Networking is the key to unlocking success, yet many professionals lack the tools to build and maintain relationships. 

Shelly Lombard was one of those people during her time as a finance expert for more than 30 years on Wall Street. 

In 2022, she turned her area of weakness into a business that women professionals flock to for building networking skills. Schmooze started as a newsletter and expanded into a membership program that offers mini-masterclasses led by experts who talk about networking in June 2024.

“I was not an expert on networking, but I became a resource on networking,” Shelly told Her Agenda.  “I launched Schmooze because I want to change women’s approach to networking – to make it a lifestyle – and to give them the tools & techniques to do that.”

For Shelly, professional relationships led to new opportunities that she was not seeking. For women searching for a job, professional relationships can be the difference between landing your next role or not. 

In our conversation, Shelly Lombard gives us a peek inside moments in her career when she missed opportunities as a result of not networking, ones she’s gained because of it, and why it matters for the next generation of women professionals. 

Her Agenda: What early experiences in finance most shaped the way you think about professional relationships today?

Shelly Lombard:  When I got to Wall Street, there were only a handful of women investing in distressed companies. We would go to dinner, like, every other month and talk about what we were investing in. But in terms of men in the industry, or women outside of that group, I was too naive to realize I should have [networked]. I was too shy, I was too introverted [and] didn’t know how to do it. And so I think my career on Wall Street, while it was fine, I think it would have been even better had I been more intentional and strategic about networking.

Then, after I left Wall Street, I started serving on corporate boards, and I learned that 80% of corporate board roles [were] found through relationships. So I realized that [networking] was something that women really needed to do. I hadn’t done it, but I felt like I wanted to start something to encourage and coach other women to do it, because I think it makes so much of a difference in your career.

Her Agenda: What was happening in your life that made you decide to launch Schmooze and focus on networking?

Shelly Lombard: I started Shmooze not because I was an expert or even good at networking. I started Shmooze because I wasn’t.

I was never very intentional [or] strategic about networking. My parents were teachers. They [told me] go to college, get a great job, work really hard, and that was the extent of it. Nobody told me anything about networking internally, managing your boss or internal relationships, and they definitely didn’t tell me anything about external relationships.

My goal with Schmooze was not so much to create a community as it was to change the way people network. I bring in experts, or people who’ve been through it, who do fireside chats and panels to talk about those issues.

I’ve interviewed, at this point, probably 100 women about the role that networking has played in their career, [and] I’ve been able to put together what I call a playbook for networking. It was something I wish somebody had told me.

Her Agenda: How have you navigated the boys’ clubs of your career, or what advice do you give women to do that?

Shelly Lombard: Two pieces of advice. One, showing up when they’re having a bunch of drinks, you’re definitely gonna feel like an outsider. It’s a lot easier to do it one-on-one. The pressure of being the only woman in this environment, you don’t feel that when it’s one-on-one.

Two, the other thing that I didn’t realize is that curiosity is a relationship hack. There was a guy who gave me really great advice. He was the one who told me to get into distressed investing. I should have stayed in touch with him. Not because I thought he was gonna give me a job one day, but just because if he was insightful enough to give me that piece of advice, he probably could have given me more. And I didn’t. I was too shy, too introverted. And I didn’t have to be charming when I met him, I didn’t have to be knowledgeable, I just had to be curious about what he was doing, where he thought the market was going, etc, and he would have talked up a blue streak. 

Another example of that was when the bank I was working with merged with another bank, there was a meeting for everybody, vice presidents and above. And I think I was the only Black woman in the room and as a result, the top guy – who was my boss’s boss’s boss’s boss – knew my face, and he knew me.

When he would see me on the elevator, he’d [say] ‘Hi.’ He would walk around the trading floor at night to see who was still working. I might still be there, and he’d [say] ‘Hi, Shelly’ and go back to work.

I never knew how to interact with him, or turn that into a relationship.  He loved what he did, and if I had shown any curiosity about what the bank was doing, about what they were up to, about deals, etc, that would have helped forge a relationship with him. 

Her Agenda: How did you get on your first corporate board?

Shelly Lombard: My first board role came through a relationship, [but] I was not networking to get on a board. Somebody that I knew [for] 35 years, an investor, had a large equity stake in a company, and he said, ‘Would you be interested in being on this board?’ Even though I wasn’t networking, it was a relationship.

To women now, who may want to be on a board in 5 years, or 10 years, or even women who are looking for a board role now, go back to those old relationships. Don’t let those relationships die out.

If you’re looking for a board role now, it’s [about] going back to some of those people you knew years ago and rekindling those relationships.

Her Agenda: Why is it relevant for women and people of color to be on a board?

Shelly Lombard: It [is] important for women to be on boards [because] It gives you a 50,000-foot view of a company. So you really understand not just your little part that you’re doing, but the enterprise.

The other thing is it gives you a chance to influence policy like maternity leave [and] DEI. If we’re in positions of influence to be able to influence stuff and maybe control [which outside companies your firm works with], then that’s very helpful to the women coming up behind us.

Her Agenda: What is your advice to women navigating this difficult job market?

Shelly Lombard: Schmoozing a network is not a quick fix for job hunting. You have to do it, but what I want to see [people] doing now, before you get forced out, before you get laid off.

It’s not a quick fix, but you will find a job faster than if you’re just sending resumes into the vacuum. Nobody can dismantle your personal network. 

To the women who still have jobs and who are looking over their shoulders. Now is the time to network. Do not wait until the shoe drops; you have to be networking now. 

To the people who are not working, [networking] is not a quick fix, but you have to do it.

You can’t just sit at home and send resumes out. That does not work anymore.

Her Agenda: How did your networking and your growth in networking contribute to you starting your business or growing your business?

Shelly Lombard: It has been everything. I have been very strategic about trying to reach out to people.

I try to be strategic, but save room for serendipity. Sometimes you don’t know who somebody knows. If it’s not the right room for me [or] doesn’t align with what I’m doing right now, but the networking event is two blocks from where I am, I’ll go anyway, because [there’s] no telling who I’m gonna meet.

Her Agenda: What are some lessons you’ve learned as a business owner?

Shelly Lombard: Relationships change everything, and they’ve made it possible for me to have a business. People tell people about Schmooze, and because I’m visible, they invite me to speak on panels and speak on podcasts. 

Being strategic, but leaving room for serendipity, inviting serendipity [and] being systematic and following up, and being seen is the reason I’ve been able to grow my following on LinkedIn, and the reason that Schmooze [and] I actually make money.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Shelly Lombard was originally published on HerAgenda.com

Growing up, Brooklyn native Mika Pryce was enamored with the entertainment industry. When the TV Guide would come with the Sunday paper, she would read – and re-read – it so often her grandmother nicknamed her “TV Guide.” While following a pre-med education track at Cornell University – a path that was highly encouraged as a first-generation American – she started exploring cinema and realized she wanted to follow a different path. After interning for documentary filmmaker Morgan Spurlock and film production company Screen Gems and working at an investment bank to make ends meet, she took the leap into the entertainment industry and moved to Los Angeles.

Mika is now a Senior Vice President of Production at Paramount Pictures, where she leads feature projects such as the live-action remake of Your Name, the recently announced Vertigo remake, and the film adaptation of Tomi Adeyemi’s bestselling novel, Children of Blood and Bone. Mika joined Paramount from Don Cheadle’s production company, This Radicle Act Productions, where she served as head of development. 

[Editor’s note: This interview has been edited for length and clarity. This interview originally published on November 13, 2023. This has been re-published to showcase one of our top past features as we celebrate Women’s History Month 2026.]

We sat down with Mika to explore her journey, her experience as a Black woman in the entertainment industry, and the work she is doing to create space in the film industry for those underrepresented voices.

Her Agenda: What was the transition from the world of pre-med to the entertainment industry like for you?

Mika Pryce: My parents had very high hopes for me and I remember vividly telling my dad that I was going to take time off and, if at the end of two years, I felt like I want to go back into medicine, I would do a post-bacc and take the MCAT and then I’d go back to it. I felt that, strategically, it’s hard to start medicine and then figure it out after that. With movies, I can always start over because it’s a series of internships and apprenticeships. I ultimately decided to go to graduate school for film in Los Angeles and gave myself a certain amount of time to figure it out and make inroads. My grad school took in only 25 people a year so we got very close. Even though I moved across the country and was living by myself, I had a core group of people around. When I was in school I met as many people as I could: I had internships during the day and attended classes at night. Having interned and worked in New York kind of didn’t matter when I moved to LA. I was 25, on the older end of assistants, who are typically right out of college, and I needed to figure it out because my parents were not supporting me. I realized I could not afford to not work during the summers so I was one of the first people in my class to get an internship at WME [one of the largest talent agencies]. 

Her Agenda: When it comes to shifting gears  – whether it’s within a specific industry or into a new one – what are the things you consider when deciding whether it’s time to make a move?

Mika Pryce: I certainly understand folks who are reluctant to pivot into their dream thing because they’re worried about where that next paycheck is going to come from or how they’re going to sustain themselves. I tried to strategically think: how can I do both? For me, it was a question of: am I learning and growing? Am I being best utilized in this position? If not, then I should look elsewhere or should move on. There were certainly jobs that I liked, but I felt like I wasn’t getting mentored or encouraged in the way that I might have wanted by my bosses. 

The other thing I tried to think about, especially in those early years, was how to educate myself as much as possible about the state of the business. This was during the 2008 economic crisis and the state of the movie business was shifting. Folks were relying a lot more on foreign sales for movies, you couldn’t just finance these huge movies on your own, and studios were – sort of similar to now – making less movies.[The state of the entertainment industry]  was something that I saw a lot of folks, especially older folks who grew up with the business moving a certain way, were very worried about, so I wanted to learn about that. I wanted to buttress my knowledge with more than just understanding story and understanding how to sort of parse a script.

Her Agenda: What challenges did you face throughout your career and how did you overcome them?

Mika Pryce: There are lots of times when it’s tough being a woman, and also a woman of color, in this business. Even a few short years ago before these DEI arms came up at studios — that’s when I was a junior executive — it was less acceptable – whether it was said or not – to articulate how one might feel othered or siloed. I recall being the only Black face there and certainly the only Black woman there and that was the case at every company until I started This Radicle Act Productions with Don Cheadle. There was also reticence to articulate that feeling because it wasn’t something folks talked about. Feeling like “the only” can sometimes be a very tough place to be. You always need folks in your corner to remind you that you’re not crazy or to bounce ideas off of. I feel as a woman, and sometimes as a woman of color, you feel like you can’t take up space. Finding those people who believe in you, and who can articulate how you should be doing things differently, is helpful. 

Her Agenda: You speak about needing to take up space – how does your experience tie into the work you are doing now to create space in the film industry for those underrepresented voices?

Mika Pryce: When I was presented to start [This Radicle Act Productions] with Don [Cheadle], I didn’t know that I necessarily felt like I could do it. I spoke with Don for many months, very actively about what the role was what the position was, and what the ethos of the company would be. I think that helped in terms of us being on the same page when we ultimately pulled the trigger, but I realized at some point that some of that was me being afraid. I was 34, maybe 35, years old and was sort of afraid of what it might mean for me to step into the role of development. The ethos of the company was also utilizing his platform as an incredible person, a well-liked, accomplished actor, and utilizing that platform to give a platform to up-and-coming historically marginalized peoples. That, for me, was incredibly exciting because it was very much where I was in that place in my life. I understood how we might put it all together such that buyers, whether you’re at a network or a film studio, might feel comfortable with these younger and newer names in a package. For example, having first-time showrunners packaged on a show that Steven Soderberg is also producing. Don and I would often talk about how we would hide the medicine in some of the stories that we were putting together. We asked ourselves: what’s the message and how do we make it not feel like vegetables? How does it not feel like homework for someone to show up and also be entertained by this thing, but also be getting these other things from it?

Her Agenda: What are you most excited to be working on now?

Mika Pryce: In moving from Don’s company to Paramount, some of the reasons I did that was to take that same personal mission and have a bigger platform with which to also tell diverse stories. Not every story’s makeup is going to be inherently that, but much of the reason I left this thing I had been building and moved to this bigger company was because it felt like it was an even bigger platform in which to tell those stories and perhaps reach even more individuals. 

I’m working on “Children of Blood and Bone” right now, which is an Afro-futuristic series based on the wildly popular book series and it is something that we hope to make for a few years from now. It’s incredibly dear to my heart because to make a story like that and have the push of a major studio behind it will have more eyeballs on these sorts of stories, but pushed through a commercial lens. 

[Editor’s note: This interview has been edited for length and clarity. This interview originally published on November 13, 2023. This has been re-published to showcase one of our top past features as we celebrate Women’s History Month 2026.]

This article A Peek Inside Her Agenda: Mika Pryce was originally published on HerAgenda.com

Janice Bryant Howroyd is the first Black woman to own a billion-dollar company. The North Carolina native left her hometown in 1976 with $900 and two years later, with hardly any work experience under her belt, founded ActOne which started as a temp job placement agency and is now a leader in the human resources industry.

What began with just a $1,500 investment in a single office and a fax machine is now a company with over 2,000 employees across more than twenty countries. Today, ActOne Group is the largest privately held, woman-owned workforce solutions company in the world.

And when you ask Janice the one thing she would have done sooner if she knew what she knows now, it’s to forgive herself for being a smart Black woman. In a time where there’s so much pride in being Black and power in standing in your identity as a Black woman, I was surprised to hear this from a woman who has broken so many barriers. 

In our conversation, Janice Howroyd goes deeper into what she meant by that statement and her advice for other entrepreneurs who may face adversity on the path to success.

[Editor’s note: This feature was originally published January 13, 2020. This has been re-published to showcase one of our top past features as we celebrate Women’s History Month 2026.]

Her Agenda: You started a staffing company at a time when it was hard for Black people and women to even get jobs due to discrimination — you yourself only had one temp job before going into this – and then you launched a whole agency focusing on job placement. What made you feel the time was right to start your own agency vs getting more experience first? And what gave you the courage in spite of the environment and the circumstances of that time?

Janice Bryant Howroyd: Very often in any business, we learn so much when we’re customers of a service before we become deliverers for businesses in that service circle. And it was not just a hunch, it was profound for me that I could add something to that area. 

Today when we place people in companies, some of the metrics that are used for deciding whether a person is right for a job or not are quite different than what was used back then. There are skills that are highly transferable and sought out today in non-traditional ways that even five or six years ago companies would not have been open to. Experience can be quite transferable without having that direct engagement in an industry or in a particular job sector. And so you need to be very thoughtful, very critical of yourself when you are going to go into a new avenue and not assume that everything transfers well. In some instances, you really do need that hands-on experience, in other instances, especially if we’re talking about leadership, management, handling of data, these fields can transfer from one entity to another. 

Her Agenda: I watched an interview you did last year with Black Enterprise and you say that one thing that you would have done sooner if you knew then what you know now is forgive yourself for being a smart Black woman. That really struck me. What do you mean by that if you could share that with our audience and our readers, because I thought it was so powerful?
Janice Bryant Howroyd: Well, you know, let me ask you, what did it mean to you to hear me say that because it sounds as though it resonated with you in a personal way, not just in an aha moments way? 

Her Agenda: It is something I never heard before, because we live in a time now where there’s so much Black pride and people are proud to say that they are a Black business owner or a Black woman. And so I hadn’t heard someone say that they need to forgive themselves for being a smart Black woman. And so I just wanted you to share a little bit more about that and explain what it meant and how that plays a role in terms of how you think about yourself today and how you thought about yourself then? 

Janice Bryant Howroyd: Here’s the thing. There are many people who are full of Black pride and who are proud to be Black and in business, being proud to be in business, being prideful of your Blackness does not excuse one for holding oneself hostage. There are many people who are proud as Black business owners who still haven’t forgiven themselves for being Black female and smart. Every day in business, you come upon opportunity dressed as challenge and often times, we will compete in an environment where we may be the only one and our Blackness, our femaleness and our smartness all coming in one formula can be intimidating to people who have their own preconceived ideas about what that needs to look like. 

Every day in business, you come upon opportunity dressed as challenge and often times, we will compete in an environment where we may be the only one and our Blackness, our femaleness and our smartness all coming in one formula can be intimidating to people who have their own preconceived ideas about what that needs to look like. 

Oftentimes, smart Black women are accommodating other people’s prejudices or ignorances into their solution. And when you bend over a bit too far back and it gets burdensome in the way that you sit up at night and go ‘I shouldn’t have had to go through that to get this’ or your neck starts to ache long before the interview is over because you’re being asked questions you know you’ve earned the right to not need to respond to, you have to be thoughtful about how you educate and graduate yourself from it. 

I remember early on in my life, my dad telling me in my relationship with men, ‘you’re going to teach men how to treat you.’ And I think dad’s lessons around teaching men how to treat you transfer. Those same lessons apply in teaching businesses, clients, bosses, co-workers, how to treat us. Now in my instance —and I’m laying in deep on this because even though you may think this is something that would have been common for an older millennial such as myself, there are many new millennials and next gens who’re carrying some of the same burdens. They may not call it [the same issue as being the only Black woman] but they [relate to it as] ‘I grew up in the hood and all these people grew up in suburburbia, how do I tone myself down?’ All the while, the designers of businesses and commercials and ads are looking to the hood for the new energy and that next creative thing. And so we’re selling short some of the best of us in order to work with some of the least of them. 

And so forgiving ourselves means getting over the fact that you had doubts or you recognize other people’s doubts about who you are as Black, smart and female and move the agenda forward because that’s your power, that’s your strength and at the end of the day, that’s who you are. 

Her Agenda: Yes. And you actually answered my next question within that response as well. Because I was going to ask about how do you turn adversity into strength? Because you come at it from multiple sides coming from a place where you didn’t have connections in the field that you’re in now, you had to start from scratch to build all your relationships. You’re also a woman you’re also Black so, is multiple aspects of that, that could be seen as adversity that you turn into your strength and I think that you’ve hit the nail on the head with what you just said in the previous response.
Janice Bryant Howroyd: Yes, you’ve got to make sure you do your homework and be prepared. Let’s be truthful about it. Many smart Black female business owners didn’t grow up with networks, who could [allow] access to capital assets, access to contracts, access to information, [and] growth opportunities. And so everything is fresh and new as in my case it was. And I think you have to really be prepared to honor that. And also find the similarities in other people you’re going to work with, not just the differences and make all of that your advantage point. How am I different? I’m Black, he’s white. I’m a female, he’s not. All of that can be an advantage. Also, the similarities can be an advantage and never forget those. I’m a geek, they are geeks. I’m interested in molecular science, they’re interested in molecular science. You package it up so that all of it works well for you. And then that frees you to be an innovative thinker. It frees you to be friendly, sometimes in competition where friendship doesn’t exist. It allows you to learn how to compete with versus competing against. It really frees you when you do that. 

Her Agenda: Yeah, definitely. Your mantra for success is “never compromise who you are personally to become who you wish to be professionally.” I’m curious about when you first adopted this mantra and it’s one thing to be told this and to learn from others. But what was that moment where that really connected with you in terms of that concept and you’re like, this is going to be my mantra because I’m seeing at this moment that this is what I truly want to stand for?.
Janice Bryant Howroyd: Candidly, the words came long after the evidence and the living of it. Growing up in a home with a mom and dad who were so invested in all 11 of their children’s success, it was just a natural thing for me to believe that I should have personal values and know who I am in them and appreciate that success for me was going to have to mean that I did not compromise that. Those were daily lessons taught to us. 

Growing up in a home with a mom and dad who were so invested in all 11 of their children’s success, it was just a natural thing for me to believe that I should have personal values and know who I am in them and appreciate that success for me was going to have to mean that I did not compromise that. Those were daily lessons taught to us. 

Oftentimes, our punishment was to write affirmations versus getting spanked or being put on probation. Although all three work, in our own homes and were in full effect. But that element of writing affirmations, I learned later in life, other kids weren’t being challenged that way by their parents around behavior, and how to think differently about it. If I didn’t clean something and it was my week for cleaning dishes, certainly, I knew that part of my correction was going to have to be sitting down writing 100 times, ‘I will always clean, neat and thoroughly.’ Mom and dad were very invested in who we were as people. And it was just a part of my DNA by the time I hit my career stage that I was living with that ideology, putting it to words was simply a response to explaining what I thought was important in life and in business. 

Her Agenda: So there wasn’t a specific moment or experience in which just you had, always had that within you and then you just put words to what you’ve been living.
Janice Bryant Howroyd: My mom and dad instilled in us through their disciplinary measures, and their value systems, how to create our own value systems and live true to that. So it was more a matter of putting what I had been carefully taught by a loving mom and dad into words, than it was coming upon a new behavior. 

Her Agenda: That’s beautiful and I love that you were able to take so many lessons from your family and from the people around you and even if they were not entrepreneurs, just be able to take lessons on that on your journey as an entrepreneur and apply it and live it and embrace it fully. 

Janice Bryant Howroyd: It is important to me that I give honor to my mother and father. My mother and father raised 11 kids, one mom, one dad, oftentimes people who meet me on a surface level, know that I have many siblings and assume there are many parents engaged in that dynamic. There was one mom and one dad who loved 11 kids to success and I can never have an interview that asks or speaks to my morals, my ideologies or even my preparedness for business that does not honor [my parents.]

Her Agenda: I’m curious as an entrepreneur and someone who has often been the first or the only, there are not too many examples that you’ve had in terms of what should come next as you get to a higher and higher level of business. Over the years, how have you evaluated, what’s the right next step for you as a business owner?
Janice Bryant Howroyd: Because I’m a part of such a solid family network in which siblings are professionals themselves, well-educated and some work within my own organization, I’ve had an incredible value in being able to utilize them as a sounding board, and also as people who will ride along the stride with me in reaching that success. Today, I’m quite comfortable to acknowledge that as a smart, Black woman, I’m able to continue building on the things that I set forth in 1978. I’m also equally proud to say there are siblings who have been along that path with me along the way. And today, some of those sibling’s children work in my company. 

Many people have the belief that family can’t work together and that the idea of a Black family working together is as alien as a person from Mars. Let me tell you that in my family, that has never been an issue and we have several generations of family in the business.  

But your question about knowing what the next step is, keeping my organization full of innovative thinkers who are coming from different experiences all aligned around one common goal, that is highly helpful when as a leader, you stop to listen to them in making the decision about what’s next. 

Many people have the belief that family can’t work together and that the idea of a Black family working together is as alien as a person from Mars. Let me tell you that in my family, that has never been an issue and we have several generations of family in the business.  

Her Agenda: Is there anything else that you would like to add before we close our conversation?
Janice Bryant Howroyd: Yes. If, I were asked by you, what would be the key thing I would say anyone in any business at any stage in their lives it would be no matter who you call God, call God every day, then shut up and listen. Yeah, many of us go in prayer and we invest more time talking to God, but how many prayers often sit in silence and listen?

[Editor’s note: This feature was originally published January 13, 2020. This has been re-published to showcase one of our top past features as we celebrate Women’s History Month 2026.]

This article A Peek Inside Her Agenda: Janice Bryant Howroyd was originally published on HerAgenda.com

As we all prepare for the new year, there’s probably a laundry list of things you’re thinking about. New routines, habits, goals, and more prompt us to consider tangible ways to effect change. But trying to figure out where to start and what to prioritize can be tough. 

