting inclusion, we ensure that different voices are heard and valued, enriching our team and the work we do.
In my role, I have seen firsthand the impact of nurturing in-house legal talent. By creating opportunities, fostering collaboration and promoting inclusion, we can support young lawyers in their journey, helping them to become the leaders of tomorrow. It’s a commitment that benefits not only the individuals but also our entire organization.
Giulianna K. Ruiz
Partner, General Counsel & Chief Compliance Officer
Education: JD, Seton Hall University School of Law; BA, Columbia College, Columbia University
Company Name: Trilantic Capital Management L.P.
Industry: Financial – Private Equity
Company CEO: Charles Ayres
Company Headquarters Location: New York, NY
Number of Employees: ~50
Who is your personal hero? US Supreme Court Justice Sonia Sotomayor
What book are you reading? fiction: Olga Dies Dreaming by Xochitl Gonzalez; current non-fiction: Same as Ever, a Guide for What Never Changes by Morgan Housel
What was your first job? Art gallery assistant, The Drawing Center
Favorite charity: La Unidad Latina Foundation
Interests/Hobbies: Travel, gardening, my dog
Family: Parents in NJ, brother in Peru
This pioneer in her field works hard to make sure that she is not the only one
As the General Counsel and CCO of Trilantic North America, Giulianna Ruiz is both a leader in her industry and in her community. There are few women executives in the private equity space, even fewer of color. Yet, she tirelessly lends her legal skills to the Latinx community, including serving on organizational boards, for instance La Unidad Latina Foundation – a nonprofit organization dedicated to advancing Latino educational achievement. She regularly mentors younger generations of Latinx lawyers through organizations such as the National Hispanic Bar Association, of which she is a member and served as a Deputy Regional President.
Ruiz is a partner and the General Counsel and Chief Compliance Officer of Trilantic Capital Management L.P., a middlemarket private equity firm focused on control and significant minority investments in North America within the business services, consumer and energy sectors.
Ruiz is a member of Trilantic North America’s ESG committee, which helps to develop and implement the firm’s ESG policies. Prior to joining Trilantic North America in 2014, Ruiz was an associate of the Private Funds Group of Paul, Weiss, Rifkind, Wharton & Garrison LLP, where she was seconded to Trilantic North America and advised a variety of investment funds,
including buyout funds, hedge funds, seed capital funds, real assets funds and fund of funds, as well as advising on investment management M&A transactions.
Ruiz serves as a Board member of La Unidad Latina Foundation, an independent not-for-profit organization dedicated to advancing Latino educational achievement, and is a member of the National Hispanic Bar Association, where she was a Deputy Regional President for Region II from 2018-2020 and served as a leader of Juniors Undertaking Manhattan’s Possibilities, a program of Grand Street Settlement and a non-profit organization in New York City that organized group mentorship field trips for students.
Tiffany J. Smith
Partner, Co-Chair of Blockchain and Cryptocurrency Working Group
Education: JD, The George Washington University Law School
BBA, The George Washington University
Company Name: WilmerHale
Industry: Legal
Company CEO: Anjan Sahni, Managing Partner
Company Headquarters Location: Boston, MA
Number of Employees: 1,100
Your Location: New York, NY
Words you live by: To whom much is given, much is expected.
Who is your personal hero? US Supreme Court Justice Thurgood Marshall
What book are you reading? From Hoodies to Suits: Innovating Digital Assets for Traditional Finance (which I contributed to!)
What was your first job? Sales associate at golf pro shop
Favorite charity: The Legal Aid Society
Interests/Hobbies: Traveling, Orange Theory, and live music events
Family: Krystle Lawrence, partner
Can disruptive tech be inclusive too? This lawyer is working to make it so
Tiffany J. Smith, partner at WilmerHale, deserves recognition as a Diverse Lawyer Making a Difference due to her active promotion of diversity and inclusion not only within WilmerHale, but also more broadly in the legal community. Smith is actively involved in numerous diversity initiatives across the firm, including serving on the firm-wide and New York office diversity committees and serving as a formal and informal mentor for lawyers in her practice area and diverse lawyers more broadly. Outside of the firm, she is actively involved in various initiatives to expose diverse attorneys to disruptive technologies (e.g., cryptocurrency, artificial intelligence) so these technologies develop in a way to promote financial inclusion.
For example, she co-founded a non-profit focused on disruptive technology and financial inclusion, routinely participates in initiatives
aimed at increasing the number of diverse law and college students interested in disruptive technologies (e.g., HBCU Tech Law Summit, Black Blockchain Summit) and regularly speaks at conferences about disruptive technologies, including conferences for diverse attorneys (e.g., Corporate Counsel Women of Color, National Bar Association Tech Law Summit, Elevating Black Excellence Summit). Her dedication to professional achievement, mentorship, and community involvement showcases her commitment to fostering a diverse and inclusive legal profession.
Smith is nationally recognized for her expertise on cutting edge regulatory issues. Her focus is on the intersection between financial regulation and disruptive technologies (e.g., cryptocurrency, artificial intelligence). As co-chair of the firm’s Blockchain and Cryptocurren-
cy Working Group, she has been instrumental in navigating regulatory challenges for clients in emerging technologies. Smith’s professional achievements include helping numerous crypto clients navigate regulatory uncertainty, achieving favorable results for clients in enforcement matters, and serving as a non-partisan expert for members of Congress considering legislation for cryptocurrency.
Smith often writes and speaks on cryptocurrency, artificial intelligence and diversity at conferences and client events across the country. She has been featured in a number of publications regarding these topics including Law360, NPR, Nasdaq TradeTalks, the Business Insider and Chambers Associate.
Her commitment to mentorship, community involvement, and fostering diversity and inclusion make her a standout leader in the legal field.
A W ARD
SUBMISSION DEADLINE: January 17, 2025
Change has truly become an inherent and integral part of organizational life. And today, the most successful companies in the world rely on their diversity managers and teams to help them respond to this change.
The companies and people we celebrate in our 17th Annual Diversity Leader Awards issue view both challenges and opportunities through the lens of diversity and inclusion as a means to achieving business success.
We welcome your submission and hope to see you among our Diversity Leaders for 2025!
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 23 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.
Director, Dignity Health
Education (degrees & institutions): MBA, University of Redlands; BA, Barry University
Company Name: Dignity Health/CommonSpirit
Industry: Hospitals and Health Care
Company CEO: Julie Sprengel, President, California Region
Company Headquarters Location: Glendale, CA
Number of Employees: 10,000+
Words you live by: “…Opportunities—the good ones—are messy, confusing and hard to recognize. They’re risky. They challenge you.” – Susan Wojcicki
Personal Philosophy: Always forward.
What book are you reading? The First 90 Days by Michael D. Watkins
What was your first job? Cashier at my family’s grocery store.
Favorite charity: American Heart Association Go Red for Women in LA and Paws-to-Share
Interests: Travel, hosting and karaoke
Family: Proud young sister to four siblings and aunt to six nieces and nephews.
Leading with Passion. Empowering Through Inclusivity
I’ve had the privilege of learning from leaders whose wisdom fuels my personal and professional growth. Their guidance ignited my passion for inclusive leadership, collaboration, and continuous learning. These values not only inspire me but also drive me to empower others and create environments where everyone can thrive.
A Life-Changing Move: Embracing Diversity
At age eleven, my family moved to Ecuador, an experience that taught me the value of embracing diverse perspectives. Immersing myself in a new culture sparked my passion for inclusivity, knowing it fuels connection, creativity, and personal growth—values I carry into my work every day.
A Legacy That Shaped My Purpose
My grandfather, a physician and founder of a pharmacy chain that served communities for over 150 years, lived out the values of service and leadership. He showed me that leadership is about uplifting others and creating opportunities for success. His influence ignited my desire to lead by bringing people together, a philosophy I’ve carried into my roles in healthcare and academia. I’ve witnessed firsthand how inclusive communication and collaboration can drive positive change and improve the consumer experience.
Rowing to Success: The Power of Teamwork
As a college athlete on the women’s rowing team, I learned the strength of perseverance and teamwork. Rowing taught me that when everyone is valued, the boat moves toward success. This shared purpose and commitment to inclusivity and mutual support have stayed with me, fueling my passion
to drive transformational change in my professional life. Building Trust, Driving Change
Throughout my career, I’ve led complex, high-impact projects that demanded more than just delivering results; they required building trust, encouraging innovation, and fostering resilience. In my first year leading the rebranding of a major healthcare provider, the CEO sat me down and told me, “No matter how well-designed your strategic plan is, it will fall flat unless the team shares the appropriate culture. At the end of the day, the people who implement the plan matter.” That set the tone for aligning plans with our mission and building connections with internal teams and external partners.
Living Inclusive Leadership Every Day
One of my proudest achievements was leading the introduction of a new health plan by fostering open communication across diverse teams. By encouraging different perspectives, we developed a comprehensive, sustainable solution that expanded enrollment, strengthened community engagement, and made a lasting impact.
Passion for Unlocking Potential
For me, leadership is about more than achieving goals—it’s about inspiring others to realize their full potential. I’m passionate about creating environments where people are empowered to contribute their best, innovate, and push boundaries. Every day, I wake up eager to work alongside others to create lasting, positive change. That’s what fills my life with meaning and purpose.
Where are they now?
Education: JD, University of Minnesota Law School; BA, University of North Dakota
Company Name: Akin
Industry: Law
Company CEO: Kim Koopersmith
Number of Employees: 1,700+
Your Location: Dallas, TX
Words you live by: You only lose your integrity once.
Personal Philosophy: Just be nice. It gets you far in this world. What book are you reading? Code Name Helene by Ariel Lawhon What was your first job? Babysitting - I made $0.25/ hour, $0.50 if it was after
Favorite charity: Family Gateway Charity
Interests: Endurance events, reading, and wine
Family: Married to my husband Christian and proud mother to Schuyler (19) and Doodle (16)
COVID-19 changed the way we all work – and for many, it’s been good and even equitable
The COVID-19 pandemic has brought about a seismic shift in the world of work, redefining traditional paradigms and accelerating trends that were once on the horizon. This is especially true for the legal market.
As the global workforce faced lockdowns, remote work became not just a perk, but a necessity. This sudden transition showcased the adaptability of businesses and employees alike, altering the landscape of work in profound ways.
Remote work, once looked upon as an option reserved for women who were “less dedicated” to their careers, has become a mainstream practice. As organizations were forced to adopt virtual collaboration tools they changed the dynamics of team interactions and productivity.
This shift undoubtedly affirmed what many of us already knew – work from home does not mean less productive or less dedicated. At the same time, the concept of the 9-to-5 workday blurred as we all juggled personal and professional responsibilities amidst the confines of our homes.
Moreover, mental health and well-being took center stage. Employers recognized the significance of supporting their employees’ emotional and mental wellness in the face of uncertainty. Flexibility, once seen as a perk, became a crucial component of a compassionate work environment. And time away
from the office became something mandated as opposed to something requested. Virtual team-building activities, mindfulness sessions, and open conversations about mental health became integral to sustaining a connected and resilient workforce.
On a broader scale, the pandemic has prompted reflections on the purpose of work itself. Many individuals reassessed their career paths, seeking professions that aligned with their passions and values, often discovering that they can and are happy to do with less in exchange for more time away from the office. Ultimately, this global upheaval prompted a reconsideration of the essence of work itself – not just as a means of livelihood, but as a vehicle for personal fulfillment and societal progress.
As the COVID-19 pandemic abates, and society settles back into its new norm, one thing is clear – the pandemic has changed the world of work. Days are filled with video conferences instead of phone calls. Meetings that once demanded participants get on planes take place remotely. And, women, more specifically mothers, who historically were the primary consumers of flexible work arrangements, are joined by workers of all gender, marital and parental status. Gone are the days of those working remotely being equated to those who are less dedicated to their craft. It’s been replaced by a work environment that allows all employees to meet personal and professional needs.
Where are they now?
Sarah Schultz, a partner at Akin Gump Strauss Hauer & Feld LLP, has been invited to join the College of American Bankruptcy. She will be inducted in March, 2025. The voluntary American College of Bankruptcy, which was founded in 1989, invites Fellows based on their outstanding records, leadership experience, and service to the bankruptcy and insolvency field and to their communities.
Where are they now?
Kuma Roberts is now CEO and President of Black Wall Street Chamber, a non-profit member organization that advocates for black businesses in Tulsa, Oklahoma. Roberts made her debut in Women Worth Watching® while serving as chief diversity and inclusion officer at Arrowhead Consulting. She wrote in her Profiles in Diversity Journal® essay: “I lead with an approach that doesn’t devalue the thoughts of men or white people, but acknowledges that it will take us all to wrestle with the challenges of gender and racial inequality.”
Kuma Roberts Chief Diversity and Inclusion Officer
Education: IOM, Institute of Organizational Management, U.S. Chamber of Commerce
Company Name: Arrowhead Consulting
Industry: Management Consulting
Company CEO: Kris Reynolds, Managing Partner
Company Headquarters Location: Tulsa, Oklahoma
Number of Employees: 17
Words you live by: Don’t flinch. Get fearless.
Personal Philosophy: “Prove them wrong.” –My Mom
What book are you reading: The Influential Voice by Tricia Brouk
What was your first job: Frying chicken at the Walmart deli Favorite charity: American Heart Association, because both my mother and father had heart issues
Interests: Social and racial justice, arts and culture, education, and reading; I also love any Haribo gummy candy
Family: My husband of 7 years, Floyd, and two kids: 17-year-old Komari and 4-year-old Zeke
Creating Light Bulb Moments
I would like to thank Profiles in Diversity Journal for recognizing me for this prestigious award. This resonates with me because my personal philosophy, “Prove them wrong,” came from my mom, who was full of incredible sayings. As I worried about how I was perceived or wondered about my ability, tackling those issues with the mentality that I will prove any negative thoughts or impressions wrong has been empowering for me. My mother’s advice to third-grade me has served me well.
I have committed myself to addressing equity, as I see it as the vehicle to ultimately achieving what is mentioned in the U.S. Constitution, equality. The pursuit of equity is a lofty goal, but one I am passionate about.
Women are generally underrepresented in leadership positions across corporate America and have been for centuries. Gender bias or sexism still operates in our workplaces. It mainly impacts women and girls, although sexism can affect anyone. If a man has previously held the role, gender bias hinders a female when applying for the same position because of who held it originally.
Gender bias and sexism lead directly to the “glass ceiling” issue for women. It’s not a myth, but a challenge we must overcome. Racial bias can also attach itself and compound this issue when you are a woman of color. The ceiling isn’t glass, it’s concrete, which makes being seen and valued even more difficult to achieve throughout your career. Just think about how the two things
are different. Glass is strong, but it can be broken. You can see through it, knowing there’s something to work toward. Concrete is almost impossible to break through by yourself. Women of color don’t always see opportunities for career advancement. The concrete ceiling is often impossible to break through with no clear path to the next level.
What can women do to break through the glass ceiling or jackhammer through the concrete? I believe women don’t need to do more of anything. Companies need to develop programs that value the contributions and leadership capabilities of women as standard operating procedure. Through programs such as female affinity groups, employee resource groups, mentorship, sponsorship opportunities, and using data to uncover the gaps in female leadership roles, companies and organizations can create succession plans to ensure that women are not left out.
As this relates to diversity, equity, and inclusion, I lead with an approach that doesn’t devalue the thoughts of men or white people, but acknowledges that it will take us all to wrestle with the challenges of gender and racial inequality. Creating “light bulb” moments is what I am passionate about when I’m consulting or speaking at an event. If a person leaves thinking, “There is something I can do about these issues,” then I’ve done my job.
Where are they now?
Roxanne Martinez, a former vice president at DentaQuest, is now chief People Officer at CSI, a leading fintech and cybersecurity solution provider. A lawyer who turned to human resources consulting after law school, Martinez’s parting advice in her essay for Profiles in Diversity Journal® related this wisdom: “Embrace challenges. Be open to learning. Be open to possibility. Accept the unfamiliar as an opportunity to grow. I promise you, you will not regret it. I certainly don’t.”
Roxanne E. Martinez EVP, Chief Human Resources Officer
Education: Bachelor of Arts, politics, Brandeis University; Juris Doctorate, University of Denver
Company Name: DentaQuest
Industry: Insurance & health
Company CEO: Steve Pollock
Company Headquarters Location: Boston, Massachusetts
Number of Employees: 2,400 to 2,500
Words you live by: “Cultivate the habit of being grateful for every good thing that comes to you, and to give thanks continuously. And because all things have contributed to your advancement, you should include all things in your gratitude.”
–Ralph Waldo Emerson
Personal Philosophy: Treat people as you yourself would want to be treated.
What book are you reading: Code Talker by Chester Nez
What was your first job: Worked in a produce store
Favorite charity: Multiple Myeloma Research Foundation (MMRF)
Interests: Soccer, reading, gardening, baking, traveling, concerts, and spending time with my family
Family: Husband, two daughters, and a yellow lab
Be Open to Possibility
Life can come at you from all sides and knock you off your feet. The past two years have proven that everyone faces trials and tribulations, whether they’re professional or personal. When I reflect on this, I am reminded of the best advice I’ve ever received—that with every challenge comes an opportunity. In times of uncertainty, how you confront challenges can either define you or become a barrier to your personal growth and development.
This advice has guided and grounded me throughout
“asked myself, “Why not?” or met the challenge of entering a new industry head on, I wouldn’t be doing the rewarding work I’m doing today.
My path serves as an example to the individuals I mentor—whether as manager or as a soccer coach on the weekends—it is my responsibility and my passion to help them achieve their goals to the best of their capabilities. As chief human resources officer at DentaQuest, I not only impart this advice to my direct reports, but incorporate this mantra into the
In times of uncertainty, how you confront challenges can either define you or become a barrier to your personal growth and development. ”
my career, reminding me to embrace every mistake and evaluate how I can evolve to move forward. When I began my career after attending law school, I didn’t follow the expected path of practicing law. Instead, I decided to try my hand at a consulting firm, where I had to be open to working in different verticals. One day, I was asked to work on a human resources project. My experience working with this client is what propelled me onto the path that led me to my current role. If I hadn’t
company values: encourage peers to try new things and say yes to opportunities, proactively ask leaders for insights and reflections outside of performance reviews, and remember to step out of our comfort zones.
My parting advice would be this: Embrace challenges. Be open to learning. Be open to possibility. Accept the unfamiliar as an opportunity to grow. I promise you, you will not regret it. I certainly don’t.
www.diversityjournal.com
April Kates-Ellison VICE PRESIDENT, MEMBER AND CLIENT SERVICES
2021
Using My Value and Leadership for Good
One of the most valuable lessons that I have learned is to never let anyone determine my value. While I have met a host of supporters along my personal and professional leadership journeys, I have also met those who have attempted to put me in boxes or align a narrative to accommodate their respective thinking of me. And unfortunately, race and gender have sometimes been at the center of my most disconcerting experiences. I recognize that constructive criticism can be beneficial, but I also know that automatically adopting other’s thoughts of you as truth is a dangerous habit. My mother once said, “Listen to other’s opinions and feedback, use what you need to help you grow, and discard the rest.” These words, coupled with emotional intelligence education, intentional self-care, and supportive networks have been instrumental to my leadership sustainability.
My personal experiences have shaped my leadership style and motivated me to focus heavily on bringing out the best in others. I have learned that, in most cases, if you support individuals and teams with 1) a clear vision, 2) the right leadership, and
3) the right training they will rise to the occasion. I strive to have those three building blocks be the foundation of my professional leadership legacy.
While this has been my professional leadership approach, I also recognized the need to extend my leadership reach beyond my everyday job to support those in my community. I’ve always believed that. As a result, I launched the Next Steps Initiative, which is centered on advancing the next generation of leaders, particularly those from underrepresented groups. The inaugural class of 10 launched in late 2020 and culminated in a 2021 session that allowed five finalists to pitch a business or self-growth idea to a group of potential sponsors for either monetary or mentorship support. The participant’s leadership evolution was amazing and confirmed for me that developing the next generation of leaders within my community is part of my broader purpose.
I move forward on my professional and personal leadership journeys excited to make a difference and give back, while learning and growing along the way.
Where are they now?
April Kates-Ellison is currently the CEO and founder of The Lights On Collective, which provides coaching, consulting and development to individuals, organizations, and communities. The former American Dental Association vice president has over 20 years of executive experience which she summarized in her Women Worth Watching® essay: Never let anyone determine your value.
Liz Osborne PARTNER
Diversity—from Nice to Have to Need to Have
The shift in mindset over the last few years, from diversity being a “nice to have” to diversity being recognized as a “need to have,” is increasingly evident. It is hard to argue against the fact that organizations are better places if they are filled with people from different walks of life, with varying experiences and perspectives. Moreover, clients are increasingly focused on it.
So, what part can we all play in continuing to increase diversity in the workplace? To my mind there are four key areas to focus on:
1. Promotion: Until diverse candidates have a seat at the table in decision-making processes, it is hard to see how genuine change will happen and, for now, it remains the case that diverse representation in leadership roles is sadly lacking in most organizations. In order to accelerate that change, current leaders must seek to address gender—and other—inequality by identifying diverse future leaders and ensuring professional growth is possible for all in order to facilitate future promotion and representation through all levels of leadership.
2. Retention: Similarly, organizations must focus on retaining talent. The legal profession has admirable gender equality at the junior level, yet consistently fails to retain women as they move through to partnership. The team I am part of in London has seven partners; three of us are women.
We are all mothers. I talk about my children (often) to the associates in my team, many of whom are also women. I talk about the school run, bedtime theatrics, forgetting to order school uniforms in time, and feeding my toddler biscuits in front of the TV to keep her quiet when I’m stuck on conference calls. I am honest and open about how the “juggle” can be exhausting, but also make it clear that I wouldn’t have it any other way. I hope that, in some small way, I am a positive role model for those women who choose to have both children and a career.
3. Sponsors: For those of you in leadership positions, be good sponsors. Identify the individuals on your teams who may not naturally find their way through because they don’t fit a traditional stereotype. Go out of your way to put those people forward for opportunities they might not otherwise be given or take for themselves.
For those of you building your career, identify people who will get behind you and be ready to ask for their help in achieving your career goals.
4. Mentors: We all need sounding boards, whatever our level of seniority. Finding people, whether in or out of work, with whom you can share experiences and chew through problems is invaluable. Understanding what has worked well (and less well) for others can help make your own path a little easier.
Women Worth Watching® honoree Liz Osborne, former partner at Akin Gump Strauss Hauer and Feld, has moved to Paul, Weis, Rifkind, Wharton & Garrison LLP. A lawyer and a dedicated mother, Osborne wrote in her essay that combining both jobs is “exhausting” but she “wouldn’t have it any other way. I hope that, in some small way, I am a positive role model for those women who choose to have both children and a career.”
Where are they now?
This year, Nora E. Loftus became vice president and general counsel of Shook Construction, leaving behind her position as partner with the law firm, Frantz Ward where she specialized in business construction. Loftus urged readers of Profiles in Diversity Journal® to stop judging and comparing themselves to others. “Measuring success against your own accomplishments and goals is truly the only way to live a happy and satisfying life,” she said.
Nora E. Loftus Partner
Company Name: Frantz Ward LLP
Industry: Law
Company CEO: Christopher G. Keim, Managing Partner
Company Headquarters Location: Cleveland, Ohio
Number of Employees: 112
Words you live by: "The person who says something is impossible should not interrupt the person doing it." –Chinese Proverb
Personal Philosophy: Always keep learning, and laughter really is the best medicine. What book are you reading: Hymns of the Republic by S.C. Gwynne
What was your first job: Babysitter
Favorite charity: Friends of Breakthrough Schools
Interests: Hiking, travel, and history
Family: Husband, Michael, and daughter, Ileana
" "
Life is full of challenges. One person’s challenges may seem easier than yours, when you’re looking from the outside. But we can never know another person’s challenges, so we need to be careful not to judge others in comparison to ourselves or ourselves in comparison to others.
You Just Need to Do Your Best
One of the best pieces of advice I’ve ever gotten was many years ago from my mother who told me not to worry about someone else and just to worry about myself. As the mother of seven kids, my mom often had to hear us complain that one of us got to do something another one of us didn’t get to do. Or she would hear one of us trying to get another one in trouble for doing something he or she shouldn’t have been doing. My mom's response was always the same: Don't worry about your brother (or sister); you just worry about yourself. While that advice was frustrating at the time, it has proven invaluable to me as I navigate through life.
It’s very easy and tempting to want to compare ourselves to others, whether in school, in our careers, or in our personal lives. But every one of us has his or her own journey, and it isn’t fair to yourself or the other person to gauge your life against someone else’s. It distracts from the real goal in life, which is to always work toward self-improvement, while at the same time celebrating where you are in a particular moment. Life is full of challenges. One person’s challenges may seem easier than yours, when you’re looking from the outside. But we can never know another person’s challenges, so we need to be care-
ful not to judge others in comparison to ourselves or ourselves in comparison to others.
This advice ties well into one of my favorite sayings: We don’t need to be the best, we just need to do our best. And every day, each of us should try to be a better person than we were the day before. Measuring success against your own accomplishments and goals is truly the only way to live a happy and satisfying life. Admittedly, this is much easier said than done, but the older I get the easier it is to see just how important it is to not only reach your potential, but to help others celebrate and reach theirs.
52 Summer 2020 WOMEN WORTH WATCHING® AWARD WINNER
Education: JD, Cleveland-Marshall College of Law at Cleveland State University; BA, Miami University
Where are they now?
After 19 years at Genpact, Sasha Sanyal started 2024 as the Chief Operating Officer of Aquarian, a diversified global holding company that specializes in insurance and asset management solutions. Sanyal’s essay explored the importance of women helping each other to help ensure that their voices were heard in meetings and that they got credit for their ideas. “I believe that when you help another woman shine, we all shine,” she wrote in her 2019 WWW essay.
Job Title: Global Business Leader, Insurance, Diversity & CSR
Education: Bachelor of Science, computer engineering, Southern Methodist University
Company Name: Genpact
Industry: Global professional services; IT/ITES sector
Company CEO: “Tiger” Tyagarajan
Company Headquarters Location: New York, New York
Number of Employees: 87,000+
Words you live by: Just get on with it.
Personal Philosophy: If you wear your passion on your sleeve, you will always come out ahead.
What book are you reading: Factfulness by Hans Rosling
What was your first job: Manager–IT Consulting, Ernst & Young, LLC
Favorite charity: Udayan Shalini Fellowship, India
Interests: Running, reading, and traveling
Family: My husband (Samar Shivdasani), my daughters (Reyna (14) and Nylah (11), and my two dogs (Courage and Caramel)
I Don’t Shine if You Don’t Shine
There is a special place in hell for women who don't help other women.”
– Madeline Albright
I read this quote many years ago, and it stuck with me. So, when I sat down to write a few lines on women in leadership roles, I let it inspire me.
The world today understands the value of Diversity and Inclusion. Organizations strive to create a workplace that respects, celebrates, and advocates diverse perspectives. Yet for women, half the world’s population, a massive gap still exists. Only 20 percent of C-suite roles are held by women, and less than five percent of Fortune 500 company CEOs are women.
As women leaders are we doing enough to improve these numbers? Because if not us, then who?
Let us take networking as an example. Networking is easier for men. There are long-established men’s clubs, golf tournaments, and after-work meet-ups, which give them opportunities to connect. For women, there are limited opportunities to exchange ideas, and at-home responsibilities take precedence over after-work hangouts. So how can we as women leaders help solve this problem? Can we do lunch instead of dinner or encourage virtual networking instead of in-person
meetings? These are simple things that help create a more inclusive environment for women.
Have you heard of Shine Theory?
Developed by Ann Friedman and Aminatou Sow, Shine Theory is a practice of mutual investment based on this simple premise: “I don't shine if you don't shine.” Female aides to former U.S. President Barack Obama came up with a winning strategy for making their voices heard in the White House using this principle. The women told the Washington Post that, at presidential gatherings, they began using “amplification.” That is, they repeated each other's suggestions to ensure that they were being heard, and credited one another to prevent others claiming ownership of their ideas. It worked brilliantly!
Women supporting women is more than mentorship or sponsorship!
Taking someone under your wing, establishing an open-door policy, ensuring that each voice is heard will create that much needed culture of support. Knowing that each of us is not alone goes a long way in tackling our individual challenges. I believe that when you help another woman shine, we all shine. “
Sasha Sanyal
Title: Chief Consumer Officer
Education: MBA, The Wharton School, University of Pennsylvania; AB, Princeton University
Company Name: UnitedHealthcare
Industry: Health care
Company CEO: David S. Wichmann
Headquarters Location: Minnetonka, Minnesota
Number of Employees: 270,000
Your
Personal Philosophy:
What book are
What was your
Favorite
Rebecca Madsen
Access to Health Care—an Urgent Diversity Issue
My belief in the importance of diversity began in childhood. I was raised by two professors with an unwavering commitment to social justice and advocating for the rights and equality of all people. Throughout my life, I have worked to give a voice to the underserved; to be sensitive to gender, racial, and any form of bias; and to try to ensure that all people are listened to, valued, and shown compassion. My passion for diversity and making a difference has been in the health care field. More than 25 years ago, I wrote about my desire to change the health care system one person at a time and to help improve people’s health care experiences. I have been working on that goal ever since. While
progress has been made, we have more work to do to enable access to high-quality, cost-effective care for everyone. That the world is a diverse place can be measured in a variety of ways, including where people are in their health care journeys. As someone who was diagnosed with cancer at age 39, I know the devastating feeling of having a serious health event and am passionate about helping people who are in similar situations. I listen to people every day who are working to take care of themselves and their families, to stay healthy, to obtain access to care, to manage acute or chronic disease, and to navigate the health care system. Health does not discriminate. We have an obligation to help
everyone with their health, offering compassion and respect for the uniqueness of each of us. I am grateful to UnitedHealthcare for giving me an opportunity and sharing my commitment to listen to all people, to make sure they are heard, and to advocate for them. Through my work, I am developing ways to enhance people’s health care experiences and enabling them to more effectively navigate the health system. I am fortunate to have a family that taught me the importance of inclusion, and I will carry that message forward. By working together and recognizing the importance of diversity, we can make a difference in the lives— and health—of more people.
121 www.womenworthwatching.com
Rebecca Madsen, who has spent 27 years at UnitedHealth, has risen to CEO of advocacy and complex health at the major health insurance company. Madsen has served in several positions in the company including as chief consumer advocate and national chief of staff. In her Women Worth Watching® essay, she stressed diversity and making a difference in healthcare by improving the system “one person at a time.”
2017
AKristen Cavallo
Title: Chief Strategy Officer and Chief Growth Officer
Company: MullenLowe U.S.
Industry: Advertising
CEO: Lee Newman
Employees: 900
Headquarters: Boston, MA
Personal philosophy: Do one impossible thing a year. You define what’s impossible. And it’s ok to be scared. Being scared means you’re about to do something brave. I like myself best when I’m being brave.
Words I live by: Have more stamps in your passport than candles on your birthday cake.
PROGRESS DEMANDS WE QUESTION CONVENTION. THE SAME IS TRUE FOR PEOPLE. DIVERSITY FORCES US TO REWRITE THE RULES ~
fter years as a sales rep, Kristen Cavallo launched her advertising career as an intern at MullenLowe in 1994. She rose to the position of chief strategy officer and was eventually named the first female president of MullenLowe Boston. As CSO and president, Cavallo helped the flagship office grow by 86% over six years and create innovative work for American Greetings, Royal Caribbean, JetBlue, Acura and others. In 2015, she was asked to guide the agency’s mission and growth in all four domestic offices as chief growth officer.
As MullenLowe’s chief female officer, Cavallo encourages women to take a seat at the table, pulls them on stage and supports a family-forward culture. She has
126
KRISTEN CAVALLO
spoken at the 3% Conference, the Cannes Lions International Festival of Creativity and Hult International Business School’s commencement. She is twice winner of the Jay Chiat Award and was named an Ad Age Woman to Watch in 2014.
Cavallo has raised two children and currently cares for abandoned children in Rwanda through New Homes, which she has supported for ten years. She has also summited Mt. Kilimanjaro and completed the Richmond Marathon.
For Cavallo, diversity “means having a real appreciation for differences and a belief that our differences make us better.” She goes on to explain, “In branding, revolution starts on the sidelines –never with market-share leaders,
as they are winning by the rules already set. Brands like JetBlue, Netflix and Airbnb change the way we view things. Progress demands we question convention. The same is true for people. Diversity forces us to rewrite the rules.”
Kristen teaches employees how to sprint and to think, mentors them to speak up and inspires them to challenge themselves. “You can’t always choose your title or your salary. But you can often choose your boss. Choose someone who will invest in you, put you on stage, push you out there – someone who will ‘leap out of the dugout should you ever charge the mound.’ Then be that for someone else, preferably a woman. Don’t compete with the other women in the room. No one wins. Be the kind of woman you go to war beside, not against.”
Where are they now?
This year, Kristin Cavallo is consulting with multi-billion-dollar IPG Consultants after retiring as CEO of MullenLowe Global and of The Martin Agency, which won multiple awards under her leadership. Cavallo wrote in her WWW essay that “progress demands we question convention. The same is true for people. Diversity forces us to rewrite the rules.”
Where are they now?
Robin Miller is now a partner at Stites & Harbison after serving as partner at Ulmer & Berne for eight years. When Miller got into the commercial litigation field there were few women working in that field so she had to prove herself. Her take away? “Believe in yourself and don’t be afraid to speak up and out. Take calculated risks, ask for the tough assignments and hold yourself accountable. And always remember where you came from and what it took (and who helped) to get you where you are.”
Partner and vice chair of the Business Litigation Group at Ulmer & Berne LLP, Robin Miller’s practice focuses on complex commercial litigation. She represents publicly traded corporations and small private businesses, as well as universities at all stages of litigation, including requests for immediate injunctive relief, trials and appeals. Miller has experience defending and pursuing a variety of cases involving breach of contract, fraud, defamation, noncompete agreements, trade secret misappropriation, construction, employment discrimination and product liability. Her voice and leadership are helping to shape the Group’s trajectory in years to come and its ability to deliver unsurpassed quality to clients today.
Miller’s trial advocacy skills reach all the way to the Supreme Court of Ohio, where she has successfully argued on behalf of her clients. Her skills as a lawyer and unwavering professionalism have earned her the respect of her colleagues, both inside her firm and throughout
Robin D. Miller
Title: Partner and Vice-Chair, Business Litigation
Company: Ulmer & Berne LLP
Industry: Legal Services
CEO: Scott Kadish
Employees: NA
Headquarters: Cleveland, OH
Education: J.D., University of Dayton School of Law
Personal philosophy: There is no room in life for stress – only hard work, which produces great results and obviates the need for stress. (It becomes a wonderful self-fulfilling prophecy.)
Words I live by: Start out the way you mean to go.
TAKE CALCULATED RISKS, ASK FOR THE TOUGH ASSIGNMENTS AND HOLD YOURSELF ACCOUNTABLE. AND ALWAYS REMEMBER WHERE YOU CAME FROM AND WHAT IT TOOK (AND WHO HELPED) TO GET YOU WHERE YOU ARE.
~ ROBIN D. MILLER
the legal community. She has served as co-chair of the firm’s women’s professional development committee and is involved with the National Association of Women In Construction. She was recently named a Client Service All-Star by BTI Consulting.
When asked to recount her biggest professional obstacle and how she overcame it, Miller replies, “ There are not a lot of women who practice in complex commercial litigation. I had to fight for challenging opportunities and then prove to colleagues, judges, juries and clients that I was just as aggressive and worthy as my adversaries.”
For Miller, diversity and inclusion have a personal importance.
“Inclusion promotes compassion and teamwork, both of which are very important to me,” she says.
“We all have different values and experiences. Inclusion allows us to capitalize on both for the greater good. No organization benefits from being narrow-minded.”
Miller tells young women on their way up, “Believe in yourself and don’t be afraid to speak up and out. Take calculated risks, ask for the tough assignments and hold yourself accountable. And always remember where you came from and what it took (and who helped) to get you where you are.”
Kathleen Flynn Peterson, an award-winning medical malpractice lawyer, is now a partner at Ciresi Conlin LLP after serving as a partner for 40 years at Robins & Kaplan. An active member in her community and in the bar association, Flynn Peterson told PDJ readers that her motto is “just do it” with a reminder that “you can never go wrong by being genuine, gracious, grateful, and generous.”
KATHLEEN FLYNN PETERSON PARTNER ROBINS KAPLAN LLP
Company: Robins Kaplan LLP Industry: Legal CEO: Marty Lueck, Chairman of the Board
Employees: 613
Headquarters: Minneapolis, Minnesota
MALPRACTICE ATTORNEY DEVOTED TO MAKING A DIFFERENCE
Kathleen Flynn Peterson has built a reputation as one of the nation’s preeminent medical malpractice trial attorneys.
As a partner with Robins Kaplan LLP, she has devoted her career to providing advocacy for people dealing with pain, suffering, and loss. With her extensive background in both the medical and legal sectors she is making a difference to her clients and their families.
Her career started three decades ago as a registered nurse known for speaking up against institutional problems in the medical system to garner the best care for her patients. Drawn to the law after serving as a juror, today she advocates against health care injustices, representing individuals and families who have experienced injury or death as a result of medical negligence.
Flynn Peterson has obtained numerous multi-million dollar court verdicts and settlements, several of them record-setting, to secure justice for her clients. She lives by the words “just do it” and says “you can never go wrong by being genuine, gracious, grateful, and generous.”
Examples of some of her cases include securing a $4.6 million verdict for the family of a woman who died from a post-partum hemorrhage during childbirth. Another was obtaining a $4 million settlement to cover lost income and rehabilitative care for a client who suffered cognitive impairment because her seizures were not treated correctly. Others include resolving a case at mediation for $9.5 million for a woman who suffered a catastrophic brain injury following a failed tracheostomy, and obtaining a $5.6 million settlement for a three-year-
old child who suffered a brain injury during birth.
An equally passionate leader in her community, Flynn Peterson has served as head of the Minnesota chapters of the American Board of Trial Advocates, and was the national president of the American Association for Justice, where she was honored with the prestigious Lifetime Achievement Award. She recently joined the Lawyers’ Committee for the National Center for State Courts, a non-profit organization formed by the nation’s state chief justices devoted to improving the administration of justice through leadership and service to the state courts. She also serves as president of the Pound Civil Justice Institute and is on the board of regents of the American College of Trial Lawyers. She holds a law degree from William Mitchell College of Law. PDJ
2015
As Aflac’s senior vice president/ chief information officer since July 2013, Julia Davis oversees the day-to-day operations and the strategic initiatives of the company’s Information Technology division. In this role, Julia has shown herself to be a dedicated visionary who possesses the integrity, character, competence, and decisiveness that are essential to lead successfully. She has also been tenacious in her quest to modernize the IT division and enable Aflac to remain at the top of the innovation charts in the insurance industry.
Julia began her career as a software engineer in the United States Air Force, where she rose to the rank of captain. Prior to joining Aflac, she served as chief information officer at American Safety Insurance (ASI), as well as the Equipment Finance Division of GE Capital Healthcare Financial Services and GE Capital Business Productivity Solutions. Additionally, she has held IT l eadership positions at GE Energy, Armstrong World Industries, Information Builders, Ogden Government Services, and CRSS Services, Inc.
Her biggest career leap, however, came outside of the technology realm.
“I was always on the engineer/ technology career track and I saw an opportunity to triumph in an area that was out of my comfort zone—sales,” said Julia. “It’s one of the jobs I’ve held in which I have learned the most. In sales, I mastered the skill of building my brand and selling my ideas/innovation. As a project manager, I learned the craft of communication and how to manage different teams. These critical skills have helped me as CIO to meet strategic goals.” PDJ
Davis
Senior VP & CIO Leads Aflac’s IT Division to an Innovative Future
Always understand what your goal is. Don’t try to be something you don’t want to be. Where are they now?
Julia Davis is now an executive partner with Gartner, a consulting company that helps businesses make strategic moves. PDJ profiled Davis when she served as senior vice president for the insurance giant, Aflac. Her Women Worth Watching® essay urged readers to accept failure as the price of success: “View it as a learning experience. Being able to grow from adversity and move on is what makes you a stronger leader.”
2014
I have been on a lengthy journey of understanding myself and trusting my inner voice. In 2005, I began learning how to craft my career by working from the inside out—learning what made me happy, not just professionally, but personally. I acquired the habit of not applying for positions that had “sexy” titles, but instead looked for positions that matched my interests (e.g., building programs, creating impact/legacy, being strategic, working with people etc.).
Kimberley Tull
The cofounder of Black Pearls Community Services knows that success starts on the inside.
Staying spiritually grounded, having great supports in all areas of my life, and trusting myself and my decisions were integral to creating a happy, wellround life and career. I had to ask myself difficult questions: What does an ideal work experience look like for me? How do I create a positive and valuable career? What do I enjoy? What am I willing to compromise?
Then I enrolled in a mentorship program. During this process, I learned to celebrate the things that made me—and continue to make me—special. I gained a better understanding of what I had to offer, and owned and claimed those things—the positives
and perceived negatives—such as, my fear of failure and disappointment.
Going through this process allowed me to embrace that fear and be motivated by it, instead of letting it keep me from achieving my goals and embracing my passions.
My journey has taught me that my career shouldn’t be based on other people’s standards, and that my professional, charitable, and personal worlds can complement each other. Once I understood those two things, everything else fell into place.
Inner work is about finding security in who you are and finding meaning in doing what is most important to you.
I learned to celebrate the things that made me ... special. “ “
It means recognizing that you have to know yourself in an authentic way before you can be fulfilled and contribute in a meaningful fashion. Career building is only one part of our journey of self-discovery. Once we know who we are on the inside, we can begin building a balanced and fulfilling career. PDJ
This Project Director with Bechtel got noticed by saying yes to new challenges—and doing great work.
I have been with the Bechtel Group for most of my career. Our business is incredibly dynamic, driven by world events, civil infrastructure needs, and the capital investments our customers are willing to make, based on global demand for their product. For me, personally, responding to these challenges has included relocating my family multiple times, taking on new assignments, and traveling extensively for business. Flexibility in supporting business objectives has been key in
enabling me to stand out.
I sought breadth of experience in assignments—design, systems integration and test, business development, project management, and functional management—and performed these roles in multiple geographic locations. The breadth of those assignments gave me exposure to a large population of peers and senior leaders within the company, and vice versa. Performing well helped me to get noticed. I study every new situation I enter.
Where
are they now?
Kimberley Tull, a member of the Women Worth Watching® class of 2014, is now the director of Community & Learning Partnerships and Access pathways at the University of Toronto Scarborough. Tull stepped into PDJ’s spotlight as executive director of Black Pearls Community Services. Her essay stressed the importance of finding yourself and her advice is timeless: “Get out there! Use your voice, share your story, have conversations, and expand your networks.”
PROFILES IN DIVERSITY JOURNAL September/October 2014
Peggy McCullough
WOMEN WORTH WATCHING
Where are they now?
Jennifer Bedard, a Woman Worth Watching® honoree in 2014 and 2022, is now Chief Financial officer for PLA, a national supply chain provider offering pallet management services and other transportation services. In her 2014 essay, Bedard, who was vice president of Strategic Analysis for Cox Automotive, wrote about the importance of moving to new positions that make you stretch and lean on the wisdom of mentors.
I have made a few shifts that had significant impacts on my career. Twice, I decided for a couple of reasons to leave one company and move to another. I
Jennifer Bedard
This Cox Automotive VP knows from experience that stepping out of your comfort zone is one key to success.
“… making bold moves improved my job satisfaction and increased my confidence.”
had become comfortable in the role, which was a signal to me that my team was ready to step up and operate independently, and that I was ready for a new challenge. To prepare for those moves, I had to recruit, develop, and retain a highly skilled, motivated, and diverse team that would carry forward and enhance the work that had been started.
The other type of shift involved navigating from an existing position, for which I was well suited, to another
position within the same company that would be a stretch for me. Taking on assignments that were less of a direct fit with my background enabled me to grow in valuable ways. It was also a signal to the organization that I was ready and willing to take on challenges, and that I was confident in my abilities to learn and master the job.
I found that making bold moves improved my job satisfaction and increased my confidence. What I didn’t expect during these transitions, was the time it would take to become proficient at my job, or the growing pains I would experience by starting over and building a new team and function. That said, what I learned along the way was invaluable and worth the effort. PDJ
Throughout my career, I’ve taken steps to enrich myself. I think those steps have helped me stand out and touch those inside and outside my organizations.
First, I’ve always been willing to take on tough challenges, even ones that others have shied away from.
As a result, I’ve been labeled “courageous,” and courageous is in high demand in most organizations these days. I advise young women not to be afraid of challenges, or of making mistakes. Even if you stumble, you’ll be recognized for tackling the situation. And you’ll learn from your errors.
Next, I have always taken steps to build networks, skills, and experiences outside the workplace. Over the past 20 years, I’ve volunteered in organizations and roles outside my industry. Currently, I work with
the Cancer Hope Network, helping recently diagnosed patients navigate the care system. This has shaped me, both as a person and as a leader. I have developed better listening skills, greater empathy, and deep personal relationships.
“I advise young women not to be afraid of challenges, or of making mistakes.”
Finally, I am a huge supporter of mentoring. In fact, each year I mentor a young woman from a local high school who has expressed interest in business. It’s been so enriching—not just because I can expose her to so many different aspects of the business world, but also because she teaches me. In the IT profession, it’s always about the latest technology, and no one knows the latest technologies better than high school kids. She gives me an edge! And the experience enables me to give back. I think all Women Worth Watching® can play an important role in raising the next generation in each of our respective fields. PDJ
Sue Liddie
Avon’s VP and CIO believes in stepping through your fears and embracing challenges.
WOMEN WORTH WATCHING
Where are they now?
Stephanie Bush serves on the board of a number of companies including Costero Brokers Ltd. and Inszone Insurance Services, putting her skills gained as senior vice president and chief product and underwriting officer at The Hartford to good use. The retired executive’s advice told Profiles in Diversity Journal® readers in 2013 that “a career is likely to be forty years long, so it is important to find the careers and industries that create that passion. If you love it, it will not seem like work.”
HEADQUARTERS: Hartford, Connecticut
WEBSITE: www.thehartford.com
BUSINESS:
Property and casualty insurance, group benefits, and mutual funds
REVENUES: $26.4 billion
EMPLOYEES: 20,000
TITLE: Senior Vice President and Chief Product and Underwriting Officer, Small Commercial
EDUCATION: BS, University of Missouri–St. Louis
FIRST JOB: Home loan processor
MY PHILOSOPHY: Get comfortable with being uncomfortable.
What I’m Reading: Great by Choice: Uncertainty, Chaos, and Luck— Why Some Thrive Despite Them All, by Jim Collins and The Mentor Leader: Secrets to Building People and Teams That Win Consistently, by Tony Dungy with Nathan Whitaker
SBush
Is there a role model who has had a profound impact on your career and/or life? What did he/she motivate you to do? I have been fortunate to have had many mentors, but one in particular is prominent: Judy Blades. She was the former president of Business Insurance at The Hartford. Blades was an advocate for me, but even more importantly, she placed me in situations that were outside of my comfort zone. She was deliberate about my career assignments. She was blunt and direct regarding my development opportunities, while encouraging me to succeed in any situation. Blades, along with many others, have instilled in me the importance and power of providing encouragement, feedback, and challenging assignments to my team members and partners.
What advice would you give young women building/ preparing for a career? Women—especially those who are building their career—must discover their passion. A career is likely to be forty years long, so it is important to find the careers and industries that create that passion. If you love it, it will not seem like work. Secondly, knowing your core values is important. Your core values will serve as a guide as you are presented with issues and opportunities in all situations. This foundation of passion and core values is critical and will lead you to the most satisfying and rewarding careers.
T. JOSEPH’S UNIVERSITY ACADEMY OF RISK MANAGEMENT AND INSURANCE PUBLISHED A STUDY SHOWING THAT GENDER DIVERSITY IS LACKING ACROSS LEADERSHIP LEVELS WITHIN THE INDUSTRY. As a woman in a leadership position at an insurance company, I accept the challenge to change this trend. Women have made strides since I began my career in the industry twenty-five years ago; the number of women in senior roles within our industry is encouraging and increasing.
The only way we can continue to create meaningful change is for women to believe that they deserve an equal treatment and voice, no matter what industry or level.
In my career, I have been blessed with many opportunities, but I’ve also faced many challenges. If I had let my fear of those challenges command me, I would not have grown, learned, and contributed as a result of them.
Here is some key advice:
Know your full potential and always strive for greater. I often see women not reaching enough. I achieved a career goal in my early thirties, and then thought, What next?
Key to achieving your full potential is to embrace feedback. It can be hurtful, but embrace feedback, make corrections if needed, sustain the correction, and then ask for more feedback.
Women have the same ability as their male counterparts to make significant contributions and to have the power to make a company or organization better. I fundamentally believe that anyone who has a strong work ethic, integrity, and collaborates well with others will succeed in business today.
“Key to ACHIEVING your full potential is to embrace feedback.”
Company and Executive Women Worth Watching® 2014 Award Winner Stephanie
The Hartford
2011
TITLE: Vice President & General Manager-Automotive
EDUCATION: BS, Creighton University; MBA, Creighton University
FIRST JOB: Mowing Crew
WHAT I’M READING: The Lincoln Lawyer, by Michael Connelly
MY PHILOSOPHY: Your career and your reputation belong to you! Embrace change and don’t be afraid to leave your comfort zone.
FAMILY: Husband Matt, and four children, Jessica, John, Joe and Jacob; Six sisters, five brothers, and the best parents in the world.
INTERESTS: Reading, horseback riding, gardening
FAVORITE CHARITY: Juvenile Diabetes Research Foundation
COMPANY: Union Pacific Railroad
HEADQUARTERS: Omaha, Nebraska
WEBSITE: www.up.com
BUSINESS: Freight transportation and logistics
REVENUES: $17 billion
EMPLOYEES: 43,000
Linda A.
Iam the eleventh of twelve children in my family and grew up on a cattle ranch on the edge of the Nebraska sand-hills. I started my career with Union Pacific Railroad in our marketing and sales department 23 years ago as a campus recruit. I loved it right off the bat, and it didn’t take me long to realize the lessons I was learning while growing up on the ranch also apply in a Fortune 200 company. Many of those lessons have helped me from a business perspective, but I’ll share the ones that have had the most impact on my career success.
Reputation matters. Tell the truth, even when it’s a tough message. Where I grew up, business was done on a handshake. You own your reputation. Telling people what they want to hear when it is not the truth can result in significant damage. That said, you need to work on proper delivery. Learning how to deliver a tough message and maintain a relationship is a critical skill that is often overlooked.
Everybody works. Pull your weight. Hard work alone won’t make you successful, but neither will pure talent. Performance, performance, performance is the ticket to being noticed for a new assignment, and a team member who is not focused on doing their part quickly becomes a detriment.
Don’t watch the clock. Make hay while the sun shines. I don’t like to use the word “balance” in my vocabulary. Achieving harmony is a much more realistic goal when you think about managing all of the threads of your life. Sometimes work is at a peak and the other threads move into a valley, and vice versa. From both career and family perspectives, knowing when to work and when to play, and how to appropriately mix those things together, makes for a much more enjoyable overall experience for everyone.
There will be tough years. Plan ahead. Anyone who works with agricultural markets knows the world can change on a dime. Whatever job you are in, think about where it could go and have recovery plans in place. Change will happen! You can be behind it trying to catch up, or thinking ahead carving a path. Be adaptable, be innovative, be ready! Do something you love. Having a passion for whatever you are doing makes all the difference.
“ ”
Reputation matters. Tell the truth, even when it’s a tough message.
Where are they now?
For 34 years, Linda Brandl was a mainstay among the executive ranks at Union Pacific Railroad until her retirement this year. She recently became interim CEO of Kiewit Luminarium, a nonprofit science museum in Omaha after the former CEO abruptly stepped down. Brandl told PDJ readers that they should do their best work if they want to be successful. “Performance, performance, performance is the ticket to being noticed for a new assignment, and a team member who is not focused on doing their part quickly becomes a detriment.”
Union Pacific Railroad
Radnor, Pennsylvania
WEBSITE: www.LincolnFinancial.com
BUSINESS: Insurance
REVENUES: $10.4 billion
EMPLOYEES: 8,000
Lisa M.
Manycompanies embrace the theory of aligning human resources with the business. At Lincoln Financial Group, we’re putting it into practice.
I joined the company in late 2008, in the heart of the market crisis, where things were as challenging for us as they were for other financial services firms. But it was the best career decision I could have made.
While many companies focused on simple survival, we concentrated on reinvention, literally recreating the company to make human resources a true strategic partner by helping the organization acquire and retain the right talent, develop and motivate employees and focus resources. We implemented pay-for-performance, then provided people with development tools to maximize their achievements.
To stimulate employees, we offer people opportunities to engage, do interesting work and feel a sense of accomplishment. As a result, the loyalty and love for this company is awesome today.
But, it hasn’t been easy. We are grooming a workforce that follows new rules about career development:
• It may seem obvious, but we want
Where are they now?
people to understand the business they work for, its strategic direction and how they fit in. You’d be surprised how many employees nationwide don’t understand their companies.
• We underscore that at every stage of your career, you are responsible to network – not to socialize, but to learn. That means learning from peers and colleagues. Identify people you admire, and then look for opportunities to spend time with them.
• We seek people who work hard, deliver well, meet deadlines and maintain unwavering personal and professional practices. Integrity cannot be taught.
• We consider promotions an opportunity to prove to superiors that they made the right decision. We want our employees to exceed expectations.
I’ve always believed a career is a lifelong quest for knowledge. At Lincoln Financial Group, we facilitate that knowledge – of the company, the industry, the market – to empower employees to be real partners in our collective success and fuel their personal career development.
“ ” I’ve always believed a career is a lifelong quest for knowledge.
Lisa Bettinger-Buckingham has done much in her career, including serving as an executive at Lincoln Financial Group for 12 years and starting her own company. Yet she kicked it up a notch by becoming chief human resources officer for the US Soccer Foundation this May. Her 2011 PDJ essay emphasized the importance of learning from your fellow employees and knowing your company’s goals and mission. “You’d be surprised how many employees nationwide don’t understand their companies,” she wrote.
Where are they now?
Hollie Castro, a veteran human resources executive for several companies, is running her own company, HC Advise, based in Austin Texas. Castro made her appearance on the 2010 list of Women Worth Watching® as a chief human resources officer for BMC Software. Castro’s PDJ essay encouraged young employees to be disciplined, persistent and flexible.
title Senior Vice President, Administration
eDucation: MBA, Thunderbird
School of Global Management
FirSt JoB: Marketing and Sales Manager – Start-up in Italy what i m reaDing: The 4-Hour Work Week, by Timothy Ferriss – to better understand the mindset of Generation ‘Y’
mY PhiloSoPhY: Know what you value at different points in life. Align your life accordingly, no matter what other people think.
FamilY: The most cherished dimension of my life, husband of 17 years, Dan; daughter, Isabella; mom, Judi; dad, Stan; and mother-in-law Zinha.
intereStS: World Cup, Formula One, gourmet cooking and global travel.
FaVorite charitieS: 2 orphanages in Brazil and Haiti
comPanY: BMC Software, Inc.
heaDQuarterS: Houston, Texas
weB Site: www.bmc.com
BuSineSS: Technology – software.
annual reVenueS: $2 billion
emPloYeeS: 6,000
44
Growing up in Colorado, my parents provided me with the strength to do whatever I put my mind to do. They helped me become fearless in my life adventures. They taught me to live life according to my core values and to take risks. They coached me to look at opportunities and find the positive rather than the negative. They taught me to be curious of things I am not familiar with, and to look at other cultures with an open mind and with a keen interest in seeing how others view the world.
As an exchange student in high school, I spent one year in Switzerland perfecting my French and learning Italian, followed by undergraduate studies in Italy studying their language and lifestyle. I received my MBA at the Thunderbird School of Global Management where I realized learning languages would be just a small part of understanding more about our world.
For 20 years I have had the opportunity to work in global companies. I have also shaped and run several startup companies. I learned
“The best mentors are those who see what you cannot see in yourself and call you to step into your greatness.”
that my passion is helping people reach their full potential by mentoring and coaching. I became a founding member of a nonprofit charter school helping to shape children’s futures by opening doors to global communities, and helping them see how much the world has to offer.
All of these experiences have helped shape the executive I am today. The biggest challenge I have faced was being younger than my peers. At times this was intimidating. It was important for me to balance confidence and humility when dealing with people who were more experienced than myself.
The best mentors are those who see what you cannot see in yourself and call you to step into your greatness. They question the status quo and are not afraid to show vulnerability or admit they’ve made a mistake. They readily give credit to others.
My advice to young women is to look at life as a series of chapters Be clear about what you want in each chapter of your life. By doing this, you remove the pressure of having to figure out your “life” plan and you allow yourself the flexibility to take advantage of opportunities that present themselves. Be disciplined and persistent. Know what you value. Be flexible enough to change as needed. I believe it is a great time for women in careers.
Hollie Castro
BMC Software, Inc.
women worth watching in 2011
Where are they now?
Barbara Dirks made her appearance on the 2008 Women Worth Watching® list when she was president and CEO of Pace Credit Union. That job (and many others) are long behind her and this year, Dirks became president and CEO of Resilia, a software company for non-profit organizations. She advised PDJ readers to take personal risks because they “can create the most valuable learning experiences.”
Barbara Dirks
EEvery successful leader needs to develop her own blueprint for success. Each leader’s blueprint is unique, comprising personal insights and experiences, as well as learnings from mentors they wish to emulate.
More than a decade ago, i spent two years working for the botswana government in the Central Kalahari Desert. The perspective i gained through this jarring immersion in a completely new environment, packed with social, financial, and cultural contrasts, inspired me to develop my personal blueprint. successfully navigating this extraordinary cross-cultural experience required me to define a clear vision, collaborate with others, and have the courage to make tough decisions. These tenets have held true for me as i’ve progressed toward my career and personal goals.
Taking personal risks can create the most valuable learning experiences.
Develop a clear vision and measure success. invest the time to think about what success means to you. is it a certain role in your company? industry? Community? Or is it degree of impact? Only you know the answer, but you must find clarity before you can be successful. whether it was working in africa, graduating from law school or taking responsibility for a business unit, achievement has never been a passive phenomenon. if you can’t define and measure the “end-state,” you’ll never get there. success is a culmination of realizing myriad goals, and it requires you to tend and nurture your vision to ensure it evolves with relevance. be collaborative. leadership and success are seldom accomplished single-handedly. learn to listen to your colleagues, understand what success means to them, and create solutions that everyone can support. To me, success is rarely about individual pursuit; rather, by listening, influencing, and working collaboratively, the success and accomplishments realized synergistically surpass those that would have been achieved alone.
have courage. There is an old adage that says, “Nothing ventured, nothing gained.” Taking personal risks can create the most valuable learning experiences. have the courage to step up to opportunities or initiatives that challenge your comfort zone and expand your competencies. Manage risk-taking appropriately, but trust your instincts. This will be increasingly important as you progress to a position of leadership and influence and are called upon to make tougher decisions. sometimes courage is simply not settling for sub-optimal solutions.
i continue to learn and find myself constantly refining my personal blueprint. The key is to set your sights on what is important to you and to use your own blueprint to make it happen.
EDUCATION: BA with honors, University of Toronto; LLB, University of Western Ontario; MBA, University of Western Ontario
FIRST JOB: Financial manager, kang Brigade Development Trust, kang, Botswana, Africa
WHAT I’M READING: Copy This! How I Turned Dyslexia, ADHD and 100 Square Feet Into a Company Called Kinko’s, by Paul Orfalea and Ann Marsh; A Remarkable Mother, by Jimmy Carter; and The Price of Privilege: How Parental Pressure and Material Advantage are Creating a Generation of Disconnected and Unhappy Kids, by Madeline Levine
MY PHILOSOPHY: Set your sights on what is important to you, and use your own blueprint to make it happen.
FAMILY: Husband, Ron; son Charlie, 4; daughter Ainsley, 1
INTERESTS: Family time, outdoor activities (golf, swimming, running)
FAVORITE CHARITY: Habitat for Humanity
COMPANY: Harris Bankcorp inc., part of BMO Financial Group
HEADQUARTERS: Chicago, illinois
WEB SITE: www.harrisbank.com
BUSINESS: Financial services
ANNUAL REVENUES: $833 million in 2007
EMPLOYEES: 4,400
women worth watching in 2009
Harris Bankcorp Inc., part of BMO Financial Group
2008
women worth watching in 2009
Diane J. Hoskins
Gensler
Wwhen asked what motivates and invigorates me as a leader, i do not hesitate to say that above all else, i am intrigued by innovation and excellence— the ongoing search for ways to do things better and smarter. we live in a complex world and Gensler clients are looking for “game-changing” ideas—and that means redefining the possibilities!
after many years in business, it is still a source of excitement and pride to see people achieve excellence. My objective at Gensler is to nurture in others an understanding and appreciation of the power of innovation and excellence and how to achieve extraordinary design as individual talents working in teams.
There is no question that individual ideas and achievements are a vital part of the creative process. however, powerful synergies develop when groups of creative thinkers come together. when a team takes that seminal idea, builds upon and transforms it, the best ideas become extraordinary design concepts. The spontaneous generation of genius in the group setting generates creative momentum in the group—that’s when the transformative power of synergy is ignited!
Innovation requires the synergy of diverse talent—it is truly a team sport.
Effective leadership requires a balance between the unrelenting commitment to excellence, and the empowerment of the individual talent to develop and grow.
Excellence and empowerment must be balanced; singular focus on either creates unintended consequences. with a strong drive for excellence only, it is possible to frustrate new and undeveloped emerging talent that needs supporting and nurturing, not heavy-handed criticism. likewise, a leader who fails to monitor and manage individuals’ empowerment runs the risk of multiple objectives undermining the clarity of purpose.
achieving superior results also means motivating team members. True leadership is about being able to raise the bar, motivating others to reexamine, reevaluate, and rethink without losing enthusiasm or commitment.
working with our firm’s leadership—all of whom are committed to collaboration and synergy as a “one firm firm”—has been a source of energy and inspiration for me at Gensler. Throughout my career, i have found that the most compelling and accomplished leaders are the ones who think this way.
My daily effort continues to ensure that, as our team strives for ever-greater excellence, everyone at Gensler knows that i look for the best in them and strive to help them achieve their greatest potential.
Diane Hoskins became global co-chair at Gensler, an international global architecture, design and planning firm, this year after serving as co-CEO of the company for almost 20 years. Her advice? “True leadership is about being able to raise the bar, motivating others to reexamine, reevaluate, and rethink without losing enthusiasm or commitment.”
Adriane Brown serves as managing partner with Flying Fish Partners, a venture firm and as a board member of several multi-million-dollar companies including American Airlines and Ebay. In 2007, she was head of Honeywell’s $4.6 billion global Transportation Systems business, urging PDJ readers to “first, deliver results and do so with integrity. Be a person of your word. Find bright and successful people to be a part of your team, making sure they complement your weaknesses. And never, ever stop learning.”
HONEYWELL
Where are they now?
Lois Cooper is currently CEO and president of her own executive coaching business company, Lois M. Cooper Inc. in New York, after 16 years as an executive at Adecco, a world-wide human resources company. Cooper recommended that rising stars in their fields have a good sense of humor and be fun. “Enjoy life!” she wrote.
Lois Cooper
“Spend quality time with family and friends.”
There are two points that I would like to share with women who are rising stars. First, have a great sense of humor. Second, live a fulfilling personal life.
Having a great sense of humor makes each day go faster. It also helps when we don’t take ourselves or situations so seriously. There is nothing more sobering than to turn on the news channel after a full day in the office. So many serious things happen in the world during the course of an eight-hour (or 12-hour!) day, that the news puts it all in perspective for us.
Of course, we need to work hard, put all our effort into what we do and pay full attention to the issues that we deal with during the day. It doesn’t hurt, however, to take a short break during the day to share a smile or laugh with colleagues. It really helps us to transition to the next phone call or e-mail with a refreshed attitude!
TITLE: Vice President, Human Resources and Diversity
EDUCATION: MBA, Baruch College, New York, NY
FIRST JOB: A summer job through Nassau County, NY
READING: I Know Why the Caged Bird Sings, by Maya Angelou
FAMILY: Married to Joseph for 20 years; daughter, 17, a freshman at Long Island University, NY
INTERESTS: Reading, traveling
FAVORITE CHARITY: Toys for Tots
COMPANY: Adecco
HEADQUARTERS: Melville, NY
WEBSITE: www.adeccousa.com
It is equally important to pay as close attention to our personal lives as we do to our work lives. We all have heard stories of women who put so much into their work that they have no time or energy left for their husbands, children, parents or communities. We don’t want to let life pass us by (because we all know how time flies!) and wake up one day not really knowing our family and friends and feeling alone. While work is a critical part of our lives and identities, always remember to “work to live” not “live to work.”
BUSINESS: Worldwide, full-service supplier of human resources
EMPLOYEES: 650 employees at corporate headquarters; 3,300 full-time employees across the United States; more than 130,000 temporary employees per week throughout the United States; more than 600,000 temporary employees per week worldwide
Get involved in your church and community organizations. Spend quality time with family and friends. Treasure those special, quiet moments—they may be once-in-a-lifetime opportunities! Read, garden, cook or nurture another activity that you have a passion for. Don’t let work become your only focus—you will actually be less effective that way. Enjoy life!
Trilantic Capital Management L.P…………………........………73
TWI, Inc…………………………………………………..........30, 33 Union Pacific Railroad…………………………………...……….57 UnitedHealthcare…………………………………………...……85
University of Toronto Scarborough………………………....….90
Upbound Group…………………………………...................….28 US Soccer Foundation……………………………………..…….94
WilmerHale……………………………………………......….58, 74
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