PBN C-Suite Awards 2022

CAREER ACHIEVER Cathy Duquette Lifespan Corp.

Driven by a desire to make a difference PAGE 4

PRESENTING SPONSOR

You’ve blazed the trail.

We’re proud to follow.

Leaders like you inspire others to reach new potential.

That’s why KPMG is proud to recognize the Providence Business News’ C-Suite Awards recipients for paving a new path for others to follow. kpmg.com

© 20XX KPMG LLP, a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. NDPXXXXXX

PRESENTING SPONSOR MESSAGE

KPMG LLP is proud to present the PBN C-Suite Awards!

The pandemic put a spotlight on the importance of leadership.

Through your work and your guidance, each of you represents a constant reminder that together we can achieve more than we ever imagined.

As truly influential leaders in the Rhode Island business community, your contributions and unwavering support of our local economy deserve recognition.

That’s why KPMG is honored to have the opportunity to recognize all of the distinguished Providence Business News’ C-Suite Award recipients for continually leading by example and inspiring all of us to reach beyond our limits.

Congratulations!

Stephanie Federico Vice President, Government and Public Affairs Cox applauds all the

FROM THE EDITOR

Leading through connections C-SUITE LEADERS ARE ALL ACHIEVERS who have risen to their prominent positions because of their demonstrated ability to deliver results.

Providence Business News C-Suite Honorees

But the best of them, such as The Washington Trust Co.’s William Wray, are not just top individual performers. They are the glue that binds internal and community connections.

Wray, the chief risk officer, is intimately involved in bank finances. He studies credit risk and led a team that helped the bank successfully originate $300 million in Paycheck Protection Program loans. But he’s also a musician credited by bank Chairman and CEO Edward O. “Ned” Handy III with building “positive spirit” throughout the company. Outside the office, he serves as a trustee or board member for several community groups because that’s “a critical part of my role as a leader within the company.”

For Lifespan Corp.’s Cathy Duquette, this year’s Career Achiever, caring about and relating to others comes naturally. She worked as a nurse for years before jumping into executive leadership. Now Lifespan’s executive vice president for quality and safety and chief nursing executive, she’s responsible for company performance in a host of areas. Yet she’s equally invested in areas not easily measurable by tracking numbers, such as maintaining company culture and staff connections to patients and the community.

At employee-owned Thielsch Engineering Inc., the staff’s investment in and commitment to the business is a given. But Chief Human Resources Officer Nancy Contillo goes beyond managing benefits and paperwork and is renowned for her empathy and ability to connect with everyone from junior employees to the board of directors.

Read on for other examples of C-suite leaders whose mastery of their own job descriptions is matched by their selfless commitment to the well-being and success of others.

Returning for the seventh year as presenting sponsor is KPMG LLP. We thank them for their support.

Michael Mello Editor

CONTENTS Cathy Duquette......................... 4 William Wray............................. 6 Michelle Brodeur....................... 8 Stephanie Federico...................10 Bob Selle....................................11 Craig Cameron......................... 12 Nancy Contillo.......................... 14 Julian Davies............................. 15

Karen Medeiros........................ 16 Jennifer Goodrich Coia............. 17 Arianne Corrente..................... 18 Michele Lederberg.................... 19 Sylvia C. Spears........................ 20 Larry Warner............................. 21 Brian Williams..........................22 Jack Falvey................................23

COVER PHOTO BY DAVE HANSEN

www.cox.com

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[ CATHY DUQUETTE ]

2022 AWARDS Lifespan Corp. | Executive vice president of quality and safety and chief nursing executive

Driven by a desire to make a difference

BY JOHN A. LAHTINEN | Contributing Writer

GROWING UP IN RHODE ISLAND, Cathy Duquette always wanted to be a nurse like her mom.

After graduating from the University of Rhode Island, Duquette started as a new nurse working in an intensive care unit and “just loved taking care of very complex patients,” she said. After doing that for about 10 years, Duquette had the opportunity to do some extra work supporting the quality department of the hospital she worked in. “It was the best of both worlds and I realized that in the quality arena, the opportunity to impact patient outcomes on a broader scale was so much more meaningful,” Duquette said.

While working toward her doctorate, an executive level opportunity as senior vice president with the Hospital Association of Rhode Island presented itself that allowed Duquette to engage in health policy development and help impact patient care at an even greater level.

After seven years but feeling too far removed from the bedside and clinical care she valued, Duquette left and began her career with Providence-based Lifespan Corp. as chief nursing officer at Newport Hospital in Newport. She loved the role, “as it blended executive leadership, quality and nursing,” Duquette said.

But five years later, she took an opportunity to “expand my focus on quality on a bigger scale”

and transitioned to Rhode Island Hospital in Providence to be chief quality officer, a role she held until 2012.

Today, as Lifespan’s executive vice president for quality and safety and chief nursing executive, Duquette is a critical part of what she calls the system’s “nurse-physician dyad,” where she leads quality, safety, patient experience and strategy, as well as nursing.

Naturally, the COVID-19 pandemic has dominated work for Duquette and her colleagues over the past two years. She acknowledges COVID-19 has been the biggest challenge of her career.

“Nurses and health care workers came to

IMPACTFUL LEADER: Whether working as a nurse in an intensive care unit or taking on additional responsibilities in executive roles, Cathy Duquette, executive vice president of quality and safety and chief nursing executive at Lifespan Corp. in Providence, enjoys making a difference in her community.

PBN PHOTO/DAVE HANSEN

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CAREER ACHIEVER work every day to take care of patients, despite the risks and unknowns. The same calling that attracted them to health care in the first place – the desire to care and help – is likely what kept them going,” Duquette said. “The pandemic validated our commitment to our patients and made close professional connections even stronger.”

Duquette is hard at work on several projects aimed at transforming not only how Lifespan provides care and service post-pandemic, but also positions the organization for future success. A Transformation Office was recently created to accelerate change and advance the system’s most critical strategic priorities.

Duquette has also spearheaded efforts to at-

‘Her leadership and ability to create teams … really adds value in solving problems.’

TIFFANY DIBIASIO

Lifespan Corp. executive assistant tract and retain much-needed health care staff.

“As we work to be more visible to our team members, listen to what they have to say and what they need, and provide them with the resources they need to be successful, we know we are creating the environment where people want to work,” she said. “Our people are the keys to our success. They are our future. We are making deliberate efforts to renew our sense of team and come together to advance key initiatives that have been impacted by the demands of the pandemic.”

Tiffany DiBiasio, Duquette’s executive assistant for more than 10 years, says Duquette is not only supportive, open-minded, fair and respectful but her unique leadership style breeds success and empowers the people around her.

“Cathy is very much engaged in the culture across our hospitals and sees the big picture of where the organization is headed, what it’s capable of and what it will take to get there, both strategically and critically,” DiBiasio said. “She has a quantifiable influence on leading executive leaders across the system to articulate, plan and implement innovative changes that impact patient care. Her leadership and ability to create teams that are organized, efficient, innovative and highly functional really adds value in solving problems on some of the most difficult challenges across the nursing departments.”

Duquette feels fortunate that her role positions her to make a meaningful difference to so many.

“Every day brings a new challenge,” she said, “but every day is an opportunity to make that meaningful difference for our patients, our team members and our community. That is my passion.” n

FALVEY INSURANCE GROUP PROUDLY CONGRATULATES

JACK FALVEY, COO

“Rising Star” Award Winner The little things and non-publicized efforts judge a true leader. It is the late nights of work to assist everyone on the team to complete a large project. It is valuing each employee and doing their best to set them up for success in any way possible. A true leader not only challenges their company but each individual as well. Falvey Insurance Group is fortunate to have a true leader that embodies this mindset in Jack Falvey.

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2022 AWARDS

[ WILLIAM WRAY ]

ENTERPRISE COMPANY: The Washington Trust Co. | Chief risk officer

Wray keeps Washington Trust poised to take on any challenge

BY WENDY PIERMAN MITZEL | Contributing Writer

IF THERE WAS EVER an example of the need for risk management, the COVID-19 pandemic certainly fits the bill.

Thanks to some strategic thinking on the part of William Wray, chief risk officer for The Washington Trust Co. in Westerly, the bank was poised to take it on.

“When the pandemic hit and we realized we had to shift to almost entirely remote operations, we were thankful that in the last several years we had made significant investments in our technology infrastructure,” Wray said. “This gave us the capability and capacity to support remote work in a reliable, secure, consistent fashion.”

With those pieces in place, Wray said the bank took on the new challenges and opportunities, most notably the origination of more than $300 million of Paycheck Protection Program loans.

IN SAFE HANDS: William Wray, “These Small Business Administration chief risk officer for The Washington loans went to almost 2,000 companies, and in Trust Co. in Westerly, says he takes many cases literally saved them from havpride in the bank’s credit risk being ing to fire employees,” he said. “We chose to “viewed as among the best in the accept PPP applications from noncustomers, entire industry” because it’s “the which many banks did not, because we felt we most common reason why banks fail, could manage the risk, largely fraud, effectiveso it is a critical survival skill.” ly. As a result, we added many new customers COURTESY THE WASHINGTON TRUST CO. who have stayed with us.”

Wray’s team was a big part of helping commercial and consumer borrowers to defer payments and gain relief through the econom­fortunate to have super people across the specic downturn caused by the pandemic. trum who work well together.”

“We stayed in touch with these borrowers With a background in civil engineering and to work through their challenges,” Wray said. time spent as a U.S. Army engineer, Wray con“At its peak, we had more than $700 million siders himself a natural-born problem-solver. in deferments, just under 20% of our loan He joined Washington Trust in 2015 after six portfolio. We are proud that every single one years at Blue Cross & Blue Shield of Rhode of these borrowers was brought back to their Island as its chief operating officer and 15 normal payment arrangeyears at Citizens Bank N.A., ments without a single where he was chief informaloss.” tion officer.

Addressing these chalTreating risk managelenges and thriving is a ment as a positive strategy source of pride for Wray. is why many of Wray’s “Probably the key metric co-workers use the word that I am part of contribut“pragmatic” to describe ing to the company is our him. But he’s more than credit risk status,” he said. that. “[It’s] the most common “I am a passionate reader reason why banks fail, so it of virtually everything … is a critical survival skill.

Jane Austen is my ideal I am proud that our credit writer,” he said. “I am a risk is viewed as among the semi-professional musician. best in the entire indusget to call myself a ‘profesEDWARD O. HANDY III Isional’ try … achieved through a because I get paid for The Washington Trust Co. team effort, with the credit gigs on occasion, but I am chairman and CEO risk team aligned with the only a ‘semi-professional’ front-line lenders. We are because I spend a lot more

‘Bill often goes out of his way to help build positive spirit within the company.’

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on equipment than I earn.”

According to bank Chairman and CEO Edward O. “Ned” Handy III, Wray has an ability to make complex problems and solutions understandable, with a polished wit and natural tendency to entertain.

“One keeps broader groups involved and focused, the other promotes calm and engagement,” Handy said. “His musical skills keep his creative mind firing and bring appreciative groups together around the holidays. Bill often goes out of his way to help build positive spirit within the company.”

Active in the Rhode Island community, Wray chairs the HealthSource RI Advisory Board, is a trustee of the Providence Performing Arts Center, and a board member at the Rhode Island Public Expenditure Council and Business Development Co. of Rhode Island.

He is also a member of the finance council for the Roman Catholic Diocese of Providence and was formerly a longtime board member at Amos House and Year Up Providence.

“To me, all these organizations are a natural extension of my day job … a critical part of my role as a leader within the company,” he said. “We can only succeed if Rhode Island ­succeeds.” n

Passionate leader driving change A respected healthcare champion, Michele exemplifies leadership with empathy, forging strong relationships that create change.

She has driven results in healthcare reform, spearheaded the RI Life Index, and stewarded our community mission. Michele has worked tirelessly to make a profound difference in our state.

Congratulations to Michele and all the other C-Suite Award winners!

Thank you for all your efforts toward a healthier Rhode Island.

It’s what we live for.

Michele Lederberg Executive Vice President, Chief Legal Officer & Chief Administrative Officer Blue Cross & Blue Shield of Rhode Island Blue Cross & Blue Shield of Rhode Island is an independent licensee of the Blue Cross and Blue Shield Association.

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THIELSCH ENGINEERING CONGRATULATES

Nancy Contillo Thielsch CHRO

PROVIDENCE BUSINESS NEWS

Chief Human Resource Officer of the Year for Large Private Company

& all other honorees on their recognition Nancy creates strong, vibrant, and inclusive workspaces - by providing a space where Human Resources is seen as a place for open, trusted, and safe communication where employees can come together and find solutions in a way that meets their individualized needs.

www.thielsch.com RISE ENGINEERING | CEC ENGINEERING | ESS LABORATORY | COLDMASTERS www.pbn.com | C-SUITE AWARDS 2022 n PROVIDENCE BUSINESS NEWS | APRIL 2022 | 7

[ MICHELLE BRODEUR ]

2022 AWARDS

ENTERPRISE COMPANY: The Fogarty Center | Chief financial officer

No matter the challenge, Brodeur adapts, advances

BY JOHN A. LAHTINEN | Contributing Writer

MICHELLE BRODEUR, chief financial officer at The Fogarty Center in North Providence, has been busy.

Already dealing with a large staffing shortage before the COVID-19 pandemic, which only exacerbated the problem, Brodeur has had to manage a host of new job responsibilities as federal and state government grant money funnels into the center.

“We quickly had to learn how to apply, process and prepare detailed accounting records for these governmental grants,” Brodeur said.

“We were now required to prepare a single audit report with our regular audited financial statements, which was more intensive and expensive than in past years. This was the blur of 2020 that I remember. The finance and human resources teams were taxed with the burden of processing numerous staff bonuses and reporting on them within a short turnaround period.”

Created in 1952, the private, nonprofit agency provides an array of services and support to children and adults with intellectual, developmental, or other disabilities, including residential opportunities.

The center merged with Ocean State Community Services in 2017, where Brodeur had

served as financial director since 1999. During her tenure at Ocean State, the organization grew from two employees to 25 and annual revenues jumped from $2 million to $60 million.

Brodeur says that while many of the benefits of the deal are now being realized, the process faced its fair share of hurdles.

“Even though both agencies had been in this field for over 25 years, there were many differences,” Brodeur said. “Project sustainability took its toll on the original Fogarty Center. Within the next several years, the deficits started adding up.”

Brodeur said the new finance team quickly went into research mode.

She said the team found that many clients requested additional funding, which increased revenue going forward. “The team

also started educating upper and middle management about the finances of the program and informed them that everyone needed to make progressive changes to get back on track,” Brodeur said.

The team took to the challenge, Brodeur said, “and jumped right in to understand the importance of staffing patterns, monthly budgets and how to account for various funds.”

Fogarty Center CEO David Reiss, who has known Brodeur for more than 25 years, says she is widely respected and called her the heart and soul of the center.

“Thoughtful and precise, Michelle is a good judge of character and would never ask anyone to do something that she wouldn’t do herself,” Reiss said. “She not only has great accounting and auditing skills; she is a master at data systems and organization management.

Michelle is constantly looking to improve her own skills and to improve the agency.”

‘Michelle is constantly looking to improve her own skills and to improve the agency.’

DAVID REISS

The Fogarty Center CEO

GOING STRONG: As chief financial officer at The Fogarty Center, Michelle Brodeur has displayed leadership skills, commitment and vision “that is truly the strength of the Fogarty Center,” says CEO David Reiss.

PBN PHOTO/RUPERT WHITELEY

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Reiss said Brodeur does not shy away from a challenge.

“During our tenure together, we have had a few corporate mergers and without Michelle, these would not have been successful,” he said. “As CEO, I often am the public face of the agency and receive many of the accolades, but it is the strong leadership skills, commitment and vision of Michelle Brodeur that is truly the strength of the Fogarty Center.”

Brodeur is currently working with the state regrading rate methodologies and billing system changes to simplify the billing process – something that hasn’t been done in more than 10 years.

The center is also implementing new software to ease data collection for its Options program, a self-directed program in which clients are set up as their own employer and have control over creating a funding plan that works best for them.

“We realize that people are the authorities of their own lives, and our role is to empower them to be safe and achieve their dreams,” Brodeur said. “The Fogarty Center works with each individual to create a person-centered plan to discuss goals, challenges, community and employment ideas – whether it be a helicopter ride over Newport, assisting with opening a small business, getting an assistive technology device, or going to a concert. These moments bring such joy to those we support, as well as inspiration to our staff.” n

congratulates our Chief Financial Officer Craig Cameron

Gilbane congratulates Karen Medeiros on being named a C-Suite Honoree.

PBN C-Suite Award Winner!

Thank you for your continued leadership, vision, and dedication to our Gilbane Family and the communities in which we live and build.

www.MIKELinc.com | info@mikelinc.com | 401.846.5820 MIKEL: Local Roots. National Impact.

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[ STEPHANIE FEDERICO ]

2022 AWARDS

ENTERPRISE COMPANY: Cox Communications Inc. | Vice president of public and government affairs

Collaborative, engaging leader gets results at Cox

BY NANCY KIRSCH | Contributing Writer

WHILE STARTING A SENIOR-LEVEL POSITION in an unfamiliar industry is often challenging, Stephanie Federico joined Cox Communications Inc. in West Warwick as vice president of public and government affairs only seven weeks before COVID-19 upended the world.

“I didn’t imagine … that within seven weeks we’d be one of the most essential industries in the world,” Federico said.

Federico regularly attended early morning phone conferences with then-Gov. Gina M. Raimondo’s staff to assess the state’s telecommunications needs while still learning the ins and outs of the business.

Federico, who has extensive public sector experience, says Cox’s core mission – its commitment to investing in its employees, and its focus on conservation and diversity, equity and inclusion issues – appealed to her.

Determined to build a collaborative, cohesive team among her government affairs and public affairs staff members and getting to know colleagues across the country, Federico said, “There was a blessing in going virtual; I could set up a [Microsoft] Teams meeting rather than having to travel to different regions.”

Early in her tenure, Federico led a depart-

mental reorganization to put the right people in the right jobs in the markets she oversees – including Rhode Island, part of Connecticut and Cleveland, Ohio – to represent Cox most effectively in those markets.

“We worked incredibly hard to help the team understand the benefits of working collaboratively; the results on both the public affairs and the government affairs sides are so much better,” said Federico, who describes her leadership style as collaborative and engaging. “I set my expectations early and had one-on-one conversations. We’ve had some growing pains … now, I’m incredibly grateful that they bring their hearts and souls to every assignment and then ask, ‘What’s next?’ ” With 14 people on her team and operating on a hybrid work schedule, Federico also helps manage the company’s outside lobbyists across her markets.

“After making some significant, strategic

BROADBAND EXPANSION: Stephanie Federico, vice president of public and government affairs at Cox Communications Inc. in West Warwick, was instrumental in obtaining a $120 million commitment from Cox to expand Rhode Island’s broadband infrastructure.

PBN PHOTO/TRACY JENKINS

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changes, they are now a very motivated, energized and effective team,” said Ross Nelson, Cox’s senior vice president and Northeast region manager. “She also successfully lobbied for a new hire, a government affairs director.”

With federal COVID-19 relief dollars flowing into the states, Nelson said, “Stephanie and her team have done a fantastic job educating elected officials and government leaders in how to effectively use those funds, specifically in broadband: what’s a smart decision and what’s a risky decision for government.”

Federico was instrumental in obtaining a $120 million commitment from Cox to expand Rhode Island’s broadband infrastructure, Nelson says. Cox will build the network and the government can increase the adoption rate through programs such as Connect2Compete, which offers internet access at $9.95 per month to certain households.

‘Stephanie is a true advocate for the company and for the citizens of Rhode Island.’

ROSS NELSON

Cox Communications Inc. senior vice president and Northeast region manager “Stephanie is a true advocate for the company and for the citizens of Rhode Island,” Nelson said. “We’re increasing our gig service – up to 10 gigs for everyone. We’re going to future-proof the state for things we can’t yet do – such as showing a hologram of a teacher.

We want to get government to help us with adoption rates while we build the network.”

So what are Federico’s biggest challenges?

On the public affairs side, Federici said, it’s keeping investments relevant to the community needs – especially around supporting [youths] and STEAM [science, technology, engineering, arts and math] education and conservation, as well as ensuring that such investments have the greatest possible impact.

On the government affairs side, she said, “it’s spending time and effort to continuously build relationships so that policymakers are educated on how important issues impact Cox and pushing the states to be as business-friendly as possible.”

Federico added, “Given the work we do in the communities to bridge the digital divide, emphasize digital equity and educate legislators to know how to communicate with their constituents on our programs, that’s both very challenging and very rewarding.” n

[ BOB SELLE ] ENTERPRISE COMPANY: Ocean State Job Lot | Chief human resources officer

Aligning purpose with employee needs

BY MARY LHOWE | Contributing Writer

THE JOB REWARDS for part-time workers are typically not rich in benefits and perks, but it’s a different story at Ocean State Job Lot. The many benefits and forms of support for Job Lot employees, including part-timers, exist because of the convictions of the company’s owners.

In 2015, Job Lot leaders decided if the company was going to achieve its greatest potential – and to hire strong people willing to stay and grow in the company – it had to ramp up its human resources functions.

In this push to become an employer of choice, one early move was to elevate the head of human resources from director level to the C-suite. Then the company hired Bob Selle, who arrived with 25 years of experience in retail.

Now seven years into his position as chief human resources officer, Selle says CEO Marc Perlman told him that he “wanted to give back to the community and to have the employees feel valued.” Selle was “given the autonomy to build out the best-in-class HR department,” he said. ­divisions. The HR Operations division chose Job Lot is a privately held closeout retail and deployed “trusted advisers” who reach out chain headquartered in North Kingstown, to all levels of the company. with 147 stores across New England, New The Centers of Expertise division concerns York, New Jersey and Pennsylvania, with itself with training and helping people design about 5,800 employees and annual sales of their career journeys within the company. more than $800 million.

“People want to grow,” Selle said. “This is Among the priorities Selle brings to human leadership development and skills training.” resources is the importance of treating workThe new Experience and ers as whole persons with Engagement division is families and communities, responsible for the “listencareer paths, ideas and ing culture” that allows dreams. He also wanted to management to truly hear attract younger people with the views of workers. The opportunities and benefits company’s “We Are Listenthat were meaningful to ing” campaign encompasses them. surveys, orientations, exit Paul Cox, Job Lot’s interviews and more. director of store operations, One small and quirky says a standout characteroutcome of Job Lot’s listenistic of Selle is his genuine ing efforts was to offer pet ­compassion. insurance, a thing of some “He thinks about what importance to an upswell of it is like to be in the other Generation Y and Z employperson’s shoes,” Cox said. ees, Selle said.

“Giving an opinion is easy.

“Our world is changing Giving time to understand a BOB SELLE fast,” Selle said. “You have situation and then giving an Ocean State Job Lot to have great value as an opinion – that’s unique.” chief human resources officer ­employer to make people Selle divided the work want to join and stay.” among three new HR

‘You have to have great value as an employer to make people want to join and stay.’

BEING COMPASSIONATE: Bob Selle, chief human resources officer for Ocean State Job Lot, prioritizes the importance of treating workers as whole persons with families and communities.

PBN PHOTO/DAVE HANSEN

By year end 2020, Selle said, Job Lot’s employee turnover had decreased to 45%, better than the national average of about 60%, according to the National Retail Federation.

About 50% to 60% of Job Lot’s staff are part-timers, Selle said. He led an effort to extend many benefits, including vision and dental coverage, to part-timers. In partnership with Care New England Health System, Job Lot opened a health clinic at its corporate office and distribution center. The clinic is accessible to all employees, whether or not they are on the company’s medical plan.

Noting recent news stories reporting that many American families do not have even $1,000 in savings, Selle said every Job Lot employee has access to a $10,000 life insurance policy. All receive a check every year representing a share of profits. All employees participate in the company’s profit participation.

When the COVID-19 pandemic was most active, Job Lot instituted rigorous cleaning and health practices, even hiring a director of safety, a safety manager for stores and a safety supervisor in distribution, along with raising the employee discount to 30% from 20%.

“If you really want to have a great brand, you cannot do it just by being known as philanthropic,” Selle said. “Your purpose must align with needs of people.” n

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[ CRAIG CAMERON ]

2022 AWARDS LARGE COMPANY: MIKEL Inc. | Chief financial officer

‘Disciplined, holistic approach’ drives progress at MIKEL Inc.

BY WENDY PIERMAN MITZEL | Contributing Writer

YOU COULD SAY MIKEL Inc. Chief Financial Officer Craig Cameron took a deep dive into the numbers four years ago when he joined the Middletown-based technology and engineering services provider to the U.S. Navy.

“I had to understand the business and all the levels underneath,” Cameron said.

RECORD RESULTS: Craig Cameron, chief financial officer at MIKEL Inc. in Middletown, has been credited with achieving the highest bottom-line results in the technology and engineering services provider’s 22-year history, increasing revenue by $5.8 million over three years.

PBN PHOTO/TRACY JENKINS

MIKEL specializes in undersea warfare solutions for submarines and unmanned systems. It’s heavy with government contracts and tight profit margins, and yet, Cameron is credited with achieving the highest bottom-line results in MIKEL’s 22-year history.

The company increased its revenue by $5.8 million over three years, and profit margin by 6.3 percentage points in the same period.

“I like to get down to brass tacks to make things as good as I can,” he said. “MIKEL needed some fiscal discipline, and the CEO and owner was willing to accept it.”

Cameron was hired as the company’s first chief financial officer, and the impact of his addition cannot be overstated, according to President Kelly Mendell.

“He has made a profound difference for our company, our culture and our bottom line,” she said. “When Craig first joined MIKEL in 2018, we were doing fine. We had no idea what was possible with the right senior leader driving progress forward.”

Under Cameron’s direction, the finance “Give people a chance to say what they team implemented a new accounting system, need to say,” he said. “Make sure they understreamlined the bidding process, created a stand that our two opinions or views can work sophisticated financial analysis of perfortogether.” mance and focused on sustainability, as well Mendell says Cameron is highly effecas investment opportunities and financial tive, tackling tough situations head on with stability. confidence and often humor. “He is respected Having begun his career in audit and and well-liked by his peers, subordinates and accounting, Cameron takes industry partners. His work that foundation, does the ethic is unmatched and [he] research and creates a takes a tremendous amount “disciplined and holistic of pride in not only his indiapproach” to business. vidual workload but in the “Sometimes two or three broader organizational goal opinions are all you need of moving MIKEL forward,” to get things done and then she said. “He is kind and you let the experts take empathetic, professional over,” Cameron said. “I like and smart, and just a generto put everything into a ally fun colleague to work model and forecast it. Lay it alongside.” out in a simplified way so a Alan H. Litwin, managlot of people can buy into it. ing director at accounting It’s important to make the firm Kahn Litwin Renza complex simple.” & Co. Ltd. in Providence, KELLY MENDELL But more importantly, worked with Cameron when MIKEL Inc. president Cameron says, is the ability he was the chief financial to listen. officer there.

‘He has made a profound difference for our company, our culture and our bottom line.’

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He said Cameron is very good at analyzing an issue and then creating innovative solutions to address the matter. “His style is very collaborative, and he involves all stakeholders in the decision-making process to determine a course of action that works for everyone,” Litwin said.

Cameron said he is a proponent of working from a strategy of teamwork, accountability, collaboration and continued improvements.

He is impressed by the dedication to the service of the Navy and national defense from the MIKEL employees.

“Good people are easy to manage and make you look good,” he said. “We are doing great things and it’s a pleasure to work here.”

Cameron points to the variety of companies in his resume, as well as his education in economics at Boston College, earning his master’s degree at Northeastern University and continuing to Yale University School of Management for executive management training.

“Your expertise is the sum of all your past experiences,” he said. “You use best practices from the past and you reach back to remember what you learned from all the really good people.” n

RI's newest accredited college designed for the working adult

CONGRATULATIONS Arianne Corrente Thank you for your strength, leadership, and unwavering purpose.

For more information, visit us at www.collegeunbound.edu/welcome @COLLEGEUNBOUND

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4/13/22 2:07 PM

Congratulations

Jennifer Goodrich Coia General Counsel

On receiving your 2022 PBN C-Suite Award

Joseph R. Paolino Jr.

Donna Paolino Coia

Focusing On Abilities fogartycenter.org

paolinoproperties.com www.pbn.com | C-SUITE AWARDS 2022 n PROVIDENCE BUSINESS NEWS | APRIL 2022 | 13

2022 AWARDS

[ NANCY CONTILLO ]

LARGE COMPANY: Thielsch Engineering Inc. | Chief human resources officer

Contillo gets most out of staff by putting employees first

BY HUGH MINOR | Contributing Writer

FOR MORE THAN 30 YEARS, Nancy Contillo has built a reputation as a leader in human resources.

As chief human resources officer at Thielsch Engineering Inc. in Cranston, she oversees the recruitment and development of more than 600 employees at the nearly 40-year-old firm.

While focused on the the company’s success, Contillo takes an approach that puts the employee first. She has an uncanny ability to assess the needs of each staff member while inspiring them to deliver their best.

“When you give, you get,” she said. “We want to measure output, which we know increases when we give employees what they need to be successful.”

Contillo says she has always been fortunate to work in an environment that respects the need for balancing work and home, especially in the early years of her career when she was raising her children and handling a full-time job.

Vincent Graziano, Thielsch CEO and president, praises Contillo’s ability to engage employees.

“She combines her extraordinary subject

matter knowledge with a deep concern for the well-being of our staff,” he said. “This maximizes the value she brings to individuals and their families, as well as to the company as a whole.”

Serving as much more than an administrator, Contillo is seen as an adviser to everyone at the company. When a problem arises, she takes 0n the whole situation, facilitating a solution that supports both the individual and the business. She is not afraid to ask the tough questions, especially when it results in getting an answer that works for everyone.

“We explain to our employees that they are owners in the company and that comes with a certain responsibility,” she said. “And they always react by giving us their best work.”

Inclusivity is key to Contillo’s success. She starts by making human resources an open,

welcoming place where anyone can feel comfortable sharing their thoughts or concerns.

“Nancy takes a collaborative approach to problem-solving that has certainly served Thielsch and our employees well during some difficult times,” Graziano said. “Her direction of the company’s commitment to diversity, equity and inclusion has resulted in a greater level of awareness of Thielsch in the community, and we have substantially increased our hiring from disadvantaged populations during her tenure as a result.”

Employee success starts on day one and Contillo has spearheaded an initiative to ensure that every new hire has a welcoming and enriching experience, the company says. From there, it only gets better as she offers professional and personal encouragement, leading to a nurturing and productive work environment.

‘Bringing a highly refined sense of empathy to her position … sets Nancy apart from others.’

VINCENT GRAZIANO Thielsch Engineering Inc. CEO and president

COMMITTED TO EQUITY: Thielsch Engineering Inc. has substantially increased its hiring from disadvantaged populations while Nancy Contillo has been chief human resources officer, the company says.

PBN PHOTO/RUPERT WHITELEY

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In her leadership role, Contillo strives to enhance the offerings for everyone at Thielsch by expanding benefits, adding employee development programs and improving policies. In this way, she increases loyalty and overall satisfaction while building the company’s strong, positive reputation in the community.

“Bringing a highly refined sense of empathy to her position as CHRO sets Nancy apart from others. She is equally comfortable working with a group of new junior employees as she is interacting with our board of directors,” Graziano said. “Her ability to understand the needs and perspectives of others at all levels – and fashion a response that best accommodates those interests – is a prized trait she brings to her team and her daily work at Thielsch. It has helped lead our efforts to further develop and retain a highly engaged group of employee-owners.”

Contillo shares her skills and knowledge through her engagement in other organizations, including as a member of the Northeast Human Resources Association and the Employers Association of the Northeast.

Contillo says she is most proud of achieving her career goals while dedicating time to her children.

“They know that I was there for them, even while I was delivering my best efforts at work,” she said. “That was important for me to demonstrate to them.” n

[ JULIAN DAVIES ] LARGE COMPANY: Finlays Americas | Chief operating officer

Safety top of mind for Davies at Finlays

BY KIMBERLEY EDGAR | Contributing Writer

FINLAYS AMERICAS Chief Operating Officer Julian Davies is not looking to be the next Elon Musk; he wants to finish first as himself.

“I don’t have a specific role model,” said Davies, who joined Finlays in January 2019. “I pick the best bits of what I see. At the end of the day, I want to be myself – me, version 1.”

The lawyer-turned-executive first stepped into Finlays’ C-suite as acting CEO in December 2019, just months before COVID-19 ­surfaced.

Not only did he steer the global coffee, tea and botanical-solutions supplier headquartered in Lincoln through unprecedented times, but he also oversaw its merger with Texas-based Aspen Beverage Group and completed Finlays’ CEO replacement search.

By May 2020, Davies had earned a permaTOP PRIORITY: Julian Davies is nent place in Finlays’ corporate office. He the chief operating officer of Finlays was promoted from vice president of operAmericas in Lincoln, which is among ations to chief operating officer, even after the first food and beverage companies COVID-19 forced him to temporarily shutter to earn internationally recognized the ­business. certification for its occupational “I had been acting CEO for six months, and health and safety system protecting there I was having to close for a week,” Davies employees and work-site visitors. said. “It put a marker in the sand that we were PBN PHOTO/DAVE HANSEN motivated to look out for our employees.”

Serving as Puccino’s Co. secretary and general manager, Davies whet his desire to run a products in the Western Hemisphere. company and moved across the telecommuniFinlays Americas includes a Cranston cations and grocery sectors, seizing opportuwarehouse, a research and development site nities to grow professionally. in North Kingstown, a small office near the Davies earned his National Diploma for Port of New Jersey, and buildings in San AnHealth and Safety from the National Examtonio and Gonzalez, Texas. ination Board in Occupational Safety and A cycling, running, skiing and rugby Health as he closed out his 6½-year tenure at enthusiast, Davies tapped London Business Sainsburys Supermarkets Ltd. in the United School and France-based INSEAD School of Kingdom.

Management to hone his executive skills.

In December 2014, he circled back to familBut he also applies lessons iar grounds working with learned from people who he coffee and tea, this time perceives to have high deserving on James Finlay grees of ethics and morals, Ltd.’s board of directors. such as Clive Woodward, Both Finlays Americas and whose 2004 autobiography James Finlay Ltd. are sub“Winning!” details coaching sidiaries of James Finlay & England’s rugby team to the Co., which was founded in 2003 Rugby World Cup. 1750 and operates in more “If you have 100 things than 11 countries, with and improve each by a source farms in Kenya, Sri small amount, cumulaLanka and Argentina. tively, that’s a big change Since Davies moved to once you add them all up,” Rhode Island with his wife SHAUN GALLIGAN Davies said. “That’s how I and two children, he has Finlays Americas operate; if I can get 1%-2% overseen state-of-the-art director of environmental, improvement in everything, extraction-and-development that’s a big improvement technology and a bush-tohealth and safety across the board.” bottle model serving more Under Davies, Finlays than 500 customers with 600

‘If anyone is injured … he would feel as though he failed.’

marked 1,000 days without any serious or fatal work-related injuries, ranging from cracked teeth or broken bones to disease and death.

Finlays is among the first food and beverage companies to earn internationally recognized ISO 45001 certification for its occupational health and safety system protecting employees and work-site visitors.

“It is his top priority, not how much product is getting out the door,” said Shaun Galligan, Finlays’ director of environmental, health and safety and one of four directors on Davies’ management team. “If anyone is injured – even if it’s a minor injury – he would feel as though he had failed.”

Financially, Davies’ biggest coup has been meeting 2021 goals despite a challenging labor market with quality employees in short supply.

“We hit all our numbers during the pandemic, and we had a really good safety record,” Davies said, crediting his success to asking questions, listening a lot and showing vulnerability. “I don’t try to be the cleverest person in the room. There are plenty of people who are successful because they were the most clever person in the room. But there are many more who have to be the most clever in the room and aren’t successful because they don’t listen to others.” n

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[ KAREN MEDEIROS ]

2022 AWARDS

LARGE COMPANY: Gilbane Building Co. | Executive vice president and chief marketing officer

Determined to change the face of construction

BY HUGH MINOR | Contributing Writer

AS EXECUTIVE VICE PRESIDENT and chief marketing officer for Gilbane Building Co. in Providence, Karen Medeiros does more than promote her company. She’s determined to rebrand the construction industry as an inclusive and innovative environment for a new workforce.

“We need to create that sense of purpose for the next generation entering the workforce,” Medeiros said.

Construction and engineering are not areas generally known for representing diverse populations or rapid advances, but Medeiros is constantly looking for opportunities to change the face of the industry through Gilbane’s various marketing outlets, especially social media.

“I look for nontraditional ways to communicate about the industry,” she said. “We find ways to influence the current and future workforce, promoting the trades in schools and other outlets.”

Medeiros is also a member of the national steering committee of empoWer, Gilbane’s internal employee resource group dedicated to advancing women within the company in an industry that is male-dominated. In that role, she provides leadership in the group’s overall direction and focus.

With more than 3,000 employees and 45 offices worldwide, Gilbane has the resources to make a difference, and the commitment.

“In an industry not traditionally known for diversity, Gilbane is shifting the paradigm to create a more inclusive culture in the construction industry,” Medeiros said.

She understands the field, having held a range of roles at Gilbane during her 20-plus years with the company. During her time in business development, Medeiros helped secure projects in Massachusetts, including renovations at high schools in Malden, Quincy, Salem and Worcester; Goodyear Elementary School in Woburn; Worcester Union Station Garage, a new Integrated Science Building for the University of Massachusetts Amherst; and the $250 million Worcester Psychiatric Hospital.

“Karen has been a critical player in the growth and success of this company,” Gilbane CEO and President Thomas M. Laird Jr. said.

THE MESSENGER: Karen Medeiros, executive vice president and chief marketing officer at Gilbane Building Co. in Providence, says she looks for nontraditional ways to communicate about the industry, including social media and promoting the trades in schools and other outlets.

PBN PHOTO/RUPERTY WHITELEY

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“She represents our core values and serves as a role model and mentor for employees and members of the community.”

In 2010, Medeiros was picked to lead the creation and implementation of a centralized marketing and sales structure for the entire company, now called Global Sales and Marketing Services.

Along the way, Medeiros was recognized for her collaboration with staff from other departments and, even more critically, for her efforts to recognize and promote successful employees.

‘Gilbane is shifting the paradigm to create a more inclusive culture in the construction industry.’

KAREN MEDEIROS

Gilbane Building Co. executive vice president and chief marketing officer “I want to see people thrive. I enjoy seeing others rise in their careers to become happy and successful, then see them influence others to join the field. That’s what success looks like,” Medeiros said in explaining her ­philosophy.

More recently, the COVID-19 pandemic brought its own challenges to the industry and Medeiros responded immediately. She served as a key member of the company’s Pandemic Response Task Force, ensuring that employees and clients received the latest information on the precautions necessary to keep everyone safe while continuing to get the job done.

Coming out of the pandemic, she wants to make sure companies make the most of lessons learned, particularly when it comes to the need for more flexibility to keep employees satisfied in their jobs.

Medeiros sees it as “an opportunity to lead the way to create a new, more flexible environment. We need to ask ourselves how the workday should look and feel to keep people happy and productive.”

“She is passionate about the company and about the industry and it shows, especially when she sees growth and innovation,” Laird said. “Those are the things that excite her.”

Medeiros is particularly excited about advances in technology in the industry and knows they are a great way to attract young people to the field.

“There is so much innovation in our industry with robotics and other technology,” she said, “and we need to share our knowledge and information to motivate and inspire them to join us.” n

[ JENNIFER GOODRICH COIA ] SMALL COMPANY: Paolino Properties LP | General counsel

Coia primed to take on legal challenges

BY JENNA PELLETIER | Contributing Writer

AS IN-HOUSE GENERAL COUNSEL at Providence-based real estate firm Paolino Properties LP, Jennifer Goodrich Coia walks into her office every morning not knowing exactly how she will be putting her legal expertise to use that day.

Coia oversees all legal matters at the firm, which has a diverse portfolio of retail, commercial, residential and hospitality properties in Rhode Island and beyond.

“One day I could be working on a $16 million closing,” Coia said. “But then I might get stopped to discuss how to handle a tenant who is smoking in one of our apartment buildings.

Anything you could imagine that could come up related to owning and managing property can wind up on my plate.”

Coia, who has worked for Paolino Properties for about three years, estimates that she oversaw the legal aspects of roughly $75 million of purchases and sales over the past year. These INSTRUMENTAL ROLE: Jennifer include the $18 million sale of 200 Narragansett Goodrich Coia, general counsel at Parkway Drive in East Providence and the Paolino Properties LP in Providence, $6.55 million acquisition of The Westminster played a large role in the company’s Square Building at 10 Dorrance St. in Providevelopment of the 1887 Exchange dence, which had been in receivership.

Building into The Beatrice luxury hotel.

She also played a large role in Paolino PBN PHOTO/DAVE HANSEN Properties’ development of the 1887 Exchange Building into The Beatrice luxury hotel, which is also home to Bellini restaurant by to know everyone personally, whether I work Ignazio Cipriani of the New York Cipriani with them daily or just rarely. Because people restaurant family. Her work included applycome to me for advice, I feel it’s important to ing for historic tax credits, reviewing conmake an effort to get to know them as people.” tracts with contractors and subcontractors, Coia says she’s especially proud of the and negotiating a management agreement way she helped the firm and its retail tenants with the restaurant group. navigate the early months of the COVID-19 In addition, Coia provides legal advice on pandemic. human resources issues and hires outside “We had to work very counsel when needed for closely with tenants to specialized projects. amend their leases to pro“It is rare for one emvide for terms that could ployee to touch all areas help them get through the of the company, but that’s difficult time,” she said. “I what Jennifer does, and she was certainly not on the does it with grace, energy, front lines at a hospital, but passion, confidence and, I felt like I was on the front above all, dedication to her lines of the retail collapse.” work,” Paolino Properties Coia grew up in NarraManaging Partner Joseph gansett and graduated from R. Paolino Jr. said.

Georgetown University Coia says she especially JENNIFER Law Center before working values interacting with the at the Washington, D.C., firm’s approximately 50 GOODRICH COIA and New York offices of the other employees.

Paolino Properties LP multinational firm Holland “My office is probably general counsel & Knight. She returned to [the company’s] most visitRhode Island when her son ed,” Coia said. “I try to get

‘I don’t think many attorneys are as happy as I am to go to work every day.’

and daughter were young.

After her children were born, Coia stepped away from the full-time workforce for many years.

“It was very scary to leave a job at a top law firm, but I didn’t feel that I could do my job, with all of the hours involved, and be a great mom to young children at the same time,” she said.

Once her kids were about 10 years old, she started taking on freelance and contract legal work, and eventually returned to the full-time workforce with her role at Paolino Properties.

Coia first met Paolino in 1989, when he was mayor of Providence and she interned in his press office. They kept in touch, and in recent years, she reached out to see if Paolino’s firm needed additional legal help. Coia says she’s grateful that he didn’t view the gap in her resume as a negative.

“He believed in me and was willing to give me an opportunity to prove myself, which I have,” she said. “I love my job. It’s a difficult profession, with a lot of burnout, and I don’t think many attorneys are as happy as I am to go to work every day.” n

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[ ARIANNE CORRENTE ]

2022 AWARDS

NONPROFIT/SOCIAL SERVICES AGENCY: Rhode Island Foundation | Vice president of marketing and communications

Communication key to raising funds at RIF

BY HELENA TOUHEY | Contributing Writer

ARIANNE CORRENTE has worked at the Rhode Island Foundation in Providence for six years, where she has served as the vice president of communications and marketing for about five years.

In her role, she’s tasked with getting the word out about what the foundation is working on, including what grants and programs are upcoming, as well as sharing the stories of donors and grant recipients.

The Rhode Island Foundation has been in existence for more than a century, making it one of the oldest community foundations in the country. Through its work, the foundation seeks to help “thoughtful individuals, families, organizations and corporations make smart, effective change.”

The foundation’s mission is three-pronged: to actively inspire philanthropy and increase permanent resources for the state; to invest in important community programs through grants; and to provide leadership and a forum for dialogue on critical community issues.

Within these goals, a priority is to improve CHIEF COMMUNICATOR: economic, educational and health outcomes Arianne Corrente joined the for all Rhode Islanders.

Rhode Island Foundation six Neil D. Steinberg, the foundation’s CEO years ago and is now focused and president, says Corrente has the ability on raising the profile of the to communicate with donors, grantees and nonprofit as vice president of stakeholders in ways that are not only informarketing and communications. mative but also interesting.

PBN PHOTO/RUPERT WHITELEY “As we’ve raised awareness with her leadership, we’ve raised more money, and as we raise more money, the community benefits,” In addition to online correspondence, the Steinberg said. “[Corrente’s] done an excellent foundation continues to communicate with job getting the word out.” donors through a paper copy of its annual Steinberg says Corrente has also worked report, as well as a magazine that is published to evolve the foundation’s newsletter, which twice a year. reaches about 17,000 people and takes a narra“Her style is very proactive and action-oritive form. According to Corrente, the newsented,” Steinberg said. “From my point of letter has about a 30% open rate, which is her view, she’s a great adviser – barometer for success, and she shows leadership inside which she notes is high for and outside the foundation.” philanthropic nonprofits.

In addition to her role Corrente and her staff with the foundation, Corhave developed ways to rente is also a member of engage with various social the R.I. Ethics Commission. media platforms, learning She was appointed by thenwhich sites – such as LinkeGov. Gina M. Raimondo in dIn, Facebook, Twitter – 2017 and now serves as the cater to which communities vice chairperson. and posting accordingly.

“I’ve learned a lot Corrente says LinkedIn through that work,” she is the space most inhabited said, noting it’s an extenby professional advisers sion of public service work. and Facebook tends to be Before arriving at the a place for other nonprofit NEIL D. STEINBERG foundation, Corrente groups and community worked for Rep. David N. Rhode Island Foundation members, adding, “Twitter Cicilline, D-R.I., and was is the best place to repurCEO and president deputy chief of staff for pose news stories and former Providence Mayor engage with the press.”

‘She’s a great adviser – she shows leadership inside and outside the foundation.’

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Angel Taveras. Through that work, she collaborated with the foundation on the housing bond campaign in 2006.

“I really enjoyed working with the team and learning more about what the organization did,” she said.

When a job opened at the foundation, Corrente applied and embraced the switch from public service to public philanthropy, which she says are related.

“I was really excited to find an organization where I could continue an element of that public service – and be on the philanthropic side of things,” she said. “[Now] I’m lucky to manage a team of five really incredible communicators.”

Corrente says she’s proud to work at the foundation and do her part to realize its mission. In 2020 and 2021, the organization raised roughly $25 million, and “that went right back out the door in the form of grants” for COVID-19 response and relief funds, she said.

“The work that we’re able to do, [especially] in this time of crisis and need, is really motivating,” Corrente said, noting that it’s helped sustain her through the pandemic, providing her with a sense of purpose. n

[ MICHELE LEDERBERG ] NONPROFIT/SOCIAL SERVICES AGENCY: Blue Cross & Blue Shield of Rhode Island |

Executive vice president, chief legal officer and chief administrative officer

Dedication to health equity spans decades

BY SUSAN SHALHOUB | Contributing Writer

THERE IS SOMETHING UNUSUAL about Michele Lederberg’s resume.

The executive vice president, chief legal officer and chief administrative officer of Blue Cross & Blue Shield of Rhode Island has worked for the Providence-based health organization for virtually her entire career. No job hopper, Lederberg has not only stayed in health care law but also with the same organization for more than 20 years.

Having grown up in New York, she earned an undergraduate degree in sociology at Brown University.

“I knew I wanted to be in health care,” she said. “But when I began passing out at the sight of blood, I realized that medicine was not for me.”

Lederberg got a health law degree from Boston University, followed by a doctorate, also at BU, in the same discipline in 1993.

From there, Lederberg spent about six years at a law firm – her only other job – and did some legal work for doctors and hospitals, finding an opportunity to come to Blue Cross, a move, she

says, that has provided inspiration, motivation and engagement ever since.

“There is so much need for this kind of work in health care,” she said. “I’m always learning and there is really an opportunity to have an impact.”

For 23 years, Lederberg’s work has included leading more than 750 employees, improving engagement and successfully creating culture transformation, as well as overseeing legal services, special investigations, corporate compliance and ethics, privacy and information security, and more.

Her role also involves heading up public

DEVOTED: Michele Lederberg, executive vice president, chief legal officer and chief administrative officer for Blue Cross & Blue Shield of Rhode Island in Providence, has worked more than two decades at the health insurance company.

PBN PHOTO/TRACY JENKINS

affairs and serving as secretary and counsel to the Blue Cross board of directors.

These myriad responsibilities were in tandem with managing the uncertainty of the spread of COVID-19. Blue Cross CEO and President Martha L. Wofford says Lederberg’s steady leadership during the pandemic was significant – not only to the team but also to her personally.

“Michele has been a terrific partner to me in my first year as president and CEO, helping me navigate the troubled waters of the pandemic and continuing to help me lead through a changing landscape,” Wofford said. “I deeply appreciate her thoughtful perspective and passionate energy for our community mission.”

The work done at Blue Cross is often regarded by those outside of the industry as dealing with insurance and member services, Lederberg said.

“We’re dedicated to improving the state of health care in Rhode Island, where we live and work,” she said. “It’s not all about processing claims or working to pay hospitals and answering the phones.”

It is no easy fix.

It’s why her work MICHELE remains fascinating, challenging, LEDERBERG necessary and Blue Cross & Blue rewarding. It’s Shield of Rhode more than a matter Island executive vice of affordability. president, chief legal “Health care is so expensive, and officer and chief so our focus is on administrative officer how to improve or maintain its high quality, access to services that are needed, in a culturally sensitive way and that is better for everybody. We don’t need dollars to do that,” she said. “We need to make sure we pay hospitals and doctors, make sure there are not duplications, make sure care is delivered in the right setting – it’s so much more than cost. It’s complex and complicated.”

Lederberg says the system is not designed to be user friendly for a standard patient. Add in a patient who doesn’t speak English, who isn’t educated, who isn’t accustomed to advocating for themselves, and further complications arise, muddying the outcome even further.

In a small state such as Rhode Island, entities can work together on solutions, Lederberg said.

The Recess Rocks in Rhode Island partnership between Blue Cross, Playworks New England and the Rhode Island Healthy Schools Coalition is one such example. Its goal is to help school professionals incorporate safe, healthy play into the school day.

Lederberg is involved in groups such as United Way of Rhode Island, the Rhode Island Community Food Bank and the Rhode Island Free Clinic.

“She is an authentic leader who is committed to addressing health equity at work and in her personal time,” Wofford said. n

‘I’m always learning and there is really an opportunity to have an impact.’

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[ SYLVIA C. SPEARS ]

2022 AWARDS

NONPROFIT/SOCIAL SERVICES AGENCY: College Unbound | Vice president for administration and innovation

Spears committed to helping students succeed in college

BY ANDY SMITH | Contributing Writer

FOR MORE THAN 25 YEARS, Sylvia C. Spears has been a teacher and administrator at established colleges and universities throughout New England, including Emerson, Dartmouth and the University of Rhode Island.

But for the past year, she has been working at a relatively new and unconventional school called College Unbound in Providence, where she is vice president for administration and innovation.

College Unbound is an accredited college, the 13th in Rhode Island, with about 220 students. Many of them are women of color, with jobs and families, who face barriers to getting a college degree.

“Most colleges are designed in such a way that they meet the needs of some students really well, but not others,” Spears said. “I’ve always been involved in change that would allow all students to thrive … I jokingly used to say that it’s almost as if you have to start a new college from scratch.”

At College Unbound, which was established 12 years ago, Spears has come close to just that.

One of the first things she did when she took the job about a year ago was attend a graduation. College Unbound is small enough so that all the graduates got to speak.

“It was almost magical,” Spears said. “They never thought they’d be able to go to college.

To watch people step into their own empowerment and agency, even if people had told them they couldn’t do it, was amazing.”

College Unbound has a unique structure.

All students major in organizational leadership and change, moving through the curriculum in “cohorts” of eight to 10 students that form small but supportive communities. They also participate in lab projects – dealing with lead paint, for example – that have practical applications within the community.

In a relatively small organization such as College Unbound, administrators such as Spears need to multitask. Spears deals with future growth, staff and faculty development, student recruitment and lots more. It’s her job, she said, to create the systems and

PASSIONATE PURSUIT: Sylvia C. Spears gets much job satisfaction as vice president of administration and innovation at Providence-based College Unbound, where women of color make up a lot of the student body. Spears is a member of the Narragansett Tribal Nation.

PBN PHOTO/RUPERT WHITELEY

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s­ tructures that can get College Unbound to where it wants to go.

“Sometimes our aspirations are bigger than our infrastructure,” Spears said.

That can be an interesting change from some of her previous jobs, she noted, when she was often the one setting the aspirations. At College Unbound, she’s the one figuring out how to make them work.

In three years, Spears said, College Unbound would like to expand its student population in Rhode Island to between 400 and 500 students.

That’s the maximum envisioned for one place, but College Unbound is also considering adding programs in other cities. The Providence location, though, would still be the “mother ship,” she said.

‘I’ve always been involved in change that would allow all students to thrive.’

SYLVIA C. SPEARS

College Unbound vice president for administration and innovation Whatever the future brings, Spears said, College Unbound needs to grow in a way that’s sustainable and true to its model.

College Unbound Provost Adam Bush, who works closely with Spears, said he’s a big fan of hers. Even before she came to College Unbound, he said Spears was pushing institutions of higher education to be their truest selves.

At College Unbound, Bush said, Spears brings a tremendous amount of depth, heft and intellectual rigor to the job.

“We want to make sure we’re not just replicating systems that exist because we thought we needed them,” Bush said. “Spears is able to look at both the systems that exist and ones that should exist that we haven’t even thought of yet … she is able to be both deeply concrete and amazingly imaginative at the same time.”

And she has a passion for helping College Unbound students, mostly women of color.

Spears is a member of the Narragansett Tribal Nation and served as tribal administrator from 1992 to 1994. She said when she realized a very small percentage of Native Americans are among college student populations, it inspired her to get her master’s degree at URI. Her research project was on “The Persistence and Completion of Native Americans in Higher Education.”

She followed her master’s degree with a doctorate in education from a joint doctoral program run by URI and Rhode Island College.

College Unbound President Dennis Littkey said Spears has been “better than one could imagine.”

“She’s great on a leadership team where we’re constantly innovating,” he said. n

[ LARRY WARNER ] NONPROFIT/SOCIAL SERVICES AGENCY: United Way of Rhode Island | Chief impact and equity officer

Wealth of past experiences helps Warner lead the way

BY SUSAN SHALHOUB | Contributing Writer

LARRY WARNER is a thoughtful strategist, a multitasker accustomed to hard work.

The chief impact and equity officer of United Way of Rhode Island in Providence is unafraid of deep dives, whether it’s in his work or seeking knowledge he needs to accomplish that work effectively.

“My success as a leader would not be possible without the great team here, from the most junior to my peers and our CEO,” Warner said. “There is a great team spirit here and I am thankful for that and the impact we have together.”

In addition to juggling his leadership responsibilities at United Way, Warner is a doctoral candidate at the Johns Hopkins Bloomberg School of Public Health at Johns Hopkins University in Baltimore, where he is studying health equity and social justice.

STEADFAST EFFORT: Warner also serves as a teaching assistant Despite serving in a there. number of different roles Warner, a Cranston resident, has two throughout his career, Larry degrees from Brown University: a bachelor’s Warner, chief impact and degree in health and society and a master’s equity officer at United degree in public health. While working on his Way of Rhode Island, has master’s in 2013, he participated in the ALAalways worked to better his NA program, where he mentored first-year community. students of color.

PBN PHOTO/TRACY JENKINS Warner has gone about building his career and helping the greater community in a strategic, multilayered fashion. the Rhode Island Foundation and has taught During the time he was in the master’s at Brown University and the University of program, Warner served with the Providence Rhode ­Island.

Fire Department as a firefighter/emergency From 2016 to 2019, Warner was vice chair medical technician for about 15 years. Fireof the Rhode Island State Innovation Model house camaraderie and strong bonds with felTest Grant, a $20 million initiative to assess low firefighters enabled him to switch shifts how health care in the state when needed to accomis delivered, integrated and modate projects or other financed, serving as chair schoolwork and complete of the sustainability workthe program while working. group.

Though firefighters help Bonnie Clarke, United people in one way, Warner Way’s program officer of began to explore avenues housing initiatives, deby which he could help the scribes Warner as “a keen community in broader, observer with the innate more systematic ways. ability to look deeply at a His work has spanned situation, digest facts and health, safety and educaperceive new patterns and tion. details.”

Before joining the fire “Perhaps it is this which department, Warner worked allows him to see the things for the American Red Cross that fall between the cracks, as its director of emergency LARRY WARNER that may otherwise have services and disaster speUnited Way of Rhode Island gone unnoticed,” she said. cialist for the New England chief impact and In 2019, Warner came to region from 1997 to 2001. equity officer the United Way as its direcHe has also held roles with tor of grants and strategic Safer Institute Inc. and

‘There is a great team spirit here and I am thankful for … the impact we have together.’

initiatives and was promoted to his current role last year. Before coming to United Way, he served as strategic initiative officer for the Rhode Island Foundation’s Healthy Lives initiative.

Warner says work within the nonprofit sector is a mission-driven business.

“We’re focused on economic stability and health. If we focus on supporting [youths] with educational and health outcomes, it positions them for success and addresses social challenges,” he said. “Recognition of this upstream – getting at the root causes of health outcomes – means there are savings to be realized to not have to have things like special education and incarcerations. It’s a wise investment to have policy in place for a healthy community as an option, instead of paying for it downstream.”

Each degree and position Warner has embarked upon has been an investment upstream in not only his own career but also into issues needing improvement in the Ocean State such as housing affordability, health care access, racial equity and food insecurity.

“Larry truly embodies what it means to be a leader, what it means to live in and embody a culture which he has worked so diligently to create,” Clarke said. n

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2022 AWARDS

[ BRIAN WILLIAMS ]

NONPROFIT/SOCIAL SERVICES AGENCY: Roger Williams University | Chief of staff

Balancing strategic planning with COVID-19 response at RWU

BY ISABELLA DELEO | Contributing Writer

HELPING LEAD A UNIVERSITY’S COVID-19 RESPONSE while spearheading strategic planning for the future is a daunting task. But it’s a task that Chief of Staff Brian Williams has shown he is more than able to handle at Roger Williams University in Bristol.

“What always impresses me is that he handles a lot of serious and complicated issues but he’s always so calm and optimistic,” said Amy Tiberio, RWU’s vice president for enrollment management. “It just sets a really great example for anybody that looks to him as a leader that he can remain positive despite being the central location for some of the more difficult decisions that need to get made.”

Williams, who previously served as vice president for enrollment management and was promoted to chief of staff two years ago, has overseen the university’s pandemic response from March 2020 onward. The university now has a student, faculty and staff vaccination rate of 96%. Williams contextualizes this figure, saying, “As a community, that response tells you a lot about Roger Williams,

who we are and the types of community members we have that it’s protecting ourselves and protecting others.”

Williams classifies the university’s COVID-19 approach into four phases. The first was when the school went fully remote in spring 2020 when students left for spring break and didn’t return that semester for in-person classes. The second was moving to in-person classes again in fall 2020 with contact tracing and testing measures in place.

The third has been marked by the role that vaccination and masking has played in lowering transmission levels. Now that the university has transitioned to optional masking as of March 21, Williams says the fourth phase in the future will be “moving from a pandemic to an endemic,” with testing and masking in the

­ niversity’s arsenal if an increased transmisu sion rate occurs.

Williams says maintaining good communication with students, faculty and staff during the pandemic has been a crucial step in terms of providing up-to-date information and promoting safety on campus.

“It’s impossible to over-communicate,” Williams said. “I think a big lesson from a lot of us across the administration is that when things are happening in real time, we need to be mindful of the overall communication that everybody hears and information that any given individual needs at that moment.”

In terms of providing the latest information and university communications, Williams has been a big proponent of using data and technology to keep the community informed.

‘You’re never done helping people be the best that they can be.’

BRIAN WILLIAMS

Roger Williams University chief of staff

CRUCIAL COMPONENT: Brian Williams, chief of staff at Roger Williams University in Bristol, says good communication with students, faculty and staff during the COVID-19 pandemic has been crucial to providing up-to-date information and promoting safety on campus.

PBN PHOTO/KATE WHITNEY LUCEY

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“I was an English major undergraduate, so I look at how you tell stories with data,” Williams said.

One innovation that he helped get off the ground is the university’s COVID-19 dashboard, which provides information about the campus positivity rate, as well as the number of tests conducted in a specific time frame.

In addition to playing a pivotal role in the school’s pandemic response, Williams has kept an eye on the university’s future. In particular, Williams mentions a few key elements of the university’s strategic planning, which he says includes focusing on “making sure we’re providing the education, the training and the skills across our campuses that students need to be successful.” Williams also said RWU is looking at the role of majors and minors and career and academic advising paths that students need, plus “looking really closely at what the next evolution of the space of the campus looks like.”

Tiberio says Williams has taken the chief of staff role in stride, even among the myriad challenges thrown his way. Tiberio said Williams “provided that leadership that we really needed as a community,” adding that he “could have said, ‘Let’s just put strategic planning on hold because we have a crisis ahead of us,’ but he knew that it was going to be important that we found a way to do both things. I just think that that was really above and beyond.”

For Williams, his job is never quite finished.

“You’re never done helping people be the best that they can be, day in and day out for our students,” Williams said. n

[ JACK FALVEY ] Falvey Insurance Group | Chief operating officer

Falvey leads insurer group to the next level

BY MARY LHOWE | Contributing Writer

RISING STAR

THE GLOBAL SHIFTS created by the COVID-19 pandemic brought a new, unfamiliar phrase to our lips: “supply chain.” Many people wondered what a supply chain is and how it works.

Among the people in Rhode Island who understand supply chains and how they work is Jack Falvey, chief operating officer at Falvey Insurance Group in North Kingstown.

Falvey and his colleagues know the supply chain because they insure parts of it all over the world.

“We provide insurance for cargo and companies moving goods worldwide,” Falvey said.

This financial protection touches on ships, GROWTH FACTOR: Jack tankers, barges, trucks, warehouses and even Falvey, chief operating oil drilling platforms. officer at Falvey Insurance The company was founded in 1995 by Group in North Kingstown, Falvey’s father, Michael Falvey, as Falvey has been involved in and Cargo Underwriting. Under its current name, responsible for growing the the company includes four divisions – Falvey company’s portfolio by 158% Cargo Underwriting, Falvey Shippers Insurover the past five years. ance, Safe Harbor Pollution Insurance, and PBN PHOTO/TRACY JENKINS Falvey Insurance Services.

Falvey Insurance Group is a managing general agent, a type of insurance agent or broker ­transforming the customer experience. that is vested with underwriting authority “Certain things really matter to certain from other insurers. customers and other things don’t,” Falvey said.

The company has enjoyed enormous growth “You have to invest in what matters to the since Jack Falvey came onboard eight years customer.” ago. The staff rose from 79 to 120 people from The third action came about after 2017, 2019 to 2021. During this period, gross revenue when a trifecta of three massive hurricanes – rose by 50%. Falvey was involved and responHarvey, Irma and Maria – led to $8.5 billion in sible for growing the portfolio 158% over the losses. Many insurers were charging premipast five years. ums that could not cover the losses and simply Falvey said the company insures one out of closed their doors. every three commercial vessels in the U.S. “The entire market contracted in terms of Jack Falvey graduated from Northeastern capital for coverage,” Falvey said. “We were University with a degree in international busiable to keep the same capacity and to grow it ness. He worked for a while in management because of our focus on profitability.” consulting in Boston and Shanghai, and then After this shakeout, the third element joined his father’s firm when in Falvey’s growth was more analytics expertise a systematic increase in was needed. high-quality capital partJack Falvey attributes the ners. These partners are othcompany’s recent growth to er insurance companies that three actions. One was to inallocate a portion of their vest more decision-making funds to Falvey. Because it’s power in middle managers. a managing general agent “Pushing decision-makand a specialist in the supply ing down into the organizachain, other insurance tion helped make people feel companies give Falvey the more empowered,” Falvey authority to write policies JACK FALVEY said. on their behalf. The list of Second, in 2019, seven Falvey Insurance Group high-quality partners more Falvey executives went chief operating officer than doubled by the end of to Harvard Business 2018.

School to take a course on

‘You have to invest in what matters to the customer.’

The company also sought and found excellent shipping clients, including Google, Apple, and Facebook (for the need to move servers), along with life sciences companies, including Moderna Inc., one of the COVID-19 vaccine manufacturers.

One of Falvey’s most significant accomplishments was to work with three other large companies to create a $175 million investment fund for MGA Safe Harbor Pollution Insurance. A 1990 federal law, after the catastrophic Exxon Valdez oil spill, placed the liability for oil spills onto the owners of vessels. The Safe Harbor Pollution Insurance fund provides coverage for very expensive spills. Falvey led the negotiations, structuring and contract reviews for the deal, a game-changer in the market.

Daryl Mackay, chief relationship officer at Falvey Insurance Group, has known Jack Falvey since Falvey was a child.

“Whatever he puts his mind to, he generally does well,” Mackay said. “He knows all aspects of the business.”

Falvey’s creativity in enhancing and developing the capacity of the company’s computerized systems helped the company evolve significantly.

“We are a high-tech insurer and Jack has taken us to the next level,” Mackay said. “People look at what we do and wish they had what we have.” n

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Congratulations from all your colleagues at Washington Trust!

William K. Wray, Sr. Senior Executive Vice President, Chief Risk Officer

Washington Trust congratulates Bill Wray for being recognized with Providence Business News’

2022 C-Suite Award Bill’s leadership, innovation, and commitment to excellence in the workplace make him truly deserving of this top honor.

washtrust.com 24 | APRIL 2022 | PROVIDENCE BUSINESS NEWS n C-SUITE AWARDS 2022 | www.pbn.com