With so many people giving out advice all the preparation can feel daunting, and you might just give up before you start. This year we’ve spoken with a ton of founders, executives, CEOs, all of whom have been in your shoes, maybe not feeling the most confident about their next step. 

We’ve compiled a list of some of the best advice to help you with your fresh start. So here’s a list of seven things you should be thinking about going into 2026. 

Don’t wait, start today

Going into a new year is all about feeling good about what can come. Dana Hork, Founder and CEO of Beers With Friends told Her Agenda that we all have something special that only we can offer, so start today! 

“Go for it. Don’t wait for permission. The world is waiting for you to articulate your vision. It’s like the subway rule—if you see something, say something. If you see a better way of doing things, lean into that. Start small if you need to, iterate as you go, but trust your instincts.” 

Find your tribe

Having a good support system makes all the difference in all facets of life. By having a solid sounding board, it can keep you celebrated through the good times and carried through the bad. 

When Her Agenda chatted with Sally Kim, President and Publisher; Little, Brown and Company, she gave this advice to fellow writers trying to break through the industry. It’s solid advice we can all use. 

“Find the people who can support you and lift you up and also give you the tough love you need to make your work better,” she shared.

Be prepared to put in the work

Being an ambitious woman comes with a lot of hard work and sacrifice. Many women are starting their own businesses with the new year, which requires even more work. Julie Cartwright, President of Pvolve, was asked by Her Agenda about going into entrepreneurship, and she said that tenacity is key. 

“You need to be able to network, you need to be able to get out into your community…So don’t be afraid of the hard work. Don’t do it if you don’t want to work hard, to be honest. It’s incredibly rewarding, but it certainly takes you really putting yourself out there.” 

Stay true to who you are and what you want

Sometimes it can be easy to push aside your individuality to conform to what other people think is best. But your individuality makes you special, so hold onto that. Her Agenda spoke with Nina Magon, Luxury Interior Designer and CEO, about the advice she has for up-and-coming designers that can apply to everyone wanting to be true to themselves in 2026. 

“You just have to do whatever style you love, and people will catch on eventually. Don’t change your style for someone else. You have to love what you do, because if you don’t, you’re in big trouble.”

Be kind to yourself

Sometimes it can be so easy to be nice to everyone but ourselves. We let negative self-talk, self-doubt, and a lack of confidence take over, and sometimes it stops us from greatness. Binta Niambi Brown, Sports and Entertainment Lawyer and Founder, chatted with Her Agenda about navigating life after loss and what it looks like to give herself compassion. 

“There are going to be moments in our lives where we have to give ourselves grace, and we have to give ourselves time to grieve, and to rebuild, and to reheal, but in healing, and grieving, we have to also have a sense of hope, and a sense of what’s possible.” 

Make time for you

Many women find themselves taking care of others: kids, partners, aging relatives, etc. When you add work on top of that, sometimes making sure that we’re taken care of isn’t a priority. Karonda Cook, Head of Global Marketing at KISS Colors & Care, gave us this gem about hair care when she spoke with Her Agenda about how to make sure you put yourself at the top of the to-do list. 

“If you have to take that time, make it a moment of self-care and give yourself a deep treatment mask to replenish your hair, give that hair an extra dose of love, an extra boost of moisture.” 

Have an open mind

You never know where this new year will take you, so be open to whatever comes your way. You never know where an unexpected opportunity may take you. Mina Haque, Attorney and CEO of Tony Roma’s, spoke with Her Agenda about this key piece of advice she’s held on to through her career. 

“Keep an open mind, especially when you’re trying to consider a career path. Don’t think of a job as your goal. Think of skill sets. Don’t pay attention to the dream job. It’s the skill set that’s [prepared] your mind [for] the career that you will have.”

This article 7 New Year Strategies From Top Women Leaders was originally published on HerAgenda.com

Mohaimina “Mina” Haque is the dynamic CEO at the forefront of Tony Roma’s, where she’s leading efforts to breathe new life into the beloved 53-year-old restaurant brand. With a keen eye on both domestic and international growth, Mina is focused on reinventing operations and paving the way for this chain to thrive in the future. Her talents aren’t limited to the business world; she’s also the driving force behind her own flourishing law firm that focuses on immigration and corporate law, including mergers and acquisitions.

Alongside juggling executive responsibilities, Mina influences the academic world as an Adjunct Professor at American University Washington College of Law, where she inspires the next generation of legal professionals. Her accolades have her being named one of Women We Admire’s Top Women Leaders of DC for 2024 and Top Attorney of the Year by the International Association of Top Professionals in 2023. Highlighting her impact, Washingtonian Magazine listed her as one of the Outstanding Women in the Washington, DC, Metropolitan area back in 2021. 

In this interview, Mina opens up about her approach to leadership, the exciting changes underway at Tony Roma’s, and her vision for the future in both the business and legal spheres.

Her Agenda: What inspired you to go into law and open your own firm?

Mina Haque: I always wanted a career where I [would] be able to interact with people. What attracted me to law was the entire process of legal education. What it does is it takes your organic thought process and turns it into this organized, logical talk that you can apply in real-world scenarios to solve other people’s problems. I was extremely drawn to the essence of the legal process and how I would be able to help people. So the whole idea of service took me to law school. 

Her Agenda: Tell us what your path was from lawyer to restaurant CEO. 

Mina Haque: Right after law school, I was an honors attorney. An honors attorney is a program by the United States government across federal agencies for [lawyers at entry-level]. I was one of the honors attorneys in my graduate class. I worked for about two years in a federal agency in Washington, D.C. Right after that, I decided to start my own law firm. I wanted to create a space where I can not be limited to one skill set. Now this relates to the question you just asked, which is my path to becoming the restaurant CEO. At Tony Roma’s, I was working on an acquisition deal for the buy-side due diligence in the middle of the pandemic. As a result of that work, I started to know a lot about the company, gained the trust of the stakeholders at that time, and I was offered to be an outside general counsel. I did the company’s legal work for about two years before I was offered to serve as an interim CEO, and then eventually led the company across five continents. 

Her Agenda: You wear a lot of hats and have a lot of jobs. What’s a typical day like in your life? 

Mina Haque: That’s the thing. I don’t have a typical day. Every day throws its curveball, and it’s my job to solve problems. Every day is a new day with new problems to solve, new problems that challenge me, whether it’s my firm or Tony Roma’s. On the corporate side, my role is, since it’s an executive role, I need to provide oversight [and] guidance. So it’s a mix of everything, making sure everything is smooth sailing at the same time, doing a lot of vision-setting work, which is important for a company in this turnaround stage. For my law firm, working with my clients, [it is] pretty similar. I have law clerks and paralegals. It allows me to interact with people from all walks of life. I think that’s something I really enjoy and what I envisioned when I put myself on the path to pursue law. 

Her Agenda: What does your legal and cultural background bring Tony Roma’s? 

Mina Haque: My legal background is helpful for the company. It goes back to that same logical way of solving problems. I think that’s something the company needed, a fresh perspective, that’s a very special structured skill set to see where we can do some improvement, and how we can grow the company. My legal skill sets are extremely pivotal for the vision setting for Tony Roma’s. As for my cultural background, I do bring a very diverse background, something the company has never experienced in its 53 years, whether it’s through my gender or my cultural identity, and it allows me to embrace all the franchise partners we have all over the world because we have a very global company. It also helps me understand what they’re going through, where they need support, and I very much enjoy working with all our franchise partners across all five continents where we have a presence today. 

Her Agenda: What is your plan to lower barriers for women to become franchise owners? 

Mina Haque: That’s very close to my heart. For a woman to become a franchisee, there is some work that we need to do. One of the biggest impediments is access to finance. If you look at a franchise model like the one we have, Tony Roma’s, the build-up cost is pretty high. It could be anywhere from $1.7 million to $3 million, depending on the geographic location. We see women every day who are great operators, and how can we allow them to be owners, right? I’m trying to see if we can implement any programs where the operators who have served the company well [can have a] path to ownership. The first step is to ease that barrier to access capital. We’re talking with some stakeholders and financial partners and seeing how we can implement a program where we can increase participation as a franchisee for a woman in our system. 

Her Agenda: Which field is easier to tackle as a woman, business or law? 

Mina Haque: That’s a great question, and they’re both very male-dominated fields, as a C-suite executive and lawyer. Being in both fields concurrently, it prepares me well. Knowing what type of challenges I may face as a woman it also creates a type of resolve that’s unshakable. But in terms of which one is easier or harder, I don’t think I will be able to rank it, but I can talk about my concurrent advantage by being in both fields. 

Her Agenda: Share some vital advice you’ve learned throughout your career. 

Mina Haque: Keep an open mind, especially when you’re trying to consider a career path. Don’t think of a job as your goal. Think of skill sets. Don’t pay attention to the dream job. It’s the skill set that’s [prepared] your mind [for] the career that you will have.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Mina Haque was originally published on HerAgenda.com

Karonda Cook is the first Black woman in the role of Head of Global Marketing at KISS Colors & Care. Since being newly appointed, Karonda and her team have worked diligently to listen to what consumers want and need. In their research, they found it’s not only about maintaining healthy hair, but skin and scalp too. 

A deep understanding of the customer is foundational to Karonda’s success. Her early introduction to hair care began at the beauty salon as a shampoo assistant. After graduating with a marketing degree from Clark Atlanta University, she gained deeper knowledge as a marketer working at Paper Mate. However, the excitement and passion for hair and beauty couldn’t be ignored. An opportunity to work as a beauty merchandiser came, and she went for it. 

From there, she was promoted to sales, where she learned what it takes to get a product on the shelves. Then transitioned into buying as the Director of Merchandising at Sally Beauty. In this role, she helped elevate brands such as SheaMoisture and Cantu. Her buying team helped launch brands such as Mielle Organics and The Mane Choice. As founder and CEO of The Jane Group, she brings 8 years of entrepreneurial experience, helping launch KISS Colors & Care and consulting for numerous beauty brands.

Today, as Head of Global Marketing, she’s on a mission to bring that salon-transformation feeling to the textured hair care industry while keeping our hair, skin, and scalp thriving, too. 

Her Agenda: What attracted you to want to work in the beauty industry?

Karonda Cook: My career in beauty actually started a very long time ago. I was 15 years old. A lot of my friends were playing sports, but I wasn’t. I worked. I was a shampoo assistant at the local beauty salon. That’s a very impressionable time of your life. I loved seeing the sense of community. It’s like we were family – the clients, the stylists, the conversations, and seeing how women left the salon feeling transformed. Clients came in one way, and when they left, their confidence was boosted! It was just such a beautiful thing to witness, and it really left a lasting impression on me. Maybe about a year or so later, this movie, Boomerang, starring Eddie Murphy and Halle Berry, came out, and there was this character, Jacqueline, played by Robin Givens. She was a BOSS. She was Head of Marketing. To me, she exuded grace and confidence. When she came into the room, she owned the room. I loved how she came in and told Eddie, the man, ‘No, I’m in charge of marketing.’ So that was such a pivotal moment. I’m like, oh my gosh, I want to be like that when I grow up. So I would say that’s really how my career started in the beauty industry.

Her Agenda: I love how you mentioned women would come to the salon and feel transformed when they left. How are you bringing that same element into your new role as Head of Global Marketing?

Karonda Cook: Everything we do at KISS Colors & Care is consumer-centric. We want the consumer to purchase our products, have an amazing sensorial experience, and for it to be efficacious. We want it to work. Then, when they go to our Instagram page or our website, we want them to feel seen. We want them to feel heard. So we’re very consumer-centric and are community-centric. We make sure we partner with creators who represent us in the right way. With PR, we have an influencer agency that is owned by Black [women]. We want to make sure that everything that we do and every touch point is done with the consumer and the community at the center, so that they feel seen, heard, and appreciated. 

Her Agenda: What is this new role bringing out of you? Anything new you noticed within yourself?

Karonda Cook: Yes, yes, for sure. So this role is bringing a lot of intentionality out of me. As a leader, I want to be very intentional with my team. It’s not just about giving a directive or giving a strategy saying ‘Hey you go execute,’ but really being intentional and more empowering, because me being in this role, I’m leading the path for future leaders who look like me to also be in these roles. So I want to make sure I’m being very intentional and empowering other people on my team, so when they get this opportunity, they know what to expect and feel empowered, versus doing more executional tasks.

Her Agenda: Earlier you mentioned working with Black beauty brands that were later purchased by larger conglomerates. Stories like this always make headlines in the news and these companies are quick to be called “sell outs.” How can Black women and other women with textured hair see KISS Colors & Care, as a more promising brand?

Karonda Cook: So, at KISS Colors & Care, not only on the marketing side is everything we do consumer centric, but also on the product development side. We do extensive research. We test products on consumers often times years before we bring them to market because we want to make sure the formulas are right and that they work on various hair types and textures. We also bring in the experts! We’ll bring in professional hairstylists or master braiders to give feedback and input. If we’re creating braiding gels, we want the experts to weigh in and give their point of view as well.

Her Agenda: I received the new Multivitamin Oil collection, on the box it reads ‘Pre-cocktailed and ready to serve’ and I love how it’s not only for your hair! Your team was so thoughtful with making this about care from head to toe. What consumer feedback inspired this new collection? 

Karonda Cook: The oil market is growing! I’m sure if you go to the store, you will see tons of oils, which is great. So we wanted to enter into this market, but in a very intentional way. We did a lot of research. Again, we do a lot of consumer listening. We saw people mixing their own oils and making their own cocktails  —  which is great, you can do that, but sometimes people don’t understand the different types of oils, such as carrier oils versus non-carrier oils. Sometimes you can make an [oil] cocktail and think that it’s doing something, but it’s really not. We really wanted to take the guesswork out of that. And so again, just really putting together expert formulas, blending the right oils, so when you use it, it truly works. We also wanted to make sure it was healthy and had a dual purpose. We’re learning that people want products that can be used in multiple ways, so this can be used on your hair and your skin. 

Her Agenda: For women who are interested in a career in marketing, what are some strategies for creating an effective marketing campaign in 2025 and going into 2026? 

Karonda Cook: It’s really combining other categories that make sense. So when you hear ‘cocktail,’ we want to play on it. Instead of a hair cocktail, we made it like, you know, as if you’re making your own drink cocktail. We’re continuing to see food cross over into beauty, especially for us. There was a time when we couldn’t go to the store. Our grandparents or great grandparents had to go to the kitchen and get mayonnaise, egg, avocado, and whip it up. So the kitchen has always been very central to everything that we do, and we pay homage to that. As we continue to grow, I’m starting to see more and more blending of hair and skin. I call that the skinification of hair, and it’s because scalp care is an important trend and a continuously growing trend within our category. You will see ingredients that are commonly found in skin care products start to make their way into hair care products, like niacinamide.

Her Agenda: How is global marketing different from marketing just in the States? 

Karonda Cook: It’s very different because there are certain parts of the world whose trends aren’t where we are now or are a little different. You have to keep in mind not only hair trends, but also seasonal trends. The way other countries speak about products is a little different too. Our team has to really immerse ourselves in that market and have feet on the ground, listen to those influencers, and work with key thought leaders in that market, so you can really understand, instead of thinking the US is a one-size-fits-all all. Remaining consumer-centric, whether it’s in the US or overseas, that’s always been a winning formula for me.

Her Agenda: This category in beauty is SO specific. Did you ever have to prove why it’s needed?

Karonda Cook: I’m not only a champion and a voice for my people in my community, but I also have to be one in corporate spaces. You have to get people to understand why this matters, and you have to be patient and willing to teach people along the way. 

Her Agenda: What advice would you give to others pursuing a career in the beauty industry or trying to advance in their careers?

Karonda Cook: A lot, I would say to others who are in this space or at any point in your career, but I’ll speak for the beauty industry, just some of the things that I’ve learned as I’ve climbed the ladder and work the full circle is that it takes a lot of grit, a lot of determination, a lot of commitment, and that you will for face adversity. I mean, it’s inevitable, but it’s how you approach it. And I’ve always approached it with dignity and with grace. And if you do it that way, you will be successful. Don’t let one setback be the end of it.

Her Agenda: Any beauty tips that you want to share with the ladies, anything you’ve been loving or that people often overlook?

Karonda Cook: Drink. Your. Water. Hydration is key. I can’t stress that enough. For hair, I like to switch my style up. I have braids now. When I wear braids, it’s very important to do a cleanse every week and a half or so, to remove any product buildup from my scalp so it can breathe. Then I’ll go back in with oil to keep it oiled. When I don’t have braids, I am a pixie girl. I’m a hair color girl. So condition, condition, condition. If you have to take that time, make it a moment of self-care and give yourself a deep treatment mask to replenish your hair, give that hair an extra dose of love, an extra boost of moisture.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Karonda Cook was originally published on HerAgenda.com

As the founder and principal of Nina Magon Studio, Nina Magon specializes in luxurious residential, commercial, and hospitality projects. Her bold aesthetic incorporates vibrant elements inspired by worldly cultures to deliver unique experiences to her clients using bold elements, color, and modernity.

Nina combines her Economics and Finance degree from Southern Methodist University with her postgraduate studies in Architecture and Design from The Art Institute to blend business with creativity. She currently manages real estate projects worth over $500 million. Her career launched with NBC’s American Dream Builders and progressed through collaborations with esteemed brands like Cosentino and Bergdorf Goodman. Her first interior design book, ‘EVOKE’ was released in 2023.

Nina has global recognition, such as launching a collection with Bergdorf Goodman, receiving honors including “Entrepreneur of the Year” by the United States Asian Chamber of Commerce, being the U.S. Ambassador to Maison Et Objet Paris, and the Noble Distinction Award from Spain’s Ambassador. Nina’s clients range from millionaire and billionaire residential clients to large brands which include Saks Fifth Avenue, Martha Stewart, and Balmain Paris, in addition to a large number of developers all over the globe. Her work has featured in prestigious publications such as Architectural Digest, Elle Décor, and Forbes, highlighting both her creative design flair and strong business acumen.

Her Agenda: What inspired you to pursue a career in interior design?
Nina Magon: I’m an economics and finance major from SMU, and I went into interior design because I wanted to be in fashion. I thought that it’s so interesting to use the creative side of your brain and create things that are kind of unimaginable. I think that’s really what pursued me. I really wanted to do something in the creative field of business, and that’s how I got into interior design. 

Her Agenda: What challenges have you faced as a woman in the design industry, and how have you overcome them? 

Nina Magon: I’ve had a lot of challenges. Not just as a woman, but also as a business owner, being in the field that I’m in, it’s already difficult, because it is a pretty saturated market in interior design. Specifically, being a woman in interior design we’re trying to get these large projects…multimillion dollar buildings and it’s always difficult because there are other companies and our potential [competition] owned by men. For some reason, even in our industry today, they’re still favored over a woman-owned business. But I think that the way we have overcome it is that we’ve tried our best to stay on top of design and show uniqueness to our designs. I think that’s really what’s set us apart, is how we can be the best design firm out there, regardless of who the owner is.

Her Agenda: What role does sustainability play into your work? 

Nina Magon: Sustainability is very big in our world right now, because everyone is interested in reusing things and having some kind of reusability factor. Some of our clients are very interested in it. But more so than sustainability, I think people are more interested in wellness now, and how their home can become what we call a ‘well home,’ which means that everything in their house is optimizing health and wellness. So people are putting oxygen pumping through their house, circadian lighting, and things like that, which has become more of a larger trend than just sustainability. 

Her Agenda: How do you see the future of interior design evolving in the next decade?

Nina Magon: I’m worried. I’m not going to lie. AI has taken over a lot of interior design. But that connectiveness with a client cannot be overtaken by AI. Personal interaction with clients will always be there and will become more prevalent in the future, because there’s an emotional component to interior design, especially when they’re designing their own house. So, no matter how much AI will take away from the actual studios and the work of the studio, I think it’s actually going to be a benefit for interior design firms because we don’t have to do all the difficult work, which is the drawing of the plans and all that busy work. We can actually focus on the creative part and that intellectual connection with the clients. 

Her Agenda: How do you integrate cultural aspects and diversity into your designs?

Nina Magon: I am Indian, so we [did] a show house back in 2019, and that’s when I was introduced to Feng Shui or Vastu Shastra, which is a little bit different from Feng Shui, but it definitely determines the energy of the home. Since wellness has become such a prevalent part of interior design now, part of wellness is actually the energy of the house and where things are located. So we have tried to learn Feng Shui and Vastu Shastra to understand where things should be located to really create better energy in the home. No house in the United States can be 100% Vastu, but you can achieve a lot of things by having things in the right area. If you’re interested in wealth, then there’s a certain way your house should be positioned. There are certain places where toilets can never be. Some clients are very interested in this, and some clients do not care at all. It really depends on the client, but these are some cultural aspects that we’ve had to incorporate into a lot of our projects. 

Her Agenda: How do you handle gender and design, where some people want their rooms to look feminine or masculine? 

Nina Magon: I don’t necessarily call it feminine and masculine. It’s a design preference. We don’t like to use gender at all in interior design; I think it’s a preference of design. Do they like pink? Pink can also look masculine. Black can also look very feminine. So we don’t use the term gender. We call it an aspect of design that’s important for that client. 

Her Agenda: How do you handle criticism and different opinions? 

Nina Magon: Being in a creative field, we get criticized a lot, because design is so subjective. Some people might love you, some people might hate your design style. So we’re open to constant criticism on a daily basis, by clients and by peers. You have to have very tough skin being in a market like this, because it’s not like we’re in finance, where one plus one is two. This is all subjective, and so I have trained myself. I used to be very offended early on, but now I’ve trained myself to understand that people are different, just as design is different. A traditionalist may never love our design style, but we may never love traditional design style. So you just have to have tough skin and move on. 

Her Agenda: What advice would you give to young women aspiring to enter design? 

Nina Magon: I would tell them that you have to be true to whatever your design aesthetic is. For example, I was one of the only ones 12 years ago when I started design in Houston, Texas, which is a very traditional kind of state, and we started doing modern design, and bringing modern concrete design to Texas. There was a lot of pushback at first, but, because of my love for this style, that’s what brought us to where we are today. You just have to do whatever style you love, and people will catch on eventually. Don’t change your style for someone else. You have to love what you do, because if you don’t, you’re in big trouble.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Nina Magon was originally published on HerAgenda.com

Under Julie Cartwright’s leadership, Pvolve, the functional fitness company, has carved out a distinctive niche in the crowded wellness landscape by putting women first.

Pvolve’s method uses patented equipment and resistance-based training designed around how women’s bodies change—accounting for menstrual cycles, pregnancy, menopause, and ageing—backed by research rather than fitness trends.

What sets Julie apart as a leader is her commitment to authentic partnerships and proven business models. Most notably, she’s fostered a genuine relationship with Jennifer Aniston, who joined Pvolve as a part-owner after being a dedicated user of the method for over a year. This authenticity-first approach extends to Pvolve’s hybrid business model, which combines a growing footprint of brick-and-mortar franchise locations with a robust digital subscription platform.

Julie sees franchising as a way to solve a problem she knows too well, which is women wanting to build businesses but hitting walls around capital and networks. Through Pvolve’s franchise model, she’s trying to level that playing field. Instead of pretending those barriers don’t exist, she’s offering women a proven business model and a genuine support system. 

She’s direct about what it demands, too. To Julie, success means showing up in your community, doing the hard work, and being prepared to super-serve your members. It’s not a shortcut to entrepreneurship, but for women who want to own something and are willing to put themselves out there. As a result, she believes it’s one of the clearest paths forward.

Her Agenda: What does it truly mean to be a mission-led company, and how do you hold on to that mission when the market gets tough?

Julie Cartwright: Our mission is our guidepost. By having a really strong mission around women, and taking a woman’s first lens does not mean that we are not for men as well, we just think about women first.

I think that’s really helped us in a lot of our decision-making, because our research is all done around women. We have a fitness method that really works with the changing bodies of women throughout their entire lifetime, so that’s everything from childbearing to menopause, to your menstrual cycle, so I think that that has been a secret weapon of ours. It’s hard because everyone’s got an opinion. We’ve heard oftentimes how could you alienate men. We’re not. That’s not what we’re doing. We’re just super serving women, and really standing behind that.

Her Agenda: What barriers do women still face in business ownership, and how can the industry better support them?

Julie Cartwright: The biggest [barrier] women face in ownership is access to capital. Sometimes it’s the network that you have; the mentorship opportunities that you have are not quite as great as what men have.

I will tell you that there’s a lot of opportunity, not just with the other owners and really developing those relationships organically, but also just with the franchisor, in terms of being able to help them through things, because we’ve got a proven business model. However, capital and networks are usually the things that we run into as women being most difficult, and I think the way that the industry can help is just continuing to be aware of that, setting up funding for women-run businesses and investing in women, and also setting up additional mentorship programs for women. I think that would be phenomenal.

Her Agenda: What is the strategy behind authentic celebrity partnerships, and what does Jennifer Aniston’s role at Pvolve look like?

Julie Cartwright: Authenticity is at the very top. Jennifer asked us to join the company. 

She had been working out with Pvolve sort of secretly as a secret streamer for about a year, and so I think that’s where it starts. You have to make sure that the people who are going to join your company as spokespeople, as ambassadors, as affiliates, that they actually genuinely love the product and consume it or use it, and that’s exactly what was happening. She was obsessed with the method, and she really just asked to join the company, so that is just so unreal. 

She is a part-owner of the company, but she gets involved in a lot of different ways. She states her opinion, she uses her platform, which is her celebrity status, in order to be disruptive with the message and market the fact that everybody needs to be doing this as part of their fitness routine. So she uses her voice. 

She’s certainly an advisor, too. She gives her opinion about everything, from our equipment, to the way that we’re showing up, to how we’re marketing, to who we’re serving, all of the above.

Her Agenda: Why is functional fitness becoming a dominant force in wellness, and how does it differ from traditional fitness trends? 

Julie Cartwright: I think the way that it differs from traditional fitness trends is really that the movements are mimicking your everyday movements, so you’re actually working in all three planes of motion. We do a lot around opening your hips, doing a lot of mobility and stability, because that’s what your body faces from an everyday perspective.

It’s also really good for your overall body, because it focuses not only on strength, which is critically important, but it also involves mobility and stability, and those two are not always thought about as critically important to your health span. 

If you can’t move your body, if you can’t help yourself to not fall, those things are going to dramatically impact your health span.We’ve got resistance-based training with our patented pieces of equipment that’s incorporated, and then we work with our doctors on putting together specialized programming based on individual need states, so everything from chronic lower back pain to someone facing menopause and healthy ageing. These moments in your life need specialized care, and so we’ve got a couple of additional points of differentiation, but that’s what functional fitness is. 

I think people are really tuning into their health span and longevity, and they’re realizing that what they’re currently doing, maybe perhaps HIIT or marathon running, needs something else to preserve the joints, preserve the movement, so they can continue to do those things, because we’re not saying don’t do them. We’re just saying you need to incorporate functional movement alongside your training to be able to do them longer in your life.

Her Agenda: What advice would you give a woman considering franchising as her entry point into entrepreneurship?

Julie Cartwright: I would say do your research. I think that there’s a lot of choice out there. 

Make sure that the team behind that particular concept is very supportive, that you can trust them, and that they have a proven model. I also think you have to be prepared to put the hard work in, especially with a brick-and-mortar franchise like ours. You need to be able to network, you need to be able to get out into your community, and you need to be able to be there to super serve your members. So don’t be afraid of the hard work. Don’t do it if you don’t want to work hard, to be honest. 

It’s incredibly rewarding, but it certainly takes you really putting yourself out there. 

Her Agenda: What leadership lessons have you carried from scaling major wellness brands into your current role?

Julie Cartwright: Hire smarter than you are, to make sure that you are seeking diverse perspectives from your team, that you are collaborating, that you’re listening before you’re just looking to respond. 

You’ve really got to listen to people, to stay focused, to not get ahead of yourself in diversifying the business just because you had a good year. Stay true to what you’re really good at, and surround yourself by really good people who share your core values. 

Her Agenda: In such a crowded wellness landscape, how do you differentiate without compromising values in a company?

Julie Cartwright: First of all, we’re really putting functional movement, functional fitness, and resistance-based training on the map. We’ve got patented pieces of equipment that you don’t see anywhere else in fitness. 

And we’ve put that rigour into clinical studies, which is also a really massive differentiator, in that we’ve invested heavily in clinical research that in clinical trials prove out our outcomes. We’re also truly a hybrid. So we’ve got a growing footprint of brick-and-mortar retail locations, but we also have a really robust digital subscription. 

[Editor’s note: This feature has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Julie Cartwright was originally published on HerAgenda.com

Sally Kim has spent three decades watching the publishing world transform around her, but the veteran editor and publisher has learned to embrace change rather than fear it. Now serving as publisher at the prestigious Little, Brown and Company—the 187-year-old house behind classics like Little Women and The Catcher in the Rye, Sally brings a unique perspective to an industry in constant flux.

From the rise of social media book communities to the explosion of “romantasy” fiction, she’s witnessed readers seize control of literary conversations once dominated by traditional gatekeepers.

It’s a shift that might unnerve some industry veterans, but Sally sees opportunity where others see disruption. Having discovered and nurtured numerous bestselling authors, including Gillian Flynn, whose debut, Sharp Objects, Sally famously acquired after reading it overnight and feeling “scared to pitch it” because it was unlike anything she’d seen before, she understands that great publishing has always been about taking risks on singular voices.

In an interview with Her Agenda, Sally shares insights on everything from building editorial teams to advice for aspiring authors, revealing how one of America’s oldest publishing houses is adapting to meet readers where they are in an increasingly digital world.

Her Agenda: How has the publishing industry changed most significantly since you entered it, and what changes do you anticipate in the next decade?

Sally Kim: I came up through editorial. Publishing for as long as I have been, people have always said, ‘Oh, you should have been here. You should have been here in the golden age. It’s not fun anymore, and the sky is falling and accounts are closing, and eBooks are going to take over the printed book, et cetera, et cetera.’

There’s always been the sense that we’re on the precipice of some sort of major change from which we can never return.

Now we can actually target consumers. In the old days, you would put out an ad or you would get a nice review and hope that people would go to the bookstore and buy your books. Now we can literally target them online and see where their shopping patterns are and where they buy their books, and where their communities huddle, and try to target them that way. But what’s interesting is that really what drives how people are finding books is still very much word of mouth.

It’s still very old-fashioned in that it really does start with a book. One thing I always talk about with authors is that we work almost a year in advance in terms of having a finished book in hand and all the things we do along the way to kind of set that book up. Yes, technically, maybe we could print it and distribute it in six weeks, but really, what that year is, is pressing the copy of the galley into everyone’s hands and librarians and booksellers and media and getting that running start and getting people excited. That has not changed at all. It’s just how we do that, and the devices through which we do that have changed.

Her Agenda: You’ve discovered and nurtured numerous authors who became bestsellers. What do you look for when evaluating a debut manuscript?

Sally Kim: I came up through editorial, and I’m a publisher now, but I still edit a few books on my own. This may say sound cliché, but I would say every book that I have gone after, whether or not I bought it or won the auction or whatever it was, I knew from page two that it was good. 

You’ve done this where you’ve read a novel where your friend has said, ‘This is the best thing I’ve ever read.’ And you’re thinking, Oh, I don’t know, and vice versa. And I think that’s what’s great about fiction is that much of it is a reflection of what you bring to the table as a reader.

I love working with debut writers; I’ve worked with a lot, and I’ve published a lot of debut novels. One of the through lines for me personally, if I’m going to spend time reading eight to 10 drafts, spending my weekends and nights editing it, pressing it into people’s hands and having it reflect a part of my list, I think that’s what we’re lucky to do as editors and publishers.

Now, it might be a category of publishing before, or a category that’s very popular, but it’s a certain perspective is a certain voice, it’s a certain combination of voices, it’s a twist on the mother’s story, or revealing or amplifying a certain emotion that I’ve never quite seen exactly put in a certain way. I am looking for that, because I’ve read a lot of books and a lot of manuscripts over my time. I selfishly do this, because I get to spend time on the books I want to spend time with that I would read on vacation myself. I don’t want to read the same thing over and over; I want something that’s very uniquely and singularly new.

And one example is I acquired Gillian Flynn’s first book, which is called Sharp Objects. And that’s a book I always talk about, because I have a lot of examples, but that’s a very vivid one in that it was such [a different kind of book]. I remember taking that [manuscript] home that night, reading it overnight, and coming into the office and saying, ‘I’m a little scared to talk about this book, because I don’t know what everyone will think.’ We’ve never published anything like this before. I don’t really see a lot of examples of it out in the marketplace written by young women writers. It’s dark, but it’s also very human, and I just remember that feeling of being nervous to pitch it at my editorial meeting.

And I always say that that’s actually kind of a sign that you should go for it. Because that means if it’s new to you, and you’ve never seen something like this before, chances are it’s going to be groundbreaking for someone else as well. That’s what we all want to do is publish new stories and new voices.

Her Agenda: How do you approach long‑term author development?

Sally Kim: Right now, the market is tough, and people’s time is occupied by many different choices of media. You’re having a disconnect in terms of how you can reach and influence. In the old days, you would buy space because you would say, oh, you’d walk into a bookstore and say, ‘Wow, Tom Clancy, those are 10 books right in the front, when I walk in, that must be a big bestseller, I’m going to buy that book.’ I mean, that was part of marketing back then.

We don’t have some of the tools we used to have. It really relies on knowing your audience and connecting with your audience, and then not taking that audience for granted.

Sally Kim: What advice would you give to aspiring authors trying to break into the market today?

Her Agenda: First and foremost, write the book that only you can write. I know that sounds again, a little bit like a soundbite, but I do mean that because again, what I said earlier about how readers are anointing books themselves now, the thing that really stands out to people is when there is a voice or a story or a perspective that feels [like] ‘I’ve never thought about that topic in that way before.’

So, I would say really lean into the specificity of your own experience or your imagination or your way of seeing the world. Don’t try to write to trends because the trend will be over by the time your book comes out. And more importantly, it probably won’t be authentic.

I think readers and editors, and agents can sniff that out. We know when someone’s writing to try and catch a wave versus when someone is just writing because they have a story inside them that they absolutely must tell. That’s the first thing.

The second thing I would say is find your people. Whether that’s through a writing group, whether that’s through taking classes, whether that’s through even just being active in the literary community or in book talks or whatever—find the people who can support you and lift you up and also give you the tough love you need to make your work better.

Writing is such a lonely business, and it can be very hard to keep going when you’re just in your own head all the time. I think building a community around yourself is not just important for your mental health, but also for your growth as a writer.

And then third [is] perseverance. That’s probably the number one thing that separates published authors from unpublished authors. It’s not talent, it’s not genius, it’s not MFA degrees—it’s the ability to keep going after rejection.

Every single writer I’ve worked with, even the huge bestsellers, had a moment where they thought about giving up. Maybe they got rejected by 20 agents. Maybe they had a first book that didn’t sell. Maybe they got terrible reviews. But they kept going.

I would say, write the best book you can, be open to revision and feedback, find your people, and don’t give up. I know that’s easier said than done, but I truly believe that the world will always make room for great stories. If you have one, keep at it.

Her Agenda: What’s your approach to building and leading editorial teams? How do you foster creativity while maintaining commercial focus?

Sally Kim: I think about this a lot. I’ve worked with editorial groups of all kinds, small, big, and medium. And the one thing that I really have taken, because I never really wanted to be a manager, I just wanted to work on my own books. The first time I was an editorial director working with a group of editors, I was really scared, because I thought, I don’t think I’m gonna be good at this. And also, I don’t want to be responsible for their books and their happiness and their career growth. I just want to focus on my list. But what clicked for me is that I actually enjoyed it, because you end up having a different relationship with each one of your editors, because each editor needs a different thing from you. And the number one thing that I learned as an editor, having worked under managers, is I am never going to be the audience for every book on the list. That’s not my role.

My role is not to say this is a good book. I need the editors to be experts in their areas, and then to help them do their thing. So, having an editor whose books come to you, and a finance book editor, I’m just making this up. I don’t read finance books. But as long as they’re super well‑versed in the category, they read everything under the sun, they know their stuff, they get in the best projects from agents, they’ve published in that category super well all these years, and they’re the best in the business.

My job is then to help get them to just continue doing that, and publish best‑in‑class books, and books that move the conversation in their category. So, I know that sounds obvious, but I think there have been times where I’ve worked with people who want them to sort of be clones of their own tastes, and what they want to do. And that, to me, is the most boring.

It would be very boring if we at Little, Brown only published books that I liked, frankly. Because I don’t know everything, I’m not the audience for everything, and also, we have to leave room for surprises, and we have to leave room for things that we don’t know. And the only way to do that is to have a staff of editors who are experts at what they do, and their different categories, and are making us expand the list of what we publish, and expanding who we’re publishing to.

Her Agenda: What’s the most rewarding aspect of your work, and what keeps you passionate about publishing in the book industry after many years?

Sally Kim: I’m really mindful that it’s one of the rare creative industries.

Ultimately, the goal, if you get enough experience and credibility and success with what you do, you get to choose the projects that you work on. And that your unique eye, or speciality, or your point of view in life, or life experience sets you up specifically to represent that book, and to have that book represent you.

It’s similar to having little pieces of your heart out there in the world in the form of books. And to say, I helped that book, or I helped that author, and that book is not only great, but it represents something about me that I want you to know.

That’s pretty cool. I don’t think that that’s something I necessarily really understood until I was kind of knee‑deep in this job.

Her Agenda: What types of stories or voices are you most excited to discover in the coming years?

Sally Kim: Little, Brown is the oldest publisher in the industry, founded in 1837, and the list of classics and the backlist gems is just, it goes on and on and on and on.

Little Women, Catcher in the Rye, just such an illustrious story list. And that’s a big part of why I took this role, just the privilege of working at a place like Little, Brown. I never thought I would get to work at a house such as Little, Brown.

And for many reasons, because when I was coming up, as I always say, there’s a very good chance that a Little, Brown Book has touched your life at some point, because of its role in the culture, and not only being part of the conversation, but leading the conversations out there in the world, whether it’s fiction, nonfiction.

Being here [now] and working with a team [where together] we get to decide what a Little, Brown Book is for the future, the near future, the long-term future, the future classics, is such a privilege. We’ve worked really hard. We know how to make books, we know how to work with writers, edit books and produce them and market them and publicize them. I still sort of have to pinch myself. I don’t take it for granted that we get to anoint in a way or discover and give space for voices that maybe were overlooked before, because they weren’t part of a certain vision of what a literary book was.

[Editor’s note: This interview has been edited for length and clarity. This feature is sponsored by Hachette Book Group.]

This article A Peek Inside Her Agenda: Sally Kim was originally published on HerAgenda.com

Carla Zanoni is a truth seeker. As an award-winning journalist, writer, poet, media strategist, and now head of the Engagement Journalism program at CUNY’s Craig Newmark Graduate School of Journalism, her work has always centered around that pursuit. 

“Journalists and poets might define truth differently,” she told us, “But at the end of the day, they’re both looking for answers about human behavior, human emotion, and making sense of what is happening in this world.”

Carla has always wanted to be a writer. In graduate school, she grappled with the decision between pursuing an MFA in poetry and a master’s degree in journalism. Ultimately, she chose journalism. Though she’d been writing poetry since childhood, she was hesitant to call herself a poet— to claim that more vulnerable part of herself. 

Years later, while working in the highly structured, professional environment of The Wall Street Journal, she began writing a deeply personal literary memoir. That’s when she realized there was space for all facets of who she is. 

“When I’m around people who fully own the darkness and the light of who they are,” she said, “I feel so optimistic and hopeful about what we can accomplish as people, and as a society.”

Her Agenda spoke with Carla about what it means to live and work in authenticity. Here’s what she told us. 

Her Agenda: You’ve described yourself as having a “poet’s heart and a journalist’s brain.” Poetry and Journalism are often seen as opposites, yet your life seems to bridge many such dualities: born in Argentina, raised in New Jersey, now based in New York; both a cat and a dog person. How do you reconcile these contrasts in your writing and sense of identity?

Carla Zanoni: I’ve always been aware that I share a creative brain that thinks in a non-linear manner with an inquisitive, curious brain. For a long time, I thought that was a problem I needed to fix, but then I started to understand that there were great benefits to having this duality. 

My brother passed away on January 3rd, 2020, and then COVID hit just a few months later. At that moment, I realized that creativity isn’t separate from professional life; it’s actually what sustains it. The poetry flowing out of me (See her book: Knowing / Saber) allowed me to process that loss while also showing up as a leader, with empathy for what my team, the organization, and the world were going through. That healing informed who I am as a professional and as a creative today. I came to understand that you can’t compartmentalize being human. We try so hard to put ourselves in a box. That keeps us from giving the most that we’re here to give.

Her Agenda: Your memoir-in-progress explores how what once felt like your greatest mistake became a path to self-love. As an advocate for a post-shame era, what do you think people most need to understand when struggling with self-loathing and forgiveness?

Carla Zanoni: I’ve come to understand that living life in the mold of what others (i.e., society, our families, our friends, the critic that lives in your brain) want from us is a recipe for disaster. It’s so limiting. A lot of what drives that is shame: shame that we’re not enough, that we’ve made mistakes that can’t be forgiven, that we can’t forgive ourselves. Living in that shadow keeps us from the full amazingness of what can be. By telling this story, my hope is that people will take that lesson: that we can experience the darkest things, but it’s coming out into the light that changes everything.

Her Agenda: You’ve been a first many times: The Wall Street Journal’s first global audience and analytics editor, the first Latina to be named to the newspaper’s masthead, and the first head of audience, marketing, and analytics at TED. How have you handled the pressure of breaking new ground in such high-profile spaces?

Carla Zanoni: I am an immigrant, I grew up in an immigrant family, and I don’t come from a place of great privilege, so one of the most important things I needed to do was build a community for myself. That meant being courageous and asking for help, for mentorship. 

I started saying yes to different things, even if I didn’t fully understand them and even if I was scared, and that led to a lot of professional opportunities. In the early 2010s, I joined a very impressive women’s networking group, which I credit quite a bit with my career ascent. At the time, I was like: Oh my God, what have I gotten myself into? Like, who am I to be in this group? Fortunately, I had enough support around me to say: You belong there just as much as anybody else. 

In addition to support from family and friends, I also have an incredible network of mentors who are women, who are men, who are non-binary, who provide me with lots of different perspectives. We can get into this bubble, so it’s incredibly important for me to have lots of different perspectives to inform my thinking, not just in my immediate industry, but in lots of different industries as well.

Her Agenda: As Director of the Engagement Journalism program at CUNY’s Craig Newmark Graduate School of Journalism, how do you define engagement beyond clicks and shares?

Carla Zanoni: Engagement journalism is not just about learning what’s relevant in the field today; it’s also about developing a mindset that’s focused on innovation and understanding where journalism is heading. 

In the old days, you had a journalist who kind of stood at the top of the mountain, and there was no discussion. It was just: I know what’s best for you. And one of the most important cornerstones of engagement journalism is that it’s a conversation with the audience, a constant back and forth, focused on serving that audience. 

Some people have said to me: Isn’t that just what good journalism is? And yeah, I would say that’s what good journalism is. But the reality is that things have not developed in that way. So when thinking about journalistic rigor, we emphasize listening and outreach. I’m not just teaching students how to build an audience; I’m teaching them how to connect with that audience in a deeper and more meaningful way. 

Her Agenda: Your career is deeply rooted in local journalism, from helping launch City and State to running a neighborhood blog spotlighting underreported communities in Washington Heights and Inwood, to being part of the founding team at DNAinfo New York and Chicago. What role do you think local journalism plays in today’s complex media environment?

Carla Zanoni: Local journalism is one of the most important types of journalism that exists. We have gone through many years now of the decline of local journalism and the belief that it’s not that important, but all important change, information, connection, community, comes from a local lens. They say it takes a village, and what is that village but your backyard, your town square? All change happens on the local level and then ripples out.

Her Agenda: You call yourself a “media therapist,” which is remarkably compelling. What are some of the most common emotional or mindset blocks you see media professionals and creators facing? How can they work through those challenges?

Carla Zanoni: When asking different individuals and media organizations what their biggest challenges were, one of the things I kept hearing was: ‘I’m doing all these things: TikTok, Instagram, a newsletter, etc, but I have no idea what I’m doing.’

A lot of them were on the road to burnout, and as somebody who had long struggled with imposter syndrome, I was able to hear them clearly and realize that it wasn’t just about: What should my digital/media strategy be? The core of the issue was fear and insecurity. By slowing down and having authentic conversations, you can cut through that and become more discerning.

Part of what I aim to do in the conversation is inform a mindset that’s open to change. If you’re not someone who builds the muscle to respond to change while knowing who you truly are, as a brand, as an individual, etc, then you will not be ready to respond. You want to be able to respond, not just react. The world moves quickly, and you need to know what your unique value proposition is, what your ethics and boundaries are, and where you already have established loyalty with your audience(s). If you are not having a back and forth with that audience, then you are locked in an echo chamber that is not malleable and can lose the benefits that come from your audience: relevance, revenue, and relationship. 

Her Agenda: Given your trailblazing career, your navigation of complex personal and cultural identities, and your work guiding others through emotional and strategic challenges, what’s the most important piece of advice you’d offer to readers who want to embrace their full selves?

Carla Zanoni: A good friend of mine taught me many years ago this saying: ‘Data, not drama.’ After experiencing real loss in my life, this evolved into something much deeper: how do we use data to form meaningful human connections? How do we cut through the drama to get to what’s real, that truth that I’ve been talking about? The numbers tell you what’s working, but your humanity tells you why it matters and how to sustain it. That’s the part that I would want people to take away from this: that it’s not an either-or, lean into the duality. None of us is just one flavor. The secret sauce of who we are comes from our multi-flavor wonderfulness.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Carla Zanoni was originally published on HerAgenda.com

Meredith Wilson Parfet brings an unusual dual expertise to crisis—she’s both a seasoned executive and a practicing hospice chaplain. Her background includes an MBA from Kellogg, two decades in asset management, and leadership roles at alternative investment firms. She’s also a certified end-of-life doula and Reiki Master, with a Master’s in Spiritual Care from Iliff School of Theology. 

As CEO of Ravenyard Group, Meredith advises organizations facing legal, reputational, and operational breakdowns, blending technical precision with emotional intelligence. Her approach is informed by personal and professional loss, spiritual training, and years spent with dying patients and grieving families. Meredith also co-founded Denali Venture Philanthropy and serves on multiple nonprofit boards. In this conversation, she speaks about what it means to lead through the worst, and why real transformation often begins where most people want to turn away.

Her Agenda: How did your personal experiences with tragedy and near death reshape your understanding of leadership?

Meredith Wilson Parfet: So much of business leadership in particular is defined by success culture. So you’re rewarded for merit, you’re rewarded for achievement, you’re rewarded for beating the competition, getting things right. Often that puts you in positions of leadership. And yet I don’t think success culture gives us the tools to relate to other humans in any effective way. 

It was only through suffering and painful losses and public failure that I began to build up a set of muscles that I never got anywhere else. And so you think about going to business school and they train you in all these different disciplines. Sometimes they’ll have leadership classes where they talk about being authentic, but I don’t think until you can recognize that people have an inner world and that their inner world has all this complex set of emotions. And often it’s about fears and worries and traumas and tragedies and all those things that they’re carrying with them. Only when I experienced those things, was I able to look at people and say, ‘oh, there’s so much more going on here.’ That to me is the thing that makes you relatable and it helps you lead.

Early in my career, I wasn’t, I don’t think I was empathic. I thought people’s work and their lives were totally separate and that I was supposed to teach people how to achieve. And now I look at it as I’m meant to accompany people on their journey. And if I have something to share, great. And if I have something to learn, great. And it’s much more collaborative.

Her Agenda: What does organizational grief look like and how is it different from individual grief?

Meredith Wilson Parfet: I don’t know that there’s such a thing as organizational grief so much as it’s a collective of individuals who are grieving. Sometimes people will create the differentiation between grief and mourning. They will say that we mourn together, but we grieve alone, and I think that can be true. Organizations that face major loss, like a fatality or a big scandal or bankruptcy or a startup that goes out of business. I mean, those are all different forms of grief, but they can be grief inducing for an organization. I think that more often what you see organizationally is that it throws things into chaos and that disorder organizationally exacerbates people’s individual grief. 

So what you see are people grieving, right? If there’s a workplace fatality, people grieve that intensely. But what happens organizationally is that things go into chaos. That chaos just makes it harder for them to process what’s happened. And so part of my work is how do we bring order to the chaos and create a safe space for the individuals to grieve within a structure that’s comforting or at least supportive to what they’re trying to accomplish.

Her Agenda: In your experience, how do high performing teams typically respond to crises and where do they often go wrong? 

Meredith Wilson Parfet: Two things happen commonly. One is we ignore people’s inner world. We ignore that they’re having normal biological responses to stress. So I use the language of people either bury their emotions, their grief, the energy of crisis, or they detonate it. You can look at that in the research as fight or flight or freeze moments. 

What are our patterns? Well, we all have that. When a crisis happens, you’re sitting in a boardroom. Half the room is going, oh my gosh, these awful feelings, I’m compartmentalizing them. I just have to get things done. And the other half of the room is like, we’ve got to get this out. We’ve got to talk about it. 

Most people don’t know their patterns. They don’t know how they deal with stress. So all that comes into the boardroom with them. I have seen even the best leaders, the most seasoned senior people running billion dollar companies absolutely behave erratically because of the stress of the crisis because they’re just not aware of it. 

So step one, understand that you have an inner world, understand that everyone does, understand that people have stress patterns. If you’re able to practice that self-examination, then when you walk into those spaces, you’re like, all right, I’m doing what I typically do. I’m detonating everywhere. I’m compartmentalizing and behaving like a robot. That self awareness is what we have to bring into the boardroom.

The second thing you see teams do in crisis is they jump to a response before they ever structure and define what it is they’re working with. And so we always push people, define it. What is the crisis? What are we working with here? When you ask that question, you’ll get 50 different answers. Well, we think it’s this or we think it’s that. Just that act of defining the crisis gets people aligned on what it is they’re trying to solve for. 

What you see most teams do is jump to call the lawyers and write a calm statement. About what? For what? For what end? What’s the point? What’s the goal? What’s the priority? What are we trading off? What are our decisions? We get that chaos in the room and we get all these messy people in the room. Nobody makes good choices.

Her Agenda: How do you define success when working with a client in crisis?

Meredith Wilson Parfet: My partner and I laughingly say that if they haven’t told us they love us at the end, using the word love, then we probably failed. Crisis is such a tender experience when you’re on the inside of it with people. Having that reflect back on us to say we felt supported, we felt cared for, we felt like you weren’t judging us. We felt like you were a safe, confidential space to talk about whatever it is that they were feeling in the moment. Especially leaders who often have to hide what they actually feel. It doesn’t mean they don’t feel it. And it doesn’t mean they’re regulating it. 

The better leaders tend to keep it inside, but then they have nowhere to put it. And it’s very lonely and it’s hard to make good decisions that way. So success for us looks like a leader saying, ‘I didn’t have anyone else to go to and you stood there with me.’ They also tell us we love structure so we’ll go to them and say, ‘Here’s your checklist. Here’s what you need to do tomorrow. Here’s the order that you need to follow. Here are the steps you need to take.’ That is comforting to people. And so that would be a measure of success. 

The most important thing is we will get follow-ups from people we’ve worked with two or three years later, once the kind of immediacy of the crisis has died down, that’s when we know we’ve been successful because they’ll say things like, ‘It was awful and I couldn’t have lived through it without you.’ And that’s a piece of like, okay, good. We did a good job. We helped them in the moments that were the most pivotal for them. That’s the feedback when we get it years later that you’re like, that was a job well done.

Her Agenda: Crisis management must be intense. How do you personally stay calm and grounded under the pressure when working with different clients? 

Meredith Wilson Parfet: It was actually my chaplaincy training that prepared me best for that. So I’m a hospice chaplain a couple shifts a month, and I have a master’s degree in spiritual care and also my doula work. One of the important things they teach you is the difference between empathy and compassion. Empathy is, I feel what you feel. I am taking on your feelings and I’m going to carry that around. Sometimes that’s important because it allows us to relate to other people. But if every crisis I went into, I said, I feel what you feel. Then we’re both taking on the dysregulated fear, emotional strain, complexity, grief, whatever it is. My job is not to empathize. It’s to show compassion. It’s to say, this is not my grief. This is yours, but I will stand with you.

I will care about you with compassion. And so part of it is a mindset of, this is not my grief. But part of it is also, I have a number of rituals that I follow. I have Reiki training. And so one of the things Reiki is about is energy. So one of the things that I will do, whether it’s leaving a hospice session or whether it’s working with a client, is I’ll Reiki myself to say, I’m going to clean my energy off because this isn’t mine. And I’m going to leave it here at the door. When I’m leaving hospice, I pretend that the door is a portal. I’m setting things down on that side, and I’m walking back into my life. You have to be able to create that separation. Now that said, it is hard in the middle of a crisis, not to feel the stress and intensity and loss and worry and heartbreak that crisis actually causes. And some days you just carry it with you. And there are some clients or some work you never forget.

Her Agenda: How has your experience in hospice work influenced how you approach leadership or decision-making in your business?

Meredith Wilson Parfet: There was a whole set of muscles I didn’t know I had, and I didn’t know I needed. And that, in all of my business training, it’s about fixing, it’s about solving and that’s necessary. That need for order is so important in a crisis, but I didn’t know how to turn the fixing brain off. 

I didn’t know how to just bear witness to what people were experiencing. I didn’t recognize that we’re human everywhere. And so I had all these arbitrary divides like what work did and what home did and what personal was. And it wasn’t until I grieved in a lot of different settings that I was like, oh, I’m this griever at work. I’m this griever at home. So, I bring that mindset into my work with leaders that sometimes my job is to fix things. And sometimes my job is simply to sit next to them in hardship and say, I’m here. I’m a stable, neutral place for you to put things, and I have your back. That set of chaplaincy muscles serves me better as a leader than anything I ever learned in any other setting. 

Her Agenda: What key component do you want boards and executives to know about the long tail of trauma after an organizational crisis if they find themselves in one?

Meredith Wilson Parfet: There is a habit culturally around grief and hardship and suffering universally, whether it’s personal loss, professional loss, that one, it makes us uncomfortable. And so we avoid it. We’re a death denying culture. We hate talking about suffering. No one wants to do it. I have never once in my entire academic career taken a class on failure. 

And yet it’s the thing that’s been the hardest to figure out through my entire career. So that one is okay to continue talking about it. It’s okay to continue processing it. 

Part two is we believe that there’s an end to it. They should be over it. Well, we should be beyond it. Grief never goes away. We integrate it or we don’t, but we carry it with us. And organizationally it’s the same thing that if you’ve gone through a major round of layoffs or some like major dislocation in the C-suite or some tragedy, people don’t just get over it. They don’t just like to move right on. And so allowing for that to take a long time and that it changes an organization forever. 

One of the definitions of crisis is that it’s a turning point between life and death. It means you can’t go back to the way things were. So that idea of enough time has passed. We can’t go back to how things were. It wouldn’t be a crisis if you could go back. And so it’s this reorientation of what does the future look like? What is our process for getting there? Can we give people room to say they’re not over it yet? Can we imagine something different versus trying to go into that denial of it’s just going to go back to the way it was.

Again, these are human skills, not necessarily board skills, but they apply everywhere.

Her Agenda: What’s one belief about success or failure that you’ve had to unlearn over the course of your career?

Meredith Wilson Parfet: All the training I had prior to experiencing major grief was about achievement and meritocracy, and that if I just worked hard enough, I would succeed. Hard work is important, but it doesn’t guarantee success. And I think we fall into these traps, especially in business, that we have control, that if we work hard and achieve things, we’re going to be successful. And that failure is somehow a reflection on your character. What grief has taught me, I have no control ever. Control is a myth. Failure and suffering are components of human life. Some people have it, and they didn’t do anything to deserve it. Some people suffer intensely, and they didn’t bring that upon themselves, and it’s not because they didn’t work hard. 

That failure and acknowledging that failure publicly and acknowledging suffering and talking about it publicly has given me a way to talk to anyone because I say, here, let me tell you all the things that I’ve done, that I failed at. And it’s opened me up to saying, I have lots of flaws. I have lots of bad habits. What does that mean? What does that ask of me? Who am I supposed to be in the world? And it was grief that made me ask those questions. It was grief that made me say, what is social justice? What is human suffering? What is meditation, prayer, spiritual questions, existential questions? Those are the things that I’ve learned out of failure that I never learned out of success. And those are the things that have helped me connect with others so much more than my resume. 

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Meredith Wilson Parfet was originally published on HerAgenda.com

Dana Hork, a seasoned brand marketer and storyteller, is disrupting the media industry with her creative agency, Beers With Friends. She helps ambitious and challenger brands solve high-stakes problems in just five days. Together with her cofounder and clients, she delivers fast and impactful brand solutions by creating expert-driven strategy without the bureaucracy of traditional agencies.

Dana has built out meaningful marketing strategies for a range of brands, including Walmart, a global company, and Wonder, a food tech startup. She innovates in each position by building a tailored and community-based brand. In these roles, she produced tangible results, increased customer engagement, built a reputable online presence, and created reliable momentum for the brand. 

In this interview, Dana Hork discusses the inspiration and concept behind her agency, Beers With Friends, the story behind its unique name, and how it influences the overall agency branding. Dana also shares what she’s learned being an entrepreneur, how previous roles prepared her for this, and emphasizes the importance of adaptability in their marketing process. She shared the idiosyncrasies of her agency’s marketing approach, which include delivering work in a sive-day sprint called a beer run and the importance of fast, focused, and firepower solutions. She also touched on the challenges of marketing with the success from their previous roles and the significance of human intuition in reactive work.

Her Agenda: What inspired you to start Beers With Friends, how did you come up with the name, and how did you come up with the idea for the agency?

Dana Hork: I’ve been a brand-side marketer throughout my career. I was an early hire at Jet.com, where I led the brand and retention marketing teams. After we were acquired by Walmart, I moved over to lead social media for Walmart U.S. Most recently, I served as SVP of Marketing at Wonder, a company building a ‘super app’ for mealtime.

Across all those roles, one thing I noticed is that ambitious marketers often have aspirations that exceed their available resources — whether it’s budget, time, or talent. The traditional ways to solve this are either hiring more in-house staff or partnering with a big agency of record. But those options aren’t always flexible or fast enough.

What I felt I needed — and what I believed others needed — was an ‘agency on call.’ A model where you can access top-tier creative talent when you need it, but not carry the cost when you don’t. I wanted something nimble, where I could bring in outside perspective and senior thinkers for focused, efficient collaboration.

That’s what sparked Beers With Friends: a creative agency on call that delivers ‘creative firepower on tap’ for ambitious marketers.

As for the name, it came out of a long process. Naming a creative agency is tough; there are so many great names already taken. During a conversation with my co-founder James Wood, I said something like, ‘I just want beers with friends. I want our agency to feel as collaborative and constructive as sitting down with friends over a beer.’ That stuck, and it perfectly captured our ethos.

Her Agenda: Before starting Beers With Friends, you held marketing positions in a couple of companies in the marketing industry, and you entered an independent space where you had to take the reins of your own career. What was that transition like? What skills and mindsets were you able to transfer from that industry, and what is the difference between the two sides?

Dana Hork: Even when I was working within large organizations, whether a fast-moving startup like Jet or a giant like Walmart, I’ve always brought an entrepreneurial mindset to what I do. For example, at Jet.com, I led an initiative called Jet Cares. One of our programs was the Community Diaper Program, which aimed to provide lower-cost diaper packs for families in need. We collaborated with the Obama White House on it, which had been seeking private sector solutions for the country’s diaper gap challenge.

That initiative involved setting a vision, aligning cross-functional teams, and launching a new product with limited resources. So even within a big company, I was flexing entrepreneurial muscles. Moving into a fully independent role with Beers With Friends felt like a natural progression. I brought that same spirit, vision-setting, problem-solving, agility, to building something new from the ground up.

Her Agenda: Could you give a brief rundown of your marketing process? How do you start when marketing a brand? How do you describe the creative process? And how do you execute?

Dana Hork: At Beers With Friends, we tackle all types of marketing challenges using a consistent, sprint-based process we call a Beer Run. Each Beer Run is tailored to a specific problem, but the framework stays the same. We start with divergent thinking, looking outside for inspiration, and identifying what great looks like in creative execution. Then we move into convergent thinking, aligning ideas with business goals and creative briefs.

One core belief we have is that you should never pretend to be a mind reader. We build in key alignment points with the client throughout the five-day sprint, so we’re always checking in, gathering feedback, and ensuring we’re on track. On the first day, we focus on reframing the business problem into a clear consumer problem. That clarity sets the direction for the rest of the sprint.

Another key principle is the value of an outside perspective. We don’t just bring in whoever’s available; we bring in the right experts based on the project. That might include people with unique life experiences or niche industry knowledge. We want to complement what the client already has in-house and bring something fresh to the table.

Her Agenda: What would you say is the most interesting marketing brand/project you’ve worked on and why so?

Dana Hork: One project that stands out is our work with Dig, a restaurant concept in the Northeastern U.S. Their CMO, Jessica Serrano, is a true partner and visionary. What makes it exciting is that they’re not just promoting seasonal menus, they’re weaving their brand into broader cultural narratives.

We help Dig develop campaigns that speak to consumer insights, not just product features. It’s about connecting menu innovation to real-life moments and making sure their messaging feels relevant and human. It’s been rewarding to support Jessica’s larger brand transformation vision and see our creative work drive real impact.

Her Agenda: Is there an example of a time when there have been challenges and how you’ve overcome them throughout your business?

Dana Hork: One early challenge was figuring out how to market ourselves without relying on past case studies from other companies. We had done great work at previous jobs, but we didn’t want to take that work and repackage it under our new agency. Instead, we decided to demonstrate our creativity through every part of the customer experience. Our website is playful and engaging. Our emails include GIFs, emojis, and a strong personality. We wanted every client interaction to feel refreshing, and that’s the word we kept hearing.

We’ve extended the beer metaphor throughout our brand experience. Our five-day creative sprint is called a “Beer Run.” Clients can purchase a 4-pack, 6-pack, or 12-pack of Beer Runs. Our website is built on Shopify, and clients can “add Beer Runs to their cart.” Final deliverables are called a “Blueprint.” It’s a fun, cohesive branding experience — and it’s been really well received.

That approach helped us stand out, even before we had a large track record under Beers With Friends. And now, of course, we do have that portfolio, but the mindset of being innovative and “refreshing” continues to guide us through every challenge.

Her Agenda: How did you and your co-founder meet, and what led you to build the agency together?

Dana Hork: James and I met while I was leading social at Walmart and he was at Publicis. I hired his agency as one of our social media partners, and we worked together closely for several years. We developed new content ideas, built a scalable content ecosystem, and had a strong collaborative partnership. When I was starting Beers With Friends, we caught up and started reminiscing about the work we’d done. We talked about what worked, what didn’t, and realized we shared the same vision for a better agency model — more nimble, more collaborative, and built on shared values. That conversation became the foundation for Beers With Friends.

Her Agenda: What is one thing you look for in the brands you represent? What stories do you like to tell?

Dana Hork: We definitely see it as a two-way partnership. We’re not just being selected — we’re selecting our clients too.

The brands we love working with tend to have two things in common. First, ambition. They’re trying to build something new, challenge the status quo, or transform an old brand. They’re not just chasing small wins; they want to make a bold impact.

Second, adaptability. Many of our clients are already working in agile ways, and those who aren’t are open to trying our sprint-based model. That willingness to move fast, give real-time feedback, and be collaborative is essential for the way we work.

Her Agenda: What else do you think sets Beers With Friends apart from other creative agencies?

Dana Hork: We think about our point of difference through the lens of three Fs: Fast, Focus, and Firepower.

Fast – we’re designed to get to great answers quickly. While you’re waiting for documents and meetings to be scheduled by other agencies. We can make progress in five days for you, which is meaningful to fast-moving businesses

Focus – We only work with one client at a time at Beers With Friends, so you’re getting our full focus and attention. And this makes a meaningful difference for the ability to make progress for brands. 

Firepower – it’s impossible to have all the right brains for all of the potential projects you have coming up inside your brand. So to know you have an on-call resource that can bring the right people, not just the available people, to a problem you’re trying to crack is really valuable to brand leaders. You’re not going to be able to break through by doing the same thing you’ve done. So, bringing fresh perspectives, mixing them together in interesting ways, and valuing all perspectives enables breakthrough outcomes and creativity.

Her Agenda: How do you see the marketing industry changing in the next couple of years, especially with AI?

Dana Hork: AI will absolutely play a bigger role in how marketing and creative teams operate. Right now, it’s a great tool for sparring, for generating first drafts, and for accelerating certain tasks like copywriting or research.

But what AI can’t do is ask the right questions. It’s built to generate answers, but true innovation still comes from human intuition, experience, and insight. I’m very bullish on the role of humans in creativity,  especially in strategy, ideation, and asking the bold questions that lead to meaningful breakthroughs.

Her Agenda: What advice would you give other entrepreneurs looking to build a successful business in today’s competitive landscape?

Dana Hork: Go for it. Don’t wait for permission. The world is waiting for you to articulate your vision. It’s like the subway rule—if you see something, say something. If you see a better way of doing things, lean into that. Start small if you need to, iterate as you go, but trust your instincts. Entrepreneurship is as much about momentum as it is about ideas.

[Editor’s note: This article has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Dana Hork was originally published on HerAgenda.com

According to a study conducted by Staffing Industry Analysts, 61% of the US employee respondents are planning to enhance their current working skills, while an additional 31% are considering it. However, as of 2025, high school education is among the highest levels of academic achievement in nearly 30% of American adults aged 18 and older, per Education Data Initiative. For the rest of American adults who choose to pursue higher education, it’s reported that only 33% of colleges and universities are considered affordable within the US.  

In a country where affordable access to opportunity remains uneven, some leaders dedicate their careers to building the bridges that others need to cross. Racquel Oden exemplifies this commitment, seamlessly weaving together 25 years of Wall Street expertise with passionate advocacy for underrepresented communities in education, employment, and beyond. She currently leads as the US Head of Wealth and Personal Banking at HSBC. 

Prior to this, Racquel was seated as the Head of National Sales for Consumer Banking and Wealth Management at JPMorgan Chase, and she also took on varying roles in strategy under Merrill Lynch.

As a board member of the Thurgood Marshall College Fund (TMCF) for 16 years, Racquel has also witnessed firsthand the transformative power of education and mentorship. Her journey as a financial services professional and a nonprofit leader reflects a deep understanding that true change requires both technical excellence and unwavering dedication to opening doors for others.

In a conversation with Her Agenda, Racquel shares insights on navigating recent challenges to diversity initiatives, the evolution of historically black colleges and universities (HBCU) support from scholarships to comprehensive leadership development, and how she believes the next generation of innovators will emerge from this access to guidance. 

Her Agenda: You’ve had a successful career in finance. What inspired your addition of leadership within the nonprofit and education space?

Racquel Oden: I have been in the financial services industry or on Wall Street for the last 25 years of my life and have always seen the importance and the need for advocacy for women and people of color in this industry over my 25 years. 

There are two things that you want to focus on, such as how do you find future talent? And that might explain my endeavors in the Thurgood Marshall College Fund, focusing on HBCU students who traditionally have not always had access to Wall Street. Then, also looking at programs like Prep for Prep. How do we use this as an opportunity for kids who are in underserved communities to go to private schools or to boarding schools, which will really change their trajectory in life? I do believe a lot of this comes down to access. And providing access to women, people of color, and underserved communities is where there are opportunities in our industry.

Her Agenda: You’ve served on the TMCF board for 16 years. How have you seen the organization evolve during that time?

Racquel Oden: 16 years…I know every time I hear that, I’m always surprised by that. What you find first is when you find a purpose and you enjoy something that doesn’t feel that long, but I guess it has been that long. 

What I found is that the evolution of it is, quite honestly, our pivot from not just providing scholarships. I think when we first started 16 years ago, we had a very strong focus, which is still just as important, of making sure that we provided scholarships. Again, they need access to finances so people can continue their education and afford it. That was an important piece. 

But where we evolved on top of that is really around leadership development. The other thing is, once we’ve kept you in school, how do we get you employed at these Fortune 100 and Fortune 500 companies? And so, we spent a lot of time as well on leadership development so that we can help build future leaders, so that they have the opportunity not only to get an education, but really be employed at many of these industries and corporations across the board. 

Her Agenda: How do you think recent Supreme Court decisions on affirmative action will affect access to education for students?

Racquel Oden: All of us are navigating these new times and figuring out what the implications are to that. I do think, one, you’ll see with our TMCF organization, we spend a lot of time in Washington continuing to lobby both the Republicans and the Democrats to understand the value of these state-funded HBCUs. 

So, just to be very clear, it’s an important aspect of Washington from a federal funding and a state funding standpoint for these schools to exist. And so, I’d say with the changing laws, it’s even more important that we spend time advocating and ensuring that our local legislators understand intent, purpose, and the value HBCUs bring not only to this community, but to their states as a whole.

Her Agenda: In light of the backlash into the defunding of DEI programs, what is TMCF’s stance and strategy moving forward?

Racquel Oden: Our schools are open to all students. So, I want to be very clear. 

We’ve never been under the bucket of DEI for that reason. So, any race, creed, color, gender can attend an HBCU school. So, there are no targeted programs for DEI or HBCU schools. 

There’s no target specifically. So, from a law and policy standpoint, we do not meet the criteria, quote-unquote, of DEI, but the perception is just as important, so that people understand that if you, as a company, invest or commit to this, does this allow you on the agenda? Wherever your company is at this point is based on the new rulings, whether you are able to participate or not. So, we do clearly spend a lot of time to make it clear that we are bipartisan and that all students have access to our HBCU schools, and there is diversity within those schools, and we don’t target any particular segment. 

Her Agenda: As a trailblazing woman in finance and non-profit leadership, what barriers have you faced personally, and how have you overcome them?

Racquel Oden: There are two barriers. Sometimes if you don’t see, you don’t believe, right? And so, I always start there. 

I truly believe there’s an important effect that happens when you can walk into the room and find yourself, right? And so, that’s not going to happen often in some of these industries. That’s why it’s important to have senior leaders who you can see from other industries and other places to say what’s possible. So, the art of possibilities. 

I also think you have to ensure that you look for allyship or mentorship from people who don’t look like you in these places. Because the reality is you’re not going to find yourself in all these places with a level of opulence or a plethora of people who look like you. So, you need to find advocates who may not look like you. 

And I’ll have to be very clear in my career, my mentors and advocates absolutely didn’t look like me. If I have the benefit of that happening, which I’ve had that too, it’s amazing. But it’s not often. 

Thirdly, it’s about you bringing your full self to the organization because you’re so much better for it. I always tell people never hold back your voice at those tables because your diverse view really matters. And that’s the benefit of them realizing and seeing the body of work is that much better because you are getting different views and perspectives as part of any true, what I call, business decision-making.

Her Agenda: What is some of the best advice some of your mentors have given to you over the years? 

Racquel Oden: I think it just really depends on where you are in your career. I always tell people at a younger part of your career, you’re going to get credit for your technical skills, your depth of knowledge, your ability to do the research, and know the details. People are going to look to you for technical skills and the data, which is great. That’s the value you will provide. 

Then you’ll evolve by taking those technical skills and what you know and the data and converting it to what I call strategic views of what we should be doing with it. You start to apply it and give direction to the business. And then the third level of it is you transition to what I call your ability to communicate, inspire, and influence, which is where you get to that senior level as an executive. And so, they’re just kind of the stages you go through, and that’s the advice I always give people. 

Depending on what stage you’re in, like being the technical expert, but speak up and take the data and have an opinion and a review. Doesn’t matter if it’s right or wrong; it’s like applying the data is going to be really important. Then you progress to the other part at that level, where I say it’s all about influencing your ability to communicate and inspire others to follow, right? It depends on what side of the pendulum you’re at in your career and at what stage. 

Her Agenda: Where do you hope to see TMCF in the next five years under your leadership and under everybody else’s leadership as well?

Racquel Oden: I hope to continue to see TMCF expand and grow where we’re able to provide 10 times the amount of scholarships to our HBCU students. Where we’re 10 times that of hiring students in corporate or entrepreneurship.

I’m supportive of both. How we and our HBCU students, through Thurgood Marshall, are part of what I call the next phase of what I call the disruptor innovating industries like AI and tech. How do we make sure our students are part of that future workforce? That’s going to look very different, but also being on the entrepreneurial side of it as well as on the executive senior side of it says that when evolution happens, our students are part of it, right? So I’m probably aspiring for the same things everyone is for all universities, but to me, the future is bright based on the next generation that’s coming through all of our universities. 

And the benefit of an HBCU just says there’s a place where our students can find themselves and have some level of comfort. But at the same time, everyone’s on the same trajectory of figuring out how to be that next innovator, that next disruptor, and that next senior executive, that’s going to make the United States and the world a better place, because that’s the beauty of education in this country. Bar none, there’s no other country that has the best education system as we do, and the choices and the options of universities, which is why we are a huge recipient of so many other students from around the world coming here to be part of this incredible education system. And I want nothing different than that for HBCUs as well.

Her Agenda: Can you share a story of a student that benefited from TMCF whose success deeply moved or inspired you?

Racquel Oden: There are so many of them, but the one that I remember most recently, we did a program called HBCU Honors, where they were highlighting the different HBCU schools and the great work they’re doing. 

We got to surprise a student that day with a scholarship. And you always forget, like you think about scholarships for needs. You don’t realize that scholarships provide what I consider generational wealth for families. 

And there was one student who went to North Carolina State. She was the first in her family to go to college. Her mother literally was saying, ‘I wasn’t going to be able to afford to let her finish.’ And the importance of what that means and changes for generations. And so what seems like a little thing was a huge thing. 

And when we handed her the check, the emotion between her and her mother, you know, it’s life or death, like this is what they see it as. And it just means that much more that we are filling the gap, but more importantly, we’re providing wealth creation for their families for generations, which is way bigger than a scholarship. 

Her Agenda: How do you foster resilience in the face of different systemic challenges, both personally and organizationally?

Racquel Oden: I have a view that is an important attribute that you have to have, especially in today’s day and age: resilience. 

I can’t say it’s an easy thing, but I would say [after] 25 years on Wall Street, I’ve been through moments of needing to pull on and lean into resiliency. And that comes with time, but it also comes with what I tell you about our HBCU students, especially what we see through Thurgood Marshall. These are students of the first generation, first timers who didn’t have the dollars, didn’t have the money, needed to outwork everybody to get there. 

I’d say the resiliency of our students is why we work so hard to finally take the burden of access from finances or access to leadership development, so that we can support them and what they’ve done, which is having that DNA resiliency of not taking no as an answer and fighting for their spot, but organizations like TMCF being there to support them and fill in the gaps and provide them that piece of access that just isn’t there. 

So when you support and give and support TMCF, you’re supporting 80% of HBCU students. And that’s a massive obligation, but the ability to have real impact. I’ll take both sides of that equation.

[Editor’s note: This article has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Racquel Oden was originally published on HerAgenda.com

When Jiayu Lin became CEO of PopSockets in September 2024, she joined the small but growing ranks of women leading major U.S. consumer brands.

Jiayu’s career journey took off after earning her MBA from Harvard Business School. However, it was her diverse experience across finance, fashion, and tech industries that truly enhanced her ability to craft successful global strategies. She honed her expertise through leadership roles at sustainable footwear innovator Allbirds, where she served as Director of Omni-Channel and Head of Commercial for China. Her subsequent experience with Maia Active further deepened her understanding of building consumer brands with cultural relevance across diverse markets.

Jiayu’s passion for PopSockets as a global brand shines through during our conversation. “We celebrate culture,” she explains, highlighting their musical partnerships and commitment to the full lifestyle experience that connects people worldwide. While acknowledging cultural nuances across markets, Jiayu emphasizes the universal elements that bind PopSockets customers together.

Looking ahead, she reveals exciting plans, such as the expansion of PopSockets into a comprehensive mobile lifestyle brand with its signature GRIP technology at its core, complemented by curated partnerships that reflect diverse passions and interests globally. She also provides advice to future leaders who are driven to spearhead change within their own industries. 

Her Agenda: Tell me all about your PopSockets journey, from where you have been to where you are now.  

Jiayu Lin: PopSockets was founded in 2014. Our founder, David Barnett, started tinkering and inventing PopSockets around 2010 with our very memorable Kickstarter campaign in 2012. So, long story short, we invented a category that is the phone grip and the accordion grip. We’ve sold more than 280 units, a million units around the world. 

I joined the company in early 2022, first to head up our Asian-Pacific (APAC) market there, and very successfully led a 200% growth for the APAC region over two years, and more importantly, started building the brand to be more of a lifestyle brand than just a tech accessory. The founder just really saw what he wanted for the next chapter of the brand in the APAC operations led by me, and I’m just so thrilled to lead this category to the next chapter. 

Her Agenda: What were some core strategies you used to grow the brand in APAC? 

Jiayu Lin: It’s actually quite a challenging market because we didn’t and still don’t have quite the broad brand recognition of PopSockets, and at the same time, it’s a more competitive market with a lot of manufacturers and similar products in the market. 

So, the overall strategy of building this brand really got us the success and the positioning of a premium phone accessory and lifestyle brand in APAC. It’s mainly through four things. One is that we have a very direct-to-consumer strategy. When we first launched in the US and other markets, we were originally more wholesale accounts-focused in order to create a broad distribution of the products. 

However, we noticed that the consumer sets the pace for the frequency of product releases, but it wasn’t being implemented. So in APAC, we started focusing on having multiple product drops a month. Now it’s become a strategy for the overall global brand. 

The second thing is that we really built a community of influencers and collaborators. This whole partnership strategy, you can see in the broader agenda for the whole company here. The idea is that PopSockets is a way of expressing yourself, and you want your interests and the culture you love reflected. Influencers and artists are a bridge there. So we dove into working closely with them to create designs and introduce the brand. 

And then, of course, a very notable partnership is with Apple. I took our team of 15, 16 colleagues on a trip to Asia. After a very successful three-colorway, massive group launch with Apple globally, they quickly called us back wanting us to design a Peanuts Cherry Blossom collection for the APAC region exclusively. And so we did that, and the team could see that full display in Apple stores. It’s pretty cool. And the sales are going very well. 

We started growing the retail environment again in Asia, where we now have a store that sells all of our products under one roof (mono-branding). It’s also a better way to showcase the brand and everything that we have to offer today because it’s not just the grips, it’s everything including wallets, power banks, the case, and the whole outfit. 

And so, hands-on experience [in a retail store] is very important. And then for consumers to be able to see our whole offering in person, they can tap into different kinds of styles. 

And it’s also just very impactful. Our retail stores have been very successful, both as a brand building tool, as well as just a successful commercial avenue. 

Her Agenda: What advice would you share with young women looking to lead change, whether in tech, fashion or different cultures? 

Jiayu Lin: I benefited a lot from a not-so-linear career. I was in finance for a little bit, tech, and then consumer and fashion. My advice would be to try different things and accumulate those transferable skills.

I’m quite mission-driven. What motivates me is this idea of providing excellent products and experiences, and a mission. That makes people live a better life. But the important thing is that the work I focus on is not only service-oriented, but also nurtures me. 

It’s very important to remember that. Remember what drives you, both from a grand mission point of view and from your own strengths and passion point of view. It was against the backdrop of this very dynamic, fast-changing world. 

Her Agenda: What is some of the best advice you’ve been given to help you become a leader in your craft during your career? 

Jiayu Lin: Very simple advice that I got from my college professor that I hold close to this day. Just be bold and ask for what you want. It’s very simple, but very powerful.

Just because we know our desires and wants, sometimes subconsciously, especially women, I think there might be this voice in our head that’s saying, ‘well, it’s not a typical path’ or ‘I might not be ready yet,’ or ‘such and such might be obstacles.’ But, it’s just very simple, say this is what I want. 

I’ve met many caring leaders and female leaders on my own journey as well. And it’s very important just to be bold. I have that as a simple mantra. You know you’re ready to take a step already and the next one. You’re ready for what you are doing and what you want on the way, probably even one step further already for those people that make that move.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Jiayu Lin was originally published on HerAgenda.com

In the competitive world of marketing, where campaigns often focus solely on driving consumer purchases, Jacqueline Moore has spent three decades building out the innovative version of a marketing agency. As Chairman and CEO of CMRignite, Jacqueline has built and grown her company to a nationally recognized business dedicated to cause and behavior change marketing, helping clients align their social responsibility with consumer values.

Through health campaigns addressing HIV/AIDS and influenza to rapidly deploy COVID-19 communications during the pandemic, Jacqueline’s agency has consistently focused on work that makes a positive social impact.

As CMRignite celebrates its 30th anniversary this year, Jacqueline sits down with Her Agenda to reflect on the challenges and triumphs of entrepreneurship with refreshing authenticity— acknowledging that leadership is significantly more difficult than it appears, requiring vision, strategic guidance, and calm decision-making during challenging periods.

Dive in to see how Jacqueline has pivoted with the challenges of raising a business, welcoming family into her vision, and what’s on the horizon for her within the next year.  

Her Agenda: What inspired you to start CMRignite, and how did you come up with the idea for the agency?

Jacqueline Moore: Primarily, it was an evolution of a company. I started doing business plan consulting for small businesses, small startups, and individuals who were trying to get funding and needed a business plan written. I had recently completed my MBA, so I had the experience of writing a business plan and having to present it to investors. And so I knew the steps to do that and what was needed. And so that’s [what] really sparked it. 

Then I ended up with a client as I was taking on those assignments that said, ‘can you implement the plan?’ That was not my intention, but I said if I wrote it, I can implement it. That’s how the company got started and launched. 

Her Agenda: How did your vision evolve from a small Midwest-based agency to a nationally recognized leader in cause and behavior change marketing? 

Jacqueline Moore: We started in our backyard, where we had a network. We knew the landscape and the challenges faced by many of the businesses in Wisconsin. 

And then that just expanded. It gave us an opportunity to expand in certain industries, particularly health, because we had done a lot of health-related campaigns. We did HIV and AIDS. We had done influenza—those kinds of things. As we completed those successfully, we were then able to use that to expand nationally. 

Her Agenda: What lessons have you learned over the years about leadership and running your own business and how do you implement them in your own business?

Jacqueline Moore: Primarily, what I learned is it’s hard as hell. So it looks a lot easier than it really is. 

When you’re a leader, others look to you for a vision, for calm in the midst of a storm. They look for you to provide guidance and strategy around how your services, products, and services will support a client’s needs. It runs the gamut. And so it’s good when you have really good people because leadership is much easier. But sometimes, it can be more difficult depending on the individuals and their particular needs.

Her Agenda: Is there an example of a time when there have been challenges and you’ve overcome throughout your business?

Jacqueline Moore: I think over the 30 years, we’ve seen periods of where we had to make decisions on do we grow faster or do we stretch with the team that we have. 

Those were all very, sometimes very difficult decisions. I remember there was a period in our probably early infancy where we ended up needing to figure out a strategic way to maintain our staff, but yet we were not growing as fast as we wanted to. And so one of the things that we did was we implemented Fridays off. And so, in lieu of a pay increase, we just said to everybody, we’re now moving to a four-day work week. 

That was one way of us maintaining the individuals that we had, yet allowing us as a company to position ourselves for more growth. And so it was just one of those things that came out of a genuine discussion with people. Were we able to do this? Or, did folks feel like, no, a raise is so important that I’ll need to leave the company? And so we implemented a four-day work week and it worked out very well. And we were able to maintain our staff.

Her Agenda: With nearly 60 full-time employees, how do you foster a work environment that promotes creativity and innovation? 

Jacqueline Moore: It is challenging. That’s one of the disadvantages that we had of COVID is that it took us away from being together. There’s something about having the synergy, the energy, all the things that go with social interaction. It does make it more difficult because now everything is done over Zoom or Teams or whatever, but it’s just not quite the same as being in a room with someone and being able to interact with that individual around creative ideas. Sometimes, the creative idea might come after you’ve hung up from the Zoom call. And so now what? Whereas if I’m in an office with you, I’ll just walk over to your desk and just go like, hey, we were just talking about X, so what about if we did this, and let’s finish that conversation impromptu? 

It does have its disadvantages, but we’ve managed to really get collaborative teams, pull everybody together, kind of set the framework and then come back together after we’ve let people build on their ideas. However, I’m still a proponent of needing to be in the office some number of days just for social interaction.

Her Agenda: How has having family members involved in your business influenced the company culture?

Jacqueline Moore: I started the business 30 years ago. My kids were young then because they’re not that old. They were still in school and getting through and going to college and those kinds of things. So much of the foundation of the business and the direction, the vision of who we wanted to be was already established. But certainly, having them as part of the company has been a real benefit, particularly for me, because that wasn’t ever the plan. 

And so it wasn’t where I designed the business to be a family-run business with a legacy that goes on and on. I always figured they would go do their own thing. When it was time for me to retire, I’d retire, get a little umbrella drink, sit on a beach, and I’d be happy. And so, as a result of having the desire and the passion to be a part of the business, it has really built a legacy and brought in genuine ideas. My children are in their 30s. And so they bring a lot of innovation, a lot of energy to the organization, and certainly can continue on with the culture that I had already established.

Her Agenda: Can you describe a project or campaign that maybe pushed you and your team outside of your comfort zone? And how did you evolve with it? 

Jacqueline Moore: That’s kind of a difficult one because usually the things that we work on, we love, because they are in the sweet spot that we want to be in, which is around social responsibility, how clients’ products and services and their social responsibility impacts an audience. 

One of the most challenging ones that we had was probably more recent with some of the COVID work. And it was just because of the fast growth that we had. We had to respond very quickly. So, it didn’t give us a lot of time to think about it or strategize. It was almost a crisis communications kind of campaign where people were dying every day. And so you didn’t have a lot of time to say, let me study this for 30 days and let me do this and whatever. We had to, with our campaign partners, really hit the ground running and do something because we were in the midst of people losing their lives. And so we had to respond quickly. That was probably one of the ones that was a little more of a discomfort based on the way that we normally do things where we have an opportunity or time on our side. 

Her Agenda: What do you consider the most important values that have guided you in your entrepreneurial journey?

Jacqueline Moore: There are a couple, but the one that comes to mind is authenticity, being who we are and not being fearful of who we are, knowing what we stand for.  Oftentimes what we’ve found more recently is that in studying consumers, consumers are buying more than with the emotion of it looks pretty, it feels good. They’re buying now on what companies stand for. And if you don’t stand for something that is of value to that consumer, we’re finding that people will turn you off and go buy your competitor’s product. We really try to emphasize how important it is for companies to have a good social footprint.

Her Agenda: How do you see the marketing industry changing in the next couple of years, especially with social media? 

Jacqueline Moore: I think the interesting part about the shifts that are taking place is that the mediums are shifting how we communicate with people. There are some challenges that I believe are going to take place with that and it’s believability, reliability, and who you can trust. I saw an NBA player that I’m familiar with from the Milwaukee area who died, and I didn’t know whether to believe it. Now that’s pretty sad when we have that kind of skepticism about our news organizations. And so I did confirm that [it was true, and of course] I’m very sorry to hear that.

But one of the other things is just trying to recognize that while the mediums may have changed, our clients demand that we’re able to produce metrics. So it’s not just how many people saw a billboard because however many people saw a billboard doesn’t mean that they made a purchase. And so from that standpoint, we’re looking at new opportunities as we move into social media around whether or not people are actually making purchasing decisions. And so how can we help drive market share in terms of, we know that the things that we’re doing, the kinds of tools that we’re using in our organization can help drive market share increase.

Her Agenda: What advice would you give other entrepreneurs looking to build a successful business in today’s competitive landscape?

Jacqueline Moore: Depending on your longevity, I would, for newer entrepreneurs, someone just getting into the business, I would advise them to make sure that they are prepared and that they understand the financial implications. I kind of laugh sometimes when I have meetings with mentees where I share with them that retained earnings is not cash flow and is retained earnings. There’s a big difference. And so helping them to understand the importance of having a good financial base in terms of, there may be some times in which entrepreneurs want to start in their organization and they want to be the ones to [be able to] make the big salary. You may not be able to do so. And primarily because you need to reinvest those dollars back into the business so that when you do have an opportunity to bid or operate on a large project that you have the funds available so that you can make it until your client pays you. And so that’s one of the things that I noticed even in dealing with small vendors that we have that oftentimes they’re asking us, well, ‘can you pay me up front? Because I don’t have any,’ and frankly, for me, that is a turnoff. So for beginners, I would say, make sure that you have a good financial foundation. And if you have working capital, that’s a great thing.

That’s something that you can sell to a client. If you’ve been in business for 10 to 20 years, I’d say manage your growth in terms of how fast you grow because that can be a detriment to you if you tend to grow too fast. Then that means everything else is out of whack. All the things that you had in place, you know, trying to manage those become chaotic. 

Her Agenda: Do you have any exciting upcoming plans for your agency? Or is there anything you’d like to share about the horizon? 

Jacqueline Moore: We’re celebrating 30 years. So we’ve got all kinds of things happening internally in the company. And we’ll share those externally. For example, we’ve asked some of our biggest supporters to do a two-minute video to give us some congratulations. And so that’ll be shared. And I’ve asked some very close friends to help us do that in terms of business associates. Other things that are taking place are that we took our staff to North Carolina.

We were all there to be together, which was nice. It was a retreat where we were not talking about accounts within our organization. We did it so that people could enjoy each other and be together. We usually try to do that annually. We move it to a different city, depending on whether there is more staff in that city. One of the other years, we did it in Dallas because we had a lot of staff there. 

But right now, we’re really focused on what our future looks like. How do we get through the next few years with all the changes that are taking place? And how will those impact us, the level of uncertainty? Then, our clients become uncertain about what they’re doing. As leaders, we have to be mindful of the next things that are taking place and make sure that we’re paying attention to that so we can protect the people that we care about. And the trick ought to be, if you were independently wealthy, would you still do this? And that’s always been mine. If I were independently wealthy, and I’m not, but if I were, would I still do this? I would still do it because I love it because I have such a passion for what we do and the kinds of campaigns that we work on. So that’s my test that I [give] everybody. Would you do this if you didn’t have to do it for a living?

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Jacqueline Moore was originally published on HerAgenda.com

After nearly three decades of transformative leadership, Dr. Joyce F. Brown is preparing to step down as president of the Fashion Institute of Technology (FIT), leaving her mark on the institution and the fashion education landscape. 

As the first African American president of FIT, she has dramatically reshaped the school’s mission, elevating it from a training ground for the garment industry to a cutting-edge academic institution at the intersection of design, technology, and sustainability. Her visionary approach has not only modernized FIT’s curriculum but also established critical initiatives like the Social Justice Center, which has expanded opportunities for diverse students and transformed the industry’s talent pipeline.

In a sit-down interview, Her Agenda and Dr. Brown discuss what she’s achieved during her tenure as president, the “why” behind her creation of diverse initiatives and projects across the institution, and the advice she gives to future leaders in higher education.  

Her Agenda: Tell me about your career journey and what it was like being FIT’s first African American president.  

Dr. Joyce F. Brown: I’ve really spent my entire career in public higher education and public service. 

I was a deputy mayor in the city for a brief spell and did a number of other kinds of things, but always in the area and in public service. So I had spent many years at City University, and when this opportunity was presented, I thought it was a good culmination of all that I had learned along the way. I had seen many things that gave me an idea of what I thought was important to do in a college and in a public higher ed institution where students didn’t have the same privileges and benefits as those who might otherwise go to Ivy League or private schools or travel away from home or all of those kinds of things. 

So certainly, it is never incidental in our country when someone is an African-American or the first African-American. And I have to say that all I knew was that I needed to work hard, I needed to have a vision, I needed to have goals, and I needed to achieve them, and that the rest would take care of itself to a certain extent. So there may well have been considerations people had or concerns or feelings and beliefs that they had to hold on to and not really express because we were busy working and going forward. 

And I’d like to think that it didn’t create any new and additional obstacles, at least those that were apparent.

Her Agenda: How has FIT transformed under your leadership during your almost 27-year tenure?

Dr. Joyce F. Brown: I think we’ve really achieved an awful lot of really positive things.

One of the things I’m most proud of is that there’s a different conversation that goes on here now. When I arrived 27 years ago, FIT had a wonderful reputation, but the reputation was that we were turning out workers for the garment industry. It wasn’t about higher-level kinds of aspirations and breakthroughs and creativity. 

Now, the conversation in the community, in this academic educational community,  is about research and data and applications of new technology and the merging of emerging technologies with all of the design capabilities that our very creative students have. I believe that is certainly transformational in terms of what students can expect when they come here, what the public can expect, and what the industry now expects from our graduates. And then, of course, we have the new building. 

That is transforming the campus as well. And why that’s important? I mean, it became part of my mission to build the building, but it is also important because I think it creates a different ambiance. It creates a belief for the students that we’re investing in them, that they deserve and will have an important and state-of-the-art place to study and learn, and that faculty will have those facilities in which to teach. 

We get our best work out of people when we invest in them and when we give them something to take pride in, in terms of the outcomes of their endeavors. So certainly those are two ways that I think it’s been transformed, and I’m very proud of that.

Her Agenda: Throughout your tenure, you’ve integrated the latest advancements in technology and moved the institution toward sustainability. How did you balance innovation with FIT’s commitment to preserving the traditional aspects of fashion education?

Dr. Joyce F. Brown: You have to continue to move forward. I always say, if you’re standing still, you might as well go backward. 

You have to continue to push forward and understand the shifting landscape around you. So it is extremely important for the traditional aspects of fashion education, in terms of students having the hand facility that they need if they’re working in fashion design or in illustration in many of the creative areas, but they also have to know how to function in today’s world. They have to know how to learn the technology and make it work for them, how to apply it, and how it can enhance their natural and developed ability and creativity. 

I think we balance it by giving the opportunity for people to explore and be innovative and experimental and, at the same time, preserve in the curriculum the things an individual needs to know so that they’ll know if the technology application is giving them the result they want. People make it sound harder than it ought to be. It’s only hard if we have resistance if in fact, faculty can feel confident in the importance of teaching those basics and the traditional ways and then enhance that by giving students the opportunity to experiment and learn new ways of applying the technology. 

It’s a balance, but it is an adventure too. It’s a new way of learning and a new way of thinking. So I think by providing the opportunity for faculty to have that equipment and have that exposure. We have training from the technology staff so people feel comfortable with it. We support the use of it and the application of it in the curriculum and I think it works.

Her Agenda: I read that FIT will be honoring you at the upcoming annual gala on April 1. How does it feel to be celebrated amongst so many industry icons and peers?

Dr. Joyce F. Brown: It’s a wonderful opportunity for me. I’m very honored and privileged. 

I have loved the work here, and I think having a lot to show for it, seeing the success of our students, seeing the competitions and accolades that come, the competitions that students win, and the accolades that our faculty receive is all [just one part of a whole puzzle]. And so, yes, I’m being honored, but I’m being honored for the productivity that we have created here together as a community. So, I’m very, very humbled and proud. 

It was unexpected, but I’m very touched that this community, our board, and all the people who worked very hard to produce the next leaders for their industry are coming out and saying nice things about what we’ve been able to achieve. So, it’s very humbling, lovely, and nice, and I feel very honored by it. 

Her Agenda: The Dr. Joyce F. Brown Legacy Fund has been established in your honor. How do you hope this fund will continue your work and vision at FIT after your departure?

Dr. Joyce F. Brown: The aspiration has been that we would incorporate sustainability, that we would have innovative kinds of approaches and new approaches to things, that we would diversify the industry and really create this sort of lifestyle industry that we’re supporting. I hope one of the things that I wanted to do when I finished the building, which took far longer than I thought it would, would be to really create a state-of-the-art science laboratory for the students to do their work. 

In this work, we’ve created what we call bio-design. So, the science faculty is working with the design faculty, and they’re incorporating all of those elements of sustainable practices. They’re creating natural fibers. 

We have a natural dye garden and they’re creating dyes that are non-toxic. They’re working on things that are biodegradable. So, what we’ve done in creating this movement, if you will, here at FIT, is we’ve partnered with Columbia, and MIT, and Stony Brook, and the laboratories that those campuses have are so much more advanced as our students have to travel and do the work there. 

If we had the proper facilities here, I think we would get many more students and faculty involved. So, I’m saying all that to say I want that work to continue. I think it’s at the forefront of where the industry and the design industry are going. 

I’m hopeful that the Legacy Fund will contribute to and develop a science lab here. I think that will really create the pathway for so much of our work to continue.

Her Agenda: The Social Justice Center you established at FIT is a significant resource for students. How has the Social Justice Center supported students at FIT?

Dr. Joyce F. Brown: We began the Social Justice Center with the idea of creating two things. One, a pathway for students who might not otherwise have the opportunity to come to FIT. Because, yes, we’re public and, yes, we are less expensive than a private institution, but for many students, it’s still a struggle. And the whole notion of talented individuals who could contribute to the industries and diversify the exposure in the industry not having a chance simply based on lack of opportunity, it seemed like we should do something about that. 

And so that was one aspect of it, the pathway for students who might not otherwise have an opportunity. And then the other side of it was to really create a pipeline of a diversified, well-educated pool of potential employees to be hired in those industries so that the industry leadership would have the opportunity and the benefit of knowing what this diversified group of well-educated, talented, creative people could bring to their business. And so those are some of the benefits. 

The students who have come have been on scholarships. We have been able to develop some mentoring both with our faculty and with businesses. Last summer and now this summer, we were able to raise some funds, and some of our students were able to study in Italy in a facility outside of Venice, where they’re really looking at cutting-edge applications of AI to the design process.

Last year, the students had a wonderful, transformative, and broadening experience. I’m hopeful that the same will be true this year as well. We’re trying to create opportunities that will, in fact, transform the future for these young people. 

And it’s really been a very fulfilling kind of thing to watch. We have probably about 30-some students that are going to be graduating because of this program.

Her Agenda: Looking back on your leadership journey, what advice would you give to future leaders in higher education, especially those aspiring to make a significant impact in their communities and industries?

Dr. Joyce F. Brown: I’m always hesitant to give advice to people. 

I think people bring their own kind of approach to dealing with people, managing people, and understanding the landscape in which they’re functioning. But my overarching concept to share is really to listen well to really understand what the environment is telling you needs to be done, what the people that are functioning in that environment want to have supported in that environment to help them to succeed. Oftentimes, we have a vision, and we think we’re so right in that vision that we forget about the people who need to all be on board for it to be successful and the ways that you can tweak and change and expand what your vision is to incorporate the vision and the expectations and the aspirations of the people that you need to be rowing with you to get the job done.

In our own strategic planning, we involve a cross-section of the community: the faculty, students, and sometimes staff. It depends on the kinds of things we’re looking at. 

It is important to listen to the community’s experience and what those individuals would like to see put in place to create growth and goal-setting. We revisit our strategic plan every five years and either check off that we’ve met our goal or expand it or change it, depending on what has been happening for the last five years. I think that’s worked well for us. 

If I had to give one piece of advice, it would be to listen and put in a planning process that allows people to have their voices heard as well.

Her Agenda: What are you looking forward to as you step down from president at the end of this school year? 

Dr. Joyce F. Brown: I’m looking forward to continuing to contribute to the ongoing life of our community. 

I never say I’m retiring. I don’t even know what that word means. I’m moving on. 

I’m stepping down. It seems like 27 years is a good run. Every institution, every place, and everybody can benefit from new ideas and new blood. 

I thought it was logical to move on after building the building. I’ve been talking to individuals and thinking about how I can contribute, so you’ll have to stay tuned.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Dr. Joyce F. Brown was originally published on HerAgenda.com

When a Black woman excels in a gaming industry where innovation meets entertainment, there’s that domino effect that can spark more interest and heighten pursuit among young women and girls who dream of the possibilities of doing the same. This is especially the case when it comes to casino gaming—which brought in almost $66 billion and attracted more than half of American adults in 2024, yet only 19% of its workforce is Black. There has been even less representation in the executive ranks. (The very first Black woman to lead a major casino was just appointed in 2020.)

As the president and CEO of WONDR Nation, the official online gaming entertainment company organized by the Mashantucket Pequot tribe, Anika Howard has tread a path that wasn’t necessarily planned but has afforded her opportunities to set a standard as to what is possible in casino gaming. The tribe has served as pioneers in their own right, embracing online gaming with its expansion into online sports betting and other digital offerings in partnership with DraftKings. 

Anika’s experience working for gaming heavyweights like Foxwoods Casino, Caesars, and IGT provided a winning foundation for her leadership of WONDR Nation’s daily operations. She collaborates with some of the most influential names in the field to launch interactive digital gaming products and experiences that push boundaries. 

In this Her Agenda interview, she shares her journey, how she entered into the world of gaming, and how other women can find avenues to use their tech-savvy, transferable soft skills and curiosity for a fulfilling career of their own.

Her Agenda: Let’s start from the beginning. What inspired you to get into the world of gaming for a career?

Anika Howard: It started with my love for technology and innovation. While I was in business school, one of the companies that came to campus was Harris Entertainment [which is] now Caesar’s Entertainment. And I remember going to their hospitality event, and it was just very interesting to me. 

The interesting thing about hospitality and gaming is that unless you learn about them, you really don’t understand the depth of opportunities that are available.

I had the opportunity to do my MBA summer internship with this company. And what I loved about it is that they, unlike some of the companies where you were, you know, relegated to just really intern projects, this one—they gave you real-world problems. They were like, ‘Here’s something that we need to solve. Your summer internship is to fix this problem.’ 

And so I loved being able to immediately go into a company and have an impact. And from that there was a program called the President’s Associate Program. Caesars Entertainment, I believe, still has this program, and it was really designed to identify future leaders, bring them into the gaming industry, put them in a rotation program—so they learned kind of all of the ends out and outs of rotation—and then really positioned them at that time to be general managers or casino heads. 

So I started in this program, and I just had a very, very different eye. I immediately saw that while I had no real desire to run a casino, I did see so much opportunity and potential in how the casinos viewed technology and how they used innovation, and really, through that, I was able to create a path for myself within the company.

So, I went through the rotation but was very quickly plucked out of it to work at the corporate office and become one of the first interactive employees for the company, and that’s really what started my journey. I really saw this intersection between technology, marketing, and the overall hospitality experience, and I was able to sell that vision broadly and create a path for myself within gaming.

Her Agenda: I love that because you mentioned that you tapped into your resources at your school, and you were able to explore something that you would not have known about had you not been in that educational program.

Anika Howard: Yes. And they did not recruit widely. They went to a handful of universities, so that was it. It was just literally by luck that I was in the right place at the right time. 

Sometimes, they say, ‘Your opportunity is when your preparation meets that special moment in time.’ And that’s what I felt like happened for me. Everyone out there was moving and talking to so many people, and the person that I connected most with was the recruiter who was making the decisions.

Her Agenda: You had that audacity. And you mentioned positioning. You also mentioned passion. What are other transferable skills that are needed for people who might be interested in getting into the gaming industry, specifically on the tech side, and also on the business development and innovation side, as you’ve worked in?

Anika Howard: I think at the core, whether you’re working on the tech side or what we call front-of-house or back-of-house, whether you’re in gaming or you’re greeting customers and you’re on the casino floor, or whether you’re on my side—which is more of the tech and online gaming at the core—it’s a people industry. Entertainment is hospitality. It’s creating opportunities for players to engage and to escape and create these unique experiences. And so from that standpoint, I think communication skills are very, very important—verbal and non-verbal— when you’re working with colleagues, managing up, managing down and managing sideways, working with guests. Active listening. I think I can’t say that enough. Not just listening to respond, but listening to really hear and understand, and being able to pick up on both verbal and nonverbal cues – being able to not just interpret what you hear, but what people mean. 

Problem-solving and flexibility. No day is the same, and that’s one of the things I love about gaming. And it doesn’t matter where I’ve been or at what company, literally, every day is different. There’s no such thing as a ‘day in the life’ because every day in the life is completely different. So, being able to think on your feet, being able to have problem-solving, being able to work with the left level of ambiguity, and being able to be self-directed in terms of being flexible when the best plans don’t turn out the way you want them to be. 

I think the last part is interpersonal skills—being able to build rapport, motivating a team, listening and working collaboratively with people, asking the right questions, and thinking on your feet.

From a technical standpoint, I think financial acumen is No. 1. Especially now in my current role, I make sure that every single person within the organization understands what all the financial terms are, how to read a financial report, how to kind of interpret whether the company is doing good or bad. You know, ‘What is the pro forma? What are some of the basic accounting things that you need to do as you’re looking at anything you’re doing?’ Because it has to be tied to how this is generating revenue? How are you operating efficiently? How is this driving value, and so making sure that you do have that very keen financial mindset going into it.

Understanding the rules and strategies of the different games and the nuances between some of the jurisdictions is important because even though it could be one game, it can have different rules depending on where you are.

Her Agenda: After being in the industry and achieving what you’ve been able to achieve, what are three amazing things that keep you waking up in the morning and saying, ‘I’m happy to go to work today.’

Anika Howard: I’ve been blessed to be able to have experience in commercial gaming, working for suppliers on the tech side, working with lottery and now working within tribal gaming. I like the economic impact that the work that I do has on the tribal community. One of the things that is great about tribes is that all of the revenues from all of their entities really go to sustain their way of life. So, it goes back into their tribal government. I really get a sense of fulfillment and enjoyment from that.

Her Agenda: What are some things you’re looking forward to on the horizon with WONDR Nation, and what resources should young women look into to learn more about getting into the gaming industry? 

Anika Howard: What we’ve been trying to do is figure out ways to grow. And so we’ve been looking at opportunities to grow through acquisition and through strategic partnerships. I enjoy starting that process of discovering other like-minded companies how we can work together, and how we can build that bridge to do things collectively. I’m really excited about that path. 

When you talk about how women could get involved, there are a number of things. One of the organizations that I’ve co-founded is African Americans In Gaming. You can find it on LinkedIn. We want executives to have a network of people that they can reach out to and connect with, bounce ideas off of, and get assistance and support on how to navigate. 

There’s also an organization called Global Gaming Women. I recently joined the advisory board, and I co-host the “Global Gaming Women: Fair Game” podcast. So that’s an opportunity to connect. 

I think those two organizations are a good place to start because they can help direct you to a number of other things. We’re really good at putting out information and talking about different conferences, where we’ll be, and different opportunities to connect and learn.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Anika Howard was originally published on HerAgenda.com

Kalia Watts is redefining what it means to be creative in business, challenging the notion that creativity is limited to design or art. She advocates for a broader perspective that values strategic thinking, project management, and relationship-building as creative skills.

As the Head of Client Services at Atlanta-based creative agency Six Degrees, Kalia has transformed the client-agency dynamic by embedding authentic cultural perspectives and real relationships into every partnership. Her experience as a woman in advertising fuels her commitment to fostering work environments where professionals can show up fully without code-switching or compromising their identity.

In this candid interview with Her Agenda, Kalia shares insights on work-life balance, mentorship, and what it takes to carve out your own path in the creative industries.

Her Agenda: Can you tell us about your background and how you got started in advertising?

Kalia Watts: My background is primarily within client services and advertisement agencies. My mother is Japanese and comes from a creative background – she’s a dancer and very much within the creative space. I was always more sports-driven, taking the complete opposite path from my family’s artistic pursuits.

Because I speak Japanese, I found an opportunity at an agency called Story, an outsource of Wieden. I discovered a posting for an interagency liaison position, interviewed with confidence despite having no prior experience, and was hired on the spot. That became my first introduction to the advertising world.

Her Agenda: How did you know this was the right field for you?

Kalia Watts: I discovered that creativity isn’t limited to being a designer or renderer. When I structure projects and see them through from conception to fruition, there’s an underlying intense passion. That’s essential for success in client services, where you’re constantly engaged and devoted to the work.

Her Agenda: Tell us about Six Degrees and your role there.

Kalia Watts: Six Degrees has a unique story. For our first three years, we didn’t even have to seek business – it came to us organically. The founders are my closest friends from college – we all attended the Atlanta University Center together. I went to Clark Atlanta University, while they attended Morehouse.

I joined the team by taking on small projects during my maternity leave about six years ago. The agency needed structure as they were primarily focused on experiential marketing. My background in client services helped shape our approach. We’ve grown from three people to about 50 since I started.

Her Agenda: What do you think contributed to Six Degrees being so successful from the beginning?

Kalia Watts: Our authenticity sets us apart. While everyone wants to tap into culture, we naturally embody it. Our team members are the consumers brands want to reach – we don’t have to guess what’s relevant because we live it. Our name, Six Degrees, reflects our approach to business through relationships. We leverage our network of connections to create meaningful partnerships.

Her Agenda: How do you approach work-life balance and team management?

Kalia Watts: Physical activity is crucial, especially in our remote work environment. Instead of micromanaging time, we focus on results. I encourage the team to prioritize their well-being—whether that’s working out or taking necessary breaks—while ensuring they meet their commitments and deadlines.

Her Agenda: What’s your approach to mentorship and supporting others in the industry?

Kalia Watts: Accessibility is important to me. I make it a point to respond to LinkedIn messages from young professionals interested in agency work because I remember not having that support. At Six Degrees, I’ve found an environment where I can be authentic – the same person at work, at home, and as a mother. This is particularly significant as a Black woman in the workspace, where there’s often pressure to code-switch. It’s about finding an environment that celebrates who you are.

Her Agenda: Any final advice for those trying to break into the industry?

Kalia Watts: I live by Clark Atlanta University’s motto: ‘Find a way or make one.’ Success doesn’t always mean being the loudest voice in the room. You might face rejection – multiple interviews without offers – but maintain that entrepreneurial mindset. Many focus on finding existing paths while forgetting they can create their own. When you approach challenges with the determination to forge your own way, you develop a more innovative approach to your work.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Kalia Watts was originally published on HerAgenda.com

Pi-Isis S. Ankhra stands out as a visionary leader who refuses to accept business as usual. As the founder of P.S. 314, a consulting agency that defies traditional corporate structures, she has spent the past decade pioneering a holistic approach to social impact that puts human beings at the center of every strategy.

P.S. 314 was founded as an innovative approach to organizational development, influenced by Pi-Isis’s diverse experience in social impact work, politics, and philanthropy. 

In our sit-down interview, Pi-Isis discusses her unconventional approach to matchmaking for social change, the importance of organizational integrity, and the deep work of internally and externally addressing equity. 

Her philosophy reads clearly. True social transformation isn’t just about external results but about how individuals show up, challenge assumptions, and continuously unlearn the systemic biases that divide many in today’s society.

Her Agenda: What inspired the creation of P.S. 314, and how did your vision for the agency evolve over time?

Pi-Isis S. Ankhra: It was actually an experiment for me. It was going to be this 10-year experiment to build a company that centered on humans and human-centered leadership. When I first started thinking about that, no one really knew what that meant, but I just felt like there weren’t really a lot of places that thought about the people as much as the revenue, just that it’s not really our culture. Our society [is] very capitalistic driven, and of course, you have to make sure that your bottom line works, but I really wanted to create a space that could support both doing good and doing well.

So, as opposed to this pyramid structure where we’re feeding the top, it was more of a round table where we could all work together. So often, our clients become our consultants and strategic advisors because they know the work. And then sometimes, our consultants become our clients because they go off and run organizations or they’re their own activists.

Her Agenda: How do you approach the concept of matchmaking for social change, and what does success look like in that context? 

Pi-Isis S. Ankhra: In terms of the process, we are matchmaking talent. So we’re trying to find the best people who have the expertise. We’re matchmaking to find you the right strategy. The right formula.

You don’t want someone who’s going to pace very slowly with someone who’s very fast. So we’ve got to think about those intangible components as well. That’s where we start, and I’m the lead matchmaker in that realm. 

Externally, in terms of success, sometimes that looks like we’re solving a problem for a client. We’ve had a client who was overly reliant on one funder. 90% of their funds came from one donor. And that is very vulnerable because if they go away, so does the work. So how do we structure a new plan for them and then train them on it and have this be activated over time so that eventually they’re only reliant on it by 60 to 70%? That’s a success, right? [For] others, we will design a strategy where our clients have raised $30 million in 18 months, and it could have taken five years [but] we found the alignment.

Sometimes our clients are individuals, sometimes they’re businesses, and sometimes they’re nonprofits. Sometimes, we’re starting from the very beginning where it’s just this nascent idea of an artist and activist. And all of a sudden, because of the strategy and being able to [translate] the vision to a practical plan, they become fellows and global activists and award-winning artists. We’ve seen those success benchmarks as well.

For organizational and leadership development, that’s a little bit intangible sometimes. We really work and walk with our clients through transitions, founders who are leaving something that they’ve created over 20 years, and making sure that there’s institutional knowledge going into an organization.

So then, how do we build out those structures? How do we build out a plan, a strategic plan that’s really [going to] amplify them to be at the top of their game? Externally, that’s kind of what success looks like. But internally, it’s a little bit different. 

We’ve been in business for 10 year,s and I’ve never done any cold calls. Everything has been through referrals and repeat business. On average, our clients will return between two to three times for more work with us.

That speaks volumes because the nonprofit community, which is the majority of our work in the country, over 70% have budgets of $500,000 or lower. Consultancies are a luxury at times. It’s not necessarily in your budget. While we work with some clients who have a $100 million budget, a lot of them are smaller.

Her Agenda: In what ways has your work at the intersection of advocacy and executive advising brought unique opportunities for change?

Pi-Isis S. Ankhra: My first job I worked for Vice President Gore. I would call that experience grass tops. My very next job was as a public school teacher in Washington, DC, for elementary school, and I would say that’s more grassroots. That’s kind of been my journey professionally, grass tops, grassroots, and everything in between. 

And then simultaneously, I’m also a part of communities where the work is actually being done. How do those policies impact everyday citizens? So, while I had talking points when I was on the campaign about immigration, then I would become a teacher just a year or two later. And then some of my students just wouldn’t come back to school because they were deported. We talked about economic inequality when it comes to education, which is really like the microcosm of our world anyway.

Her Agenda: What challenges have you faced as a trailblazing woman leader in your field, and how have you overcome them?

Pi-Isis S. Ankhra: I’ve always been questioning, and I tend not to have a fear of where to go. So I will often go to who’s in charge.

That’s who I want to talk to because I want to figure out what’s [happening]. So, in a way, I kind of have blinders on. I know what my goal is, and I think I probably learned a lot of that when I worked for Gore because you had to figure out how to get things done.

That’s one thing you learn in a presidential campaign. You find a way to make things happen. I was trained in that way very early on.

When it comes to any kind of discrimination that I might face, it exists. My name is Pi-Isis Ankhara. There are probably opportunities I have never received because someone saw my name and didn’t want me in the room.

My mother told me once: ‘Don’t assume people are treating you a particular way because of who you are. Make them tell you. If they don’t tell you, then how do we know it’s actually there?’ And so that’s the way in which I operate.

It doesn’t mean that I don’t see when I’m questioned more. When my value or my fees are questioned. I used to work at a very large consulting firm versus my own. The work that we do is more compounded, but our value is questioned often. I’m sure that has a lot to do with my identity. We’re definitely a reflection of our society.

I am certainly navigating worlds in which things are not equal or equitable, but I don’t shrink. I really do ask the questions, and I tell the truth, and I keep moving, and I make space for others. I leverage the relationships that I have to make a difference.

Her Agenda: What is your vision for the future of social justice and advocacy in such a rapidly changing world all the time?

Pi-Isis S. Ankhra: We have been socialized to see how we’re different and then judge each other on it. My hope is that we can move away from that a little bit. I think we’re starting to question it a bit more.

When I was working on a film about race in America, I formed partnerships with organizations around the country that addressed racial inequity and reconciliation. One group that I remember was started by two cousins.

One was White, and one was Black. They traced their ancestry back and found that they’d come from the same plantation. They took a road trip and ended up doing a documentary on it. Subsequently, they created an organization called Coming to the Table.

I thought it was so dynamic because it was all about conversations between Black and White people to better understand each other. And there’s a lot of different divisions. 

Her Agenda: What advice would you offer to someone looking to start a purpose-driven organization in today’s global landscape?

Pi-Isis S. Ankhra:  I always say SWOT (strengths, weaknesses, opportunities, threats) [analyze] yourself first because if you really are interested in purpose-driven work, that’s what we’re asking. You’re asking yourself to consider that [in order to] do good and do well, your integrity is going to hold you. You’re going to have to make certain decisions that are not always for your wellness your prosperity. 
Of course, you want to ensure that you’re solvent and you meet your financial goals, but you really need to know who you are, what your values and beliefs are, and what some of your challenges are. And so, when I did that in the very beginning, I really thought about what the purpose that was going to drive me was and what my vision was going to be. I wasn’t really sure how I was going to execute it. I had this idea for this company. I had this idea to solve many different problems, but I wasn’t sure exactly what the business plan [and] day-to-day strategic plan would be. I needed to begin with my values, and my beliefs and have that be the criteria for the decisions that I was going to make.

[Edior’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Pi-Isis S. Ankhra was originally published on HerAgenda.com

In a marketing landscape full of constant change, few have made their mark with the same level of influence and creativity as has been achieved by Jerri DeVard throughout her career. As founder and chief executive officer of the Black Executive CMO Alliance, also known as BECA, Jerri has done more than shape some of the world’s most iconic brands; she’s reshaping the future of marketing leadership itself. From working with industry giants like Verizon, Pillsbury, and scores of other Fortune 500 companies to founding BECA in 2021, her journey is a career of excellence and intentional change-making. 

Through BECA’s flagship program, the BECA Playbook, Jerri is actively developing the next generation of Black marketing executives, creating a powerful ripple across the industry. Her approach to marketing is refreshingly straightforward yet profound: know what you’re selling and who you’re selling it to. This simplicity, combined with her deep understanding of how to build desire and connection with consumers, has made her one of the most respected voices in the industry.

Below, in this interview with Her Agenda, Jerri shares what she’s learned from this exceptional journey, what the future of marketing will be amidst AI, and, of course, imparts wisdom for future marketing leaders. It is a story that deals with a lot more than success: how she created change in this world and left a mark in the field of marketing.

Her Agenda: What motivated you to step into a role as a change-maker for Black executives in marketing?

Jerri DeVard: I wouldn’t say that I stepped into a role to be a change-maker for Black executives in marketing. I happen to be a Black executive in marketing. The change that I wanted to create was much broader in scope in terms of brands and their customers, their reputation, their profitability, and their growth.

Her Agenda: Can you tell us about how you first got into marketing?

Jerri DeVard: What attracted me to marketing was really an internship that I had when I was in graduate school that made me realize that I wanted to become a marketer. Then wanting to be a marketer, I wanted to learn from the best companies that were out there. I also had some internships that told me that I didn’t want to be an engineer. When I was in college, I had engineering internships because before I became an econ major, I majored in engineering. 

Her Agenda: What unique challenges have you faced in marketing?

Jerri DeVard: In marketing, there are always people who feel that they can do it better, faster, cheaper, more efficiently, and more effectively. Some organizations are misguided into thinking that marketing is a cost center rather than revenue generation. They tend to look at the investment in the company, the brand and your customers, and your growth as expenses as opposed to investments. The challenge is proving to people that what you’re doing does affect the top and bottom line, that it’s not subjective, and that it’s not just someone’s opinion. It’s based upon some science and some insights, but also some intuition and gut around what you think is best.

Her Agenda: Can you tell us about BECA and its mission?

Jerri DeVard: BECA stands for the Black Executive CMO Alliance. It is a trade organization made up of Black C-suite executives. We have presidents and CEOs and COOs and chief revenue, chief brand, chief experience, and chief growth officers. You have to be the top marketer in your organization to be a member of BECA. The organization was started in 2021, and we come together for four things – this is our bible: we share, learn, elevate, and pay it forward. If we’re not doing one of those four things, then we’re not doing BECA.

Her Agenda: What specific programs does BECA offer?

Jerri DeVard: We have a program that we co-developed with Deloitte called the BECA Playbook. It recruits mid-level, mid-career Black marketing, and marketing-adjacent professionals at the manager, senior manager, or director level. It’s a two-year journey where participants are sponsored by their organization. They have to be high potential, commit 100+ hours to the program, ensure they’re going to pay it forward for the next generation and attend all sessions. Every other week, there is a session with a subject matter expert who may or may not be a BECA member.

Her Agenda: Have you seen success stories from the BECA Playbook program?

Jerri DeVard: Yes, in our first class, 25% of our future leaders received a promotion to VP, and 50% received additional responsibility. They credit BECA for their success, saying what they learned gave them the ability to be successful in their organization. We’re approaching 100 future leaders with four cohorts running. We now have two alumni groups, and 95% of them said it was worth their time and making them better marketers.

Her Agenda: What’s your favorite thing about marketing?

Jerri DeVard: My favorite thing about marketing is that you can build desire. I’ve worked on new products that had no customers, no consumers, and no revenue, and you can see how you can build that in a way that is sustainable and convinces people that your brand is better than others. Everything you buy is a function of marketing, and to work for iconic brands and be able to say, ‘Yes, because I told a story that was relevant’ – that’s powerful.

Her Agenda: What do you think are the key elements to being successful in marketing?

Jerri DeVard: There are only two things that it takes to be successful in marketing: you have to know what you’re selling and who you’re selling it to. Once you get that, you’re good. But you get twisted when you don’t know the answer to one of those. The task is simple, but the execution is complicated.

Her Agenda: Who has been one of your most influential mentors?

Jerri DeVard: Bruce Gordon at Verizon will always have a sweet spot in my heart. He was the first person that really demonstrated to me what true leadership was. He was someone who was idolized from the mailroom to the boardroom, who understood not just marketing but how to run a $39 billion business. He showed me that the skills to be successful were not a zero-sum game – that you could be kind and empathetic and smart and funny and approachable and caring and be a great leader and get the job done.

Her Agenda: How do you envision the future of marketing?

Jerri DeVard: AI is revolutionizing marketing in good ways. While we should be skeptical, there’s the ability to leverage tools of generative AI to make the business better. It can be amazing for customer service, testing ideas, campaigns, messaging, taglines, and positioning. These are ways to efficiently process ideas and get feedback that saves time and money. But marketing should always be the voice of the customer – that should never change, even as our tools evolve.

Her Agenda: How do you balance the high-pressure nature of your career?

Jerri DeVard: I am blessed to have a strong support system. I’ve been married to the same man for 42 years. I still love him. He still loves me. I have two incredible children, one who has blessed me with two grandchildren. My mother just turned 90, my dad is 101. My brother and I are close. I have many friends – these are the people that will be at my funeral. These are the people that I love and truly love unconditionally. I’m blessed to have that.

Her Agenda: What legacy do you hope to leave through your work with BECA and your broader career?

Jerri DeVard: The legacy of building future leaders. That’s why we call the mid-career professionals who participate ‘future leaders.’ The apostles, the graduates, the folks that go out and change the world as a result of what they learned from us – that’s the legacy. It’s not the title I had, the job I had, the boards I served on or achievements. It’s about the people that we made a genuine connection with that was sincere, real, meaningful, and everlasting. As Maya Angelou said, people won’t remember what you said, but they’ll remember how you made them feel. That’s what I work on.

Her Agenda: Do you have a mantra or saying that you live by?

Jerri DeVard: Do right, fear not. If you’re doing the right thing, there’s nothing to fear. If you’ve done what you think is your best, and it was right, don’t second guess it. Don’t beat yourself up about it. Don’t run from it. People want to sometimes always appear to be the best version of themselves. You can’t always do that. And if you’re always the best version of yourself, then how do I know who you really are? Success has a thousand parents, and failure is an orphan. So be yourself, but do the right thing ethically, morally, and spiritually. And then don’t worry about it.

Her Agenda: What advice would you give to someone who’s thinking about getting into marketing but feels hesitant?

Jerri DeVard: You’ve got to know your ‘why.’ If you haven’t gotten in, why? You’ve got to overcome that before you can do it. As Lauryn Hill says, ‘How are you going to win when you ain’t right within?’ Why haven’t you done it? If you can unpack the why, then I think that will empower you to get what you want. Sometimes, we’re our own worst enemy. We doubt, we second guess, but why not? You get the life you build. So, if you want something, figure out a way to get out of your way to get what you want.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Jerri DeVard was originally published on HerAgenda.com

Jenni Wolfson grew up in Scotland, a Jewish girl confronting antisemitism that could have silenced her. Instead, it sparked something fierce—a fire that would become the driving force of her life’s work: storytelling as a tool for justice and change. As the first CEO of Chicken & Egg Films, a nonprofit supporting women and nonbinary documentary filmmakers, Jenni has transformed the organization quintupling its annual grantmaking while nurturing a community of 500 filmmakers whose works have shaped the cultural and political landscape.

Films backed by Chicken & Egg have earned Oscar nominations, Emmy nods, and Sundance accolades, films like American Factory, Writing with Fire, Ascension, and The Eternal Memory—stories that expose truths, illuminate lives, and move audiences to action. And her commitment has not gone unnoticed. The Women’s Media Center honored her with its Lifetime Achievement Award, and DOC NYC named her a Leading Light, titles that seem to affirm what Jenni has known all along: purpose, not fear, is what drives impact.

Jenni herself is a storyteller at heart, but her greatest narrative is the one she’s lived—one defined by risk, resilience, and relentless purpose. “Every time I put myself a little bit outside of my comfort zone,” she says, “I reap the highest reward personally and professionally.” 

Learn more about Jenni’s journey and her why in our interview below.

Her Agenda: What is your ‘Why’? Why do you do what you do?

Jenni Wolfson: I want to live in a world where people can live up to their full potential. And I want to live in a world that is driven by love and not hate and fear of people who are different from us. That is what drives me. Chicken & Egg Films supports women and gender-expansive documentary filmmakers all over the world with funding, mentorship, and access. And that is so they can tell stories that ignite change. And so I do what I do because I believe in the power of storytelling to make the world a better place.

Her Agenda: How significant is your upbringing in correlation to the work you do?

Jenni Wolfson: It’s so important. In fact, I don’t think I would be doing what I’m doing now if I didn’t have the experience that I had growing up in Scotland. And I was one of just a few thousand Jewish people in the whole country, and so I grew up with a whole lot of antisemitism. I would get to the front of the dinner line with my tray of food, and the older students would be like ‘Jew to the back.’ So I grew up, and I wasn’t religious, so I was like, ‘wow, there’s so much ignorance out there and fear.’ Most people who were either antisemitic or racist hadn’t even met someone from a different race or a different religion. It’s a long securitist way but I feel like being outraged by injustice, I was also very much activated by it. And so that is so much what has driven me to work in the field of social justice.

Her Agenda: Is there another profession you think you’d be doing if you didn’t have a significant impact from your upbringing?

Jenni Wolfson: I used to think I would be a spy [chuckles]. I don’t know if that was because I was really good at hiding things from my parents, but I also thought I would make a really good spy. And I was quite good at languages as well. I’m not sure I would have ever become a spy, but that’s the alternative career path that I can think of. 

Her Agenda: If you could identify one word to describe Chicken & Egg Films, what would it be and why?

Jenni Wolfson: The word would be expansive. And that is because of the breadth, depth, and reach of our work. We support documentary filmmakers all over the world. We support stories about all issues, from reproductive rights to criminal justice, immigration, gender violence, and so much more. And we support filmmakers at all stages of filmmaking and all stages of their careers. So expansive comes to mind.

Her Agenda: With your background in activism, is there a goal for expanding your reach?

Jenni Wolfson: So I think the biggest challenge that our organization and all documentary filmmakers and film organizations are experiencing right now is distribution. There is no shortage of cinematic impactful films that are being made, but there are more limited opportunities to have those films seen and distributed. And I believe that there’s an audience out there who wants documentary films. I don’t think we should underestimate our audiences. And as much as I like to watch entertainment and stories about celebrities, I think people do want real stories about real people, that both represent their communities, but also open a window to a world that they might never see. So I hope that this year we will expand more into educational, digital, and new platforms, to reach the millions of documentary audiences out there who don’t have an opportunity to see enough good films. 

Her Agenda: Did you always envision becoming the CEO of any company?

Jenni Wolfson: No, I think my dad probably did [chuckles]. When you’re the CEO of a nonprofit that usually includes a lot of fundraising, and nobody becomes the CEO because they want to go out there and try to get money to run your organization, that is a tough part of the job. But I see that part of the job as movement building, relationship building, and advocacy and communication. So I’ve come to love that part of my job for the most part. But I don’t think I ever had a plan, I was sort of a one-day-at-a-time person. So I’ve had leadership roles in the past, and I’ve even been an interim CEO of my previous organization. And I’d also been in leadership roles when I worked with the UN (United Nations) and UNICEF where I was the only woman on the leadership team. So I like the idea of stepping up and taking space as a woman.    

Her Agenda: What was your ‘AHA’ moment that made you realize you’re doing what you’re supposed to be doing? Or living in your purpose?

Jenni Wolfson: Ouuu my ‘aha’ moment. Probably my aha moment was when I got my first proper job with the United Nations, going with the UN High Commissioner for Human Rights to Rwanda right after the genocide to investigate human rights abuses. That was a risky job to take that entailed moving across the world to do something I’d never done before. There was a moment when we sadly lost colleagues, and many people left the UN in Rwanda after that time, and I stayed, I knew I didn’t want to die from my job, but I also knew I wouldn’t stop doing it. And so I think in those early years, I realized that this is the work that I want to do, and I felt very connected. I don’t know that there was one aha moment, but it was very clear that this was a job that I was willing to take risks for. 

Her Agenda: What has been your greatest accomplishment thus far in your career?

Jenni Wolfson: The courage to take jobs that always seem like a stretch. I once got amazing advice from an executive coach when I said to him, ‘I don’t know if I’m qualified to do this job’ when I was thinking of applying. He said, ‘It’s not your job to decide if you’re qualified, that’s their job, it’s your job to decide if you want it.’ And so I think that always being driven by purpose and mission, not letting fear stand in the way, and realizing time and time again that every time I put myself a little bit outside of my comfort zone, I reap the highest reward personally and professionally.

Her Agenda: What is your greatest passion in life that you’d do for free?

Jenni Wolfson: Travel [chuckles]. I love to travel. And I’d love to travel for free, can you make that happen?

Her Agenda: [chuckles] I wish, I would join you. That sounds amazing! Last question here. What do you project your next power move to be in 2025?Jenni Wolfson: I think post the US election in a world where the narratives that are being told don’t always reflect the reality of the world we live in, I think my next power move is my current power move. It is that stories and narratives change are so crucial to expanding people’s hearts and minds. And I think we need that now more than ever. I think we need films that inspire empathy, learning, and action. And so I’m going to continue to support filmmakers to make sure that those stories are being told, reaching audiences, and hopefully leading us to a world where there is more tolerance and less misogyny and racism and all the ‘isms’ that we’d like to see die a fast death.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Jenni Wolfson was originally published on HerAgenda.com

As 2024 draws to a close, we can reflect on the highs and lows across our personal and professional lives. Whether you use the new calendar year to inspire big changes or continue amplifying the progress you achieved this year. We look towards HerAgenda’s Power Women as a source of inspiration coming into a prosperous 2025. 

Here are 12 motivational quotes from women at the top of their industry, along with what has helped them achieve success.

“Do not be distracted by what other people are doing or have done in the past.” 

”Things that worked back then are not working right now, so don’t let other people distract you and tell you what you should be doing and what you need to be doing. Literally, put your blinders on! Be aware of the climate but put your blinders on. You have to be confident in who you are as a person and you have to be innovative to stand out in the crowd. Don’t worry about what other people are doing. Just focus and pray and do your thing.”

– Robyn Atwater, Founder of CURLDAZE Haircare

“Women need to be aware of owning their voice.”

“It is recognizing that you have the experience, knowledge, confidence, and right to sit at the table you are at. If you are not at the table that you want to be at, you have a right to change courses and navigate getting there. As women, we sometimes become a wallflower as we are unsure if we should voice our opinions or ask for better. Women should find their voice and use it confidently because we have a lot to say and there is a lot to be said.”

– Monika Pierce, DEI Executive

“Predefine your goals.”

“Professionally, let them evolve, of course, but try to keep a sense of and be really clear on what you want to get out of a job, and what you want to get out of your personal time. I love goal setting. It’s such a powerful force for you to guide decisions [and] to help you allocate your time. That certainly comes as part of the job process, too, because you want to know what you go in for, and it may change, but then it helps you decide when it’s time to move on.”

– Noorian Khan, Senior Advisor to the President, The Ford Foundation

“Your self-worth cannot be contingent upon someone else’s judgment.”

”If it is, you will always be at the mercy of their judgment. You can do all the things, you can get all the degrees, you can make all the money, you can gain access to all of these circles but if you’re relying on those people, and those institutions and those factors to give you self worth, that can be taken away from you at any time.”

– Natasha S. Alford, VP of Digital Content for theGrio, Anchor for theGrio TV, CNN Political Analyst

“You have to really look at what it is you want out of your life and where you think you could make an impact.”

”One of the things I always wanted to do was drive value and add impact. If you have the courage to do it, you could be really happy and live the life that you want to live. But you have to be honest about your skill set and what you want to do moving forward. And then you have to put in the work, too.”

– Nadine Karp McHugh, Founder & CEO of Evolve Up

“Give Yourself Grace.”

”There’s no way that anyone can make every perfect decision, and certainly not everyone is going to be happy.”

– Christine Simmons, COO of the Academy of Motion Picture Arts and Sciences

“You’re in the room because of who you are.”

“You don’t have to imitate anyone. Once you’re in the room, you have to embrace it and take hold of it. Always be prepared. The biggest moments in my career happened because I was ready when they came. Stay ready so you don’t have to get ready.”

– Connie Orlando, Executive Vice President of Specials, Music Programming & Music Strategy at BET Networks

“Be as transparent and as honest with your audience as possible.”

”If you are, you don’t have to doctor all these different pieces of content. If you are being honest and who you are on a daily basis, and maybe sharing pieces of that along the way, then it’s ‘as this journey unfolds,’ I get to be authentically myself and attract this audience along the way because I am just being me.”

– Deja Riley, Dancer, Trainer, & Lululemon Global Ambassador

“There’s nothing wrong with not being at the top.”

”We’re needed everywhere. Sometimes you’re called to be that person that supports the person at the top. Think about what your call is. It’s weird, I always thought of myself as supporting that person at the top, but I would always end up at the top. At the end of the day, if you choose to accept this mission or something like that, it is worth it.”

– Kelley Cornish, President and CEO of The T.D. Jakes Foundation

“Success does not come from working constantly.”

“I actually believe in the opposite. I really value work-life balance and prioritizing rest when it’s time. We live in a culture of glorifying hustle and ‘I’ll sleep when I’m dead,’ quotes, but burnout is real. As a creative person, I think rest and replenishing yourself is extremely important. We are empaths so situations can affect and drain us easily. Sometimes, we are called to create on-demand and the creativity of coming up with ideas, pitches, and concepts needs to come from somewhere. If you’re never taking time to breathe, restore, live life, watch a film, go to a museum, listen to live music, get inspired, and refill your creative tank, where would you be pulling your inspiration from? Success comes from consistency, learning, and stretching yourself to take on new challenges.”

– Kara Barnett, Creative Director, Netflix Strong Black Lead

“Friendship is a very untapped source of joy.”

“As busy working professionals, we put friendship on the back burner. I tell people to put one day a week on their calendar, and pick a block of time: Thursday night dinners, Saturday morning bunches, that’s friendship time that is blocked out. Then, fill it in every week. Just fill it in. Because the reality is that if we’re not strategic about refilling our tank and being intentional about joy, it’s actually going to drain us and when we’re drained, it makes it much easier for a lot of those negative thoughts, that ‘not enoughness’ to creep in”

– Isa Watson, Tech Entrepreneur And Author

“You’ll never figure it all out.”

”I really believe that if you are so clear on what you want your path to look like, you might not have the connections yet, you might not have the financial status yet, but it will come.”

– Nikki Cameron, Director of Development at Bunim Murray Productions

This article 12 Motivational Quotes And Inspiration To Start 2025 was originally published on HerAgenda.com

One thing about Candace Queen? She knows the importance of advocating for herself and others. 

Candace Queen is the Executive Vice President of the American Advertising Federation (AAF), where she champions diversity, equity, and inclusion (DEI) through impactful storytelling and industry-wide initiatives. Recently, Candace played a pivotal role in producing the AAF’s 2024 Mosaic Awards, a night dedicated to recognizing and celebrating the individuals, agencies, and brands at the forefront of multicultural excellence. Held at Guastavino’s in New York City, the Mosaic Awards brought together industry leaders and innovators to spotlight campaigns and creatives pushing the boundaries of inclusive advertising.

As an executive leader within the AAF, Candace directs the Mosaic Center of Multiculturalism‘s DEI initiatives, focusing on removing barriers for underrepresented talent and building community through mentorship and advocacy. This year, Candace helped launch the Mosaic Center’s first scholarship program to bridge financial gaps for diverse, emerging talent—a moment she describes as deeply rewarding and a testament to her commitment to “lifting as you climb.” Her work reflects a deep-rooted passion for nurturing new generations of talent while promoting authentic representation in media.

Candace’s journey from Port Arthur, Texas, to an influential leader in advertising speaks to her dedication and resilience. She brings a unique perspective shaped by her creative upbringing and belief in self-advocacy, as she encourages women of color to apply for the opportunities they deserve and to pivot confidently when needed. Candace spoke with Her Agenda about her career, personal insights on mentorship, and the transformative impact of inclusion in advertising.

Her Agenda: We had a great time at the awards this year. Seeing all the recognition and amazing people getting their flowers was a really good feeling. I’m still living in all the good energy from that night.

Candace Queen: Producing the event, you get so caught up in all the logistics. So, hearing about your experience is a validation of our work. So we were really excited to have y’all there and appreciate y’all putting the time in for it. 

Her Agenda: Did you have a favorite moment this year that you were really happy to see recognized on the stage?

Candace Queen: Issuing our first scholarship out of the Mosaic Center was a big highlight. A major priority for us right now is how we support the communities that we serve. We do a lot of fundraising to support the programs, get folks in the right rooms, and get them hired. There are a lot of financial gaps in that journey. You don’t always have the funds to attend every conference, support a cross-country move, or even finish your degree. To give as much back as possible [is] an exciting and daunting task. But seeing [Joseph] receive that award, seeing [his] speech, his interview, after the fact, you could just tell it was the best investment. We’re really excited to expand that opportunity to others.

Her Agenda: How has your personal and educational journey influenced your passion for cultivating and nurturing new talent? 

Candace Queen: I strive to be what I needed at that age point in my life. I grew up in a very small town, Port Arthur, Texas, and unless you’re a hip-hop head or a sports fan, you probably don’t know much about Port Arthur, and Port Arthur did not know much about advertising or design. I grew up in a very creative home [where] my mom made every single thing or outfit, floral arrangements, curtains, like everything that you could see in our house. And so I was always around a creative environment, but did not know I could finesse that into something that would, one, make an income for me to survive on and thrive on. But then two, how can I commercialize that and make a career out of it? When I started college, I started in business school, and I quickly realized that was not the right trajectory for me, even though I wanted to be an entrepreneur. I took a history of advertising course. Eventually, I transferred from the University of Texas to the University of Houston and joined my student chapter, where I discovered the American Advertising Federation about 15 years ago. That was my first intro to what advertising is and what all the possibilities could be. I learned as I was developing and gleaning all these insights and key learnings going to all the events was to really lift as you climb. So, as much as I was pouring into supporting my personal career growth, I was also being an advocate and championing all the work that Mosaic Center was doing [and[ that other nonprofit organizations were doing to help connect more people of color to the industry. 

Another big thing to know is that I’m also a pastor’s kid, so there’s always just been a servant mindset in everything that I do. I don’t feel like I’m successful unless I’m helping someone else along the way, and that’s really important to me. 

Now, with the work I do with HBCUs for Advertising and the Most Promising Multicultural Student Program, I get that immediate reward of seeing folks get the jobs and get to their ‘aha’ moment. Most importantly, understand your value in what you bring to the table in this industry. Sometimes, the messaging around our work can be misconstrued as some sort of charitable effort. On the student side, for anyone wanting to pivot into this industry from a diverse background, just helping them understand that their story is so important and doesn’t have to be watered down. So that’s really what shaped my passion and commitment to supporting folks in their professional development.

Her Agenda: You mentioned that you do this work with the notion that you’re trying to set students and emerging leaders up for success in a way you wish you had. What is one career advice you wish you had received earlier in your journey that could have made a difference for you?

Candace Queen: It wasn’t necessarily something I wish I would have received in terms of career advice, but something that I did not listen to until I got deeper into my career.

I would get in my head. The first few years into my career, I was just constantly second-guessing myself, always feeling like I wasn’t adequate.

[My dad] would always say, ‘Candace, if they hire you for something, it’s because of who you are, not because of who they want you to be.’ I quit even claiming this concept of imposter syndrome because I’m a firm believer that God created me for a certain purpose, and who am I to undermine what his intentions are for me? The right jobs came when I just started to lean into who I was as a person [and] what my passions were. 

Her Agenda: It sounds like Dad knew what he was talking about! What key traits or actions are essential for women, specifically women of color, to stand out and be recognized in their careers? 

Candace Queen: First and foremost, you have to get comfortable with advocating for yourself and putting yourself out there. We won’t apply for the award, we won’t apply for the grant, we won’t apply for this fellowship, or we’re nervous about asking someone for a recommendation letter [because] we’re ‘not there yet.’ Part of that is not feeling like we deserve that recognition, never feeling like we’ve done quite enough. But as I started to get more comfortable advocating for myself and speaking about my wins, the more I did it and the more fluid it became.

The more you continue to apply for opportunities and reevaluate what you’ve done so far, the more you quantify your impact. We really have to start applying for more opportunities, for recognition, and then when opportunities are presented to us, take it. 

[Millennial women] often stay in one spot because we’ve been taught ‘you’ve gotta hit that two-year mark’ or ‘you’ve gotta hit that five-year mark to show consistency or reliability,’ but we have to prioritize ourselves and our mental health as well, and our career growth. If you’re in a space that’s no longer serving you, being okay with pivoting to the next chapter and doing so without any guilt about what you leave behind is really important. 

Her Agenda: Is there any specific way that you like to track or celebrate your wins?

Candace Queen: I didn’t have a formal process at first. Usually [tracking my wins] would start to come out when I was applying for a grant or a fellowship or any kind of opportunity, but then I got a little bit more formalized. If you’re in corporate America, you should see yourself as a brand and approach it like you would build a tangible product.

I thought of myself as a brand and started conducting brand audits, setting up metrics for success for myself at the top of each year and tracking it mid-year the same way I would do for my clients at my branding and design consultancy, Tabernacle.   I do it for myself now, so it’s a game-changer. It really level-set for what I expected of myself than what I expected from others interacting with me. 

Her Agenda: What are some resources or networks that have been helpful to you as you’ve grown in your career and also even in entrepreneurship? How can women aspiring to be entrepreneurs tap into those spaces?

Candace Queen: I’ve hit pretty much every single nonprofit that supports the ad industry. The AAF introduced me to all that. 

I received my first advertising internship through the 4A’s MAIP program, which is a multicultural advertising internship program, and that was really what set off my pathway into advertising as the Art Director and the designer. I’m also a 2014 Ad Color Future alum, and they became my second client for Tabernacle. And I’ve learned with those networks that you get what you put in. 

As an entrepreneur or a solopreneur, it’s so important to find the right networks. I was struggling as an entrepreneur then because I wanted to be my boss but had no management skills. I was looking for leadership development programs for women, and a program with Vital Voices in Estee Lauder came up called VV Visionaries, a full initiative dedicated to nurturing women leaders who were focused on impact work.

I think for women of color, things like Urban League, NAACP, the Black Chamber of Commerce, figuring out where those communities lie within your city, and leveraging them, because as entrepreneurs, sometimes they can get very lonely.

Her Agenda: As we think about young women who are entering the industry, what advice do you offer them when they are frustrated or struggling with the slow pace of change in media representation? There’s been a lot of change over the years, but we also know there’s a long way to go. What advice do you have for anybody who might be struggling or is frustrated with that?

Candace Queen: Sometimes I find myself in that position. You’re fighting an uphill battle, like, ‘I thought we had this conversation five years ago?’ It can sometimes take another chaotic event or a pandemic to turn the lights on. And so, coming into this industry, I really encourage young women to, pick your battles, and that is strictly from a place of self-preservation because if you try and attack and combat every single thing that surrounds you, you will burn out, so quickly. You’ll lose yourself in the process. It is so important to come in with a strategic mindset in the workplace. When I’ve faced challenges like that, especially when they have been targeted directly toward me, I found value in identifying who my advocates are, knowing that I can’t change everybody’s mind. I can’t make everyone adjust their way of thinking, but knowing that I at least have some allies in this space has been a big source of support. I’m also a big fan that if they don’t value you, find somebody who will. And so it’s really important to just to get comfortable with the fact that you did your first job might not be your best job. Get what you can out of it and move on. Be okay with moving on. Because I do feel like we become guilt tripped and sustain [thinking] ‘Oh, well, then we won’t have any other Black art directors, or we won’t have any other Black strategists.’ You feel the weight of it, and [like] the responsibility of representing your entire community is on you, but you have to know when to make a move and be comfortable and okay with that. 

Her Agenda: Is there anything else you want to add?

Candace Queen: I think it’s important that we understand our ‘whys’ and what our deal breakers are. For me, my ‘why’ is sharing and unearthing untold stories in really interesting ways in different mediums. I’m a multi-hyphenate, and one of my deal breakers has always been if I can’t do multiple things and that be embraced in the space that I work in, wherever I’m working, then I’ll move on and find a space that does embrace it.

I think it’s important for us in this economy right now to ensure that we have multiple revenue streams and income streams because you never know when you’ll lose something. You never know when the tides will turn, and if the pandemic didn’t scare us, I don’t know what will. I would just encourage folks to understand, and assess, how they diversify their income, making that a priority in their greater career strategy and strategic plan, which is really important.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Candace Queen was originally published on HerAgenda.com

Gratitude is more than a fleeting emotion; it’s a transformative force that elevates our lives. Studies show embracing it can unlock a wave of positivity, nourish our health, deepen our connections, and fortify our mental well-being. It’s the secret ingredient to a life of beauty and balance woven into the fabric of our daily existence.

Gratitude is also a very personalized practice, with importance given to reflecting on both the biggest and smallest parts of each day. These Power Women each offer a different approach to defining what gratitude means to them and their mindset.

Dr. Lakeysha Hallmon, Founder and CEO of The Village Market 

As a community builder, Dr Lakeysha Hallmon uses mornings to center herself and build gratitude within her daily routine to reach an optimal mindset,

“I’m so intentional about my mornings, I don’t compromise them. I have to start my mornings with quiet. I have to start my mornings where I have an opportunity to give reverence for being here and an opportunity and gratitude to live, to be healthy, and to have vision. I give thanks for that every day.”

Tia Mowry, Actress, Author and Entrepreneur 

With a multifaceted media career, Tia Mowry may have spent decades in the entertainment industry, but counts ageing as something she counts as being most grateful for. 

“When you wear glasses and when your hair turns gray, that is a blessing. Not many people make it to be able to go through the aging process. I am just grateful to be alive, and well. To me, aging should be a celebration, not something that we hide or don’t appreciate. I’m at a point in my life where I don’t allow people to tell me what beauty is. The way I feel about myself is what I will celebrate.”

Victory Jones, Artist and Co-Founder, The Colored Girl

Victory Jones’ approach to gratitude does not focus on one aspect of her life or career, but focuses on embracing the greatest and best moments of her day-to-day life. 

“I’m just thankful for everything, even the parts that ‘suck.’ I’m grateful for everything, because it’s all a fabric, it’s all part of the fabric of my journey. Gratitude looks like prayer, gratitude looks like meditation, gratitude looks like laughter, and it looks like play. It looks like when I hit my yoga mat, and just let my body flow. When I create an amazing meal when I walk my dog and just have these moments where I’m touching trees, or just literally talking to God. I use my dog walks as meditation/prayer time. Gratitude is everything. Its energy is some of the highest vibrations that we can embody. It probably supersedes love in certain ways.”

Gia Peppers, On-air Talent, and Entertainment Journalist

Acknowledging that everyone makes mistakes and need to learn how to find rejection and redirection, Gia Peppers uses gratitude as trust and in focusing on where she is now, even when that may not be where she wishes to be, and finding her sense of self. 

“Though I am nowhere near where I want to be, I have to be grateful for all of the things that I have and have not done. When I think about the process, I trust it and am not trying to be perfect anymore, I am trying to be authentic. If you get so caught up in what everyone else is saying and doing, you forget who you are, what you are here to do, and every single thing that you said that you wanted when you started.”

Devi Brown, Founder of Karma Bliss

Devi Brown believes in the strength of gratitude to serve as energy and motivation to keep going and move forwards, as well as using it as a source of peace. 

“Gratitude is important because you can’t really live a full life without it. It doesn’t just mean to be thankful. It doesn’t just mean ‘thank you God for giving me this’ or ‘thank you whoever.’ Gratitude is literally synonymous with the lifestyle of mindfulness. Gratitude is finding joy and peace even when things aren’t going your way, and definitely when they are. Gratitude is such an interchangeable word that goes right along with everything that mindfulness embodies.”

Aala Marra, Holistic health practitioner and Founder, aalaCare

Wellness-centered entrepreneur Aala Marra takes her approach to gratitude and applies it to the fundamental basics of existence, and life. 

“Being able to know how to come back into myself and to pour into myself, and to see myself and to cater to my needs and fulfill what it is that I need has been instrumental to my mental and emotional health. I’m grateful for the earth and my ability to make contact with the earth and nature. I’m thankful for being able to be within the frequency of gratitude. It’s challenging for a lot of people to even understand what to be grateful for. I’m grateful for all the necessities and the basics that I have, and I’m grateful for me, and for all the ways I’m showing up for myself.”

This article 6 Powerful Women On Their Approach To Gratitude  was originally published on HerAgenda.com

If you aren’t plugged into the who’s who in the marketing world, you may not know this woman’s name, but if you’re a consumer who enjoys beauty products, toothpaste, or keeping up with your finances, you certainly know her work. With nearly 30 years of experience, Nadine Karp McHugh is a seasoned marketing and media executive who has been at the helm of brands including Colgate, L’Oréal, and Goldman Sachs, responsible for budgets ranging from $120MM to $1BN. She also worked on the agency side with Mindshare, where she led the Unilever US business. 

With her well-rounded experience across an array of clients, she’s now the founder of Evolve Up Inc., a consulting firm focused on marketing transformation and leadership development. Nadine sat down with us to discuss how she implements key strategies into modern marketing campaign methods, faces change head-on when many others shy away from it, and shares advice for those looking to make a career pivot within the marketing industry.  

Her Agenda: How did your experience managing P&L accounts ranging from $5MM to $2.5Bn at WPP shape your approach to leadership and strategic decision-making?

Nadine Karp McHugh: I started at Ogilvy as a planner, and when I left, I was working at Mindshare as the chief client officer of the New York office, so I had a lot of accounts, I had a lot of different sizes and scopes, and roles. The one thing that I spent a good deal of time on was running the Unilever business in the US. The work that was recognized there got me promoted to be the chief client officer, so I learned a lot while I was at WPP (Mindshare), and I certainly learned how to lead, I had anywhere from one assistant planner reporting to me to over 100 people on the Unilever account to all of the accounts in the New York office, and so I learned how to drive transformation across businesses and also within an account. It’s where I really fell in love with organizational creativity and change leadership. The work there sort of led to my pursuit of science, organizational creativity, and change leadership. I learned how to move teams forward to be comfortable driving change…relevant change in order to drive business results. Most people aren’t change-friendly. I tend to go towards the fire. I like to live in the what-if.  I learned about change leadership, driving transformation, always with what’s right for the business, and making sure that you measure things so that you’re driving results. That’s what brings everybody along with you.

Her Agenda: What were the key strategies you employed to drive both day-to-day operations and new business development during your time at Mindshare New York and Unilever US?

Nadine Karp McHugh: When I was leading the Unilever business at Mindshare, communications planning started in the US, and it was all about honing in on very consumer-centric insights that were true for the consumer and also for the brand, and it was finding that sweet spot that you could create ideas, campaigns around that would help to propel the business forward and so it was always trying to make sure that you were doing what was always right for the business, what resonated with consumers and ultimately the goal was being your client’s most trusted advisor. I worked on Unilever for around 17 years, so I made some really lasting professional friends and personal friends now over those years, and so I think that I could not have done that, and we could not have driven the business forward like we did collectively if you didn’t have that trust, didn’t focus on what was right for the business and what was truly going to resonate with consumers. 

Her Agenda: Managing media budgets from $120MM to $1BN at Colgate, L’Oréal, and Goldman Sachs is no small feat. What are the key factors you consider when allocating such significant media investments?

Nadine Karp McHugh: In all of those companies, one of the things that I was tasked to do was to drive digital transformation. It was about looking at relevant consumer consumption patterns, really honing in on insights and looking for that white space that the brand had a right to play in [that] would resonate with consumers and then negotiating deals around [it]. So looking for those little nuggets that would drive competitive advantage, that white space, and then creating something there that was relevant that was going to make a difference.

Her Agenda: Can you tell us more about Evolve Up Inc., the consulting firm you founded? What gap in the market were you aiming to address there? 

Nadine Karp McHugh: Instead of going back into the industry for another big corporate role, I decided that I really wanted to go out on my own. I’m fortunate that I’ve had both client and agency experience, so I have successfully driven change across big matrix organizations, and I know what it takes to drive that change.

At Evolve Up, we’re helping marketers, publishers, and ad tech companies find their North Star, which feeds into their go-to-market approach. I’ve been sold to, and I’ve sold to others for many, many years, and I know what you need to look for, what should be in a value prop, what the meaningful parts and approaches of the different products and business approaches to take in order to create business results. Over the course of my career, I’ve developed integrated campaigns across categories, and they’ve penetrated the culture and they’ve allowed brands to box above their weight.

My sweet spot really with Evolve Inc. is transformation, creative problem-solving, team, and professional leadership development. 

Her Agenda: What is some advice you can give to somebody who wants to go in this type of career route who may be pivoting from other careers and not necessarily started in marketing from the get-go? 

Nadine Karp McHugh: I’m using the experience that I’ve had to move into the next act of my career.

At the point that I was at, I looked at what I’d done, and I could have done it again. I know the formula for marketers to transform, drive business results, and resonate with consumers, but I thought that a better way forward, based on where I am in my life, was to be more fluid in my career approach. And so if you’re somebody who’s comfortable in a corporate environment and wants to stay there, then I think that’s fine. For me, I wanted to try something else. I’m leveraging the experience I have listening to the marketplace to see where the white space is.

There seems to be a need for people like me who have client, marketer, and agency experience and a deep understanding of how all of the media works to drive business results. I have digital experience, so I’m leveraging all of that in my independent consultant role. But I don’t think that’s for everybody, either.

You have to really look at what it is you want out of your life, and where you think you could make an impact. One of the things I always wanted to do was drive value and add impact. And so that was a filter for me when creating Evolve Up.

If you have the courage to do it, you could be really happy and live the life that you want to live. But you have to be honest about your skill set and what you want to do moving forward. And then you have to put in the work, too.

Her Agenda: You’re passionate about leveraging new technologies to drive impact. How do you balance the implementation of cutting-edge technologies with the organizational changes required to support them? 

Nadine Karp McHugh: In any big organization, organizational buy-in is important. You need to find like-minded people and objectively share your recommendations.

I always said numbers don’t lie, and business people see that, they respect that. While everybody might have different day-to-day objectives, all marketing organizations have the same overall goals, right? It’s about doing what’s right for the brands and the businesses to drive results. You can win the hearts and minds of consumers and sell more products and services to those consumers if you’re doing it from a place of relevancy, where it makes sense for the business.

Her Agenda: When you wrote your master’s thesis, it focused on how to build a creative DNA for any business. Can you elaborate on what the creative DNA entails and how companies can implement it? 

Nadine Karp McHugh: Creative DNA is a creative problem-solving approach which helps people embrace a way of interrogating problems to come up with new solutions. It gives them an organized way of having permission to discover what’s possible. We’ve never lived in a more rich environment where if you can think of something, you can pretty much create it, thanks to technology. And there are approaches that allow teams to interrogate the possibilities and come up with new, ownable ideas that can drive competitive advantage.

Her Agenda: You’re known for building highly functional teams. What are the key ingredients for cultivating a team that thrives in any corporate culture?

Nadine Karp McHugh: One of the biggest things that you need to do is create a trusting environment. We had a culture within the team that permeated all divisions where it truly was one team. And it took a while to get there. You need to make sure that you mean what you say and say what you mean. [When] people see that in a consistent way, they know that you’re coming from a place of good. The other thing that we did that I thought was really important was we created a mantra for the team, which was ‘no divas, no wallflowers.’ What it meant was nobody was too big. No one could have too big of an ego. We’re all in it together. That was the ‘no divas’ piece. The ‘no wallflowers’ piece was everyone should feel that they have a voice and that their ideas, any idea, could be a good idea, and they should feel comfortable enough in this space to speak their mind, give their opinion, and share ideas if they have them. It really helped to create this wonderful team spirit and vibe that helped us to do a lot of great work together.

Her Agenda: While on the board of She Runs It, you chaired the Mentoring Committee. What do you believe are the most effective ways to mentor emerging leaders, particularly women and underrepresented groups?

Nadine Karp McHugh: One of the things that I learned once I got to a certain level, I felt somewhat alone at times and everyone was speaking a different language. And oftentimes women and underrepresented groups probably get that same feeling.

What I learned over time was that my feelings were not unique to me, and that I was not alone. It’s important to give people a safe space to talk about what their ambitions are, but also what their fears are so that they feel seen and that they know that they’re not alone and that nothing is insurmountable.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Nadine Karp McHugh was originally published on HerAgenda.com

Nancy Brown is the Chief Executive Officer of the American Heart Association (AHA) and has been a trailblazing leader for the nonprofit since stepping into the role in 2008. With an impressive tenure of 16 years as CEO and nearly four decades with the organization, Nancy’s dedication to advancing heart health and saving lives is unwavering. Since first joining the American Heart Association in 1986, she spearheaded initiatives that have not only solidified the AHA as a global authority on cardiovascular and brain health but also focused on addressing critical gaps in healthcare – particularly for women.

With the AHA active in over 100 countries and generating over $1.2 billion in annual revenue, Nancy has forged partnerships with more than 40 million volunteers, supporters, and staff. Her efforts have garnered widespread recognition, including being named to Forbes’ 50 Over 50, Modern Healthcare’s 2024 Women Leaders, and NonProfit Times’ Power and Influence list. 

Despite women comprising more than half of the U.S. population, women’s health has long been underfunded, receiving less than 3% of the $41 billion in healthcare venture funding in 2023 – according to a Deloitte report. Under Nancy’s leadership, the American Heart Association is tackling this disparity head-on through its Go Red for Women Venture Fund, which Her Agenda learned all about.

Along with Go Red for Women, Her Agenda sat with Nancy to learn about her career with the AHA, her vision for the future of heart health, and why everyone needs to learn how to perform CPR.

Her Agenda: What initially inspired you to pursue a career in the health field? And from there, how did you find your way to the American Heart Association?

Nancy Brown: My mother was a nurse, and my grandfather was a surgeon, and I always knew I wanted to do something to help other people. And you know, when you’re in college and embarking upon a career, there’s so many choices. Initially, I thought maybe I would go into advertising and my background is in communications and marketing.

As I was considering opportunities, it became very clear to me that my own value set wasn’t going to be completely connected to helping to sell other people’s stuff and that I would rather do something that helped people fulfill their potential as human beings. So, I really gravitated to a focus on healthcare.

My very first full-time job – although I worked all through college and had internships – was at a hospital in Detroit where I worked in fundraising, marketing, and PR. Seeing the huge potential to raise awareness about what high-quality health care meant and to raise money to help support access to high-quality health care – it became clear that was for me. Like, I knew right then that it was going to be my calling.

Her Agenda: I love that you just knew. Can you tell me a little bit about the different roles that you’ve had within the American Heart Association and how that led you to where you are today as the CEO? 

Nancy Brown: When I first joined the AHA as a young professional, we had 56 separate corporations and the national organization. I joined the Michigan American Heart Association doing fundraising, and I loved my very first job. I always tell people that the best jobs at the AHA I ever had were the jobs in communities. We call it ‘in the field’ in our community work because right there you’re on the ground, helping to connect people as volunteers and donors and in support of the mission of the AHA.

I started there doing fundraising and I was elevated relatively quickly to be the executive director there. Then I moved in 1996 to Massachusetts to become the executive vice president of our standalone Massachusetts affiliate, one of those 56 separate affiliates. So I was kind of the CEO of that affiliate. I went there knowing that the plan was to consolidate the 56 separate corporations into one corporation and it was an honor to be called by our then CEO, Dudley Hafner, to ask me to apply for that job. And there were a lot of people who applied for that job – it was a very highly desirable job to live in Boston and run that affiliate.

But, he asked me to go because he realized that I could be helpful when we were trying to consolidate the affiliate – and I wasn’t even 30 years old yet. I went and competed against some of the very large luminaries in the American Heart Association who were interested in taking on that affiliate, as well. At that time, because the affiliates were separately incorporated but affiliated with the national organization, there actually was a volunteer search committee of the board – nine men and one woman.

I remember very clearly walking into that setting. I did mock interviews and I was so well prepared – I took nothing for granted. I walked into that interview thinking, you know what? I have nothing to lose here. I’m giving it my all because certainly, I was an underdog to get that job. And back in those days, they interviewed everyone on the same day in one-hour increments, and then they called back in the finalists. The two finalists were me and one person from outside of the AHA. I remember as if it were yesterday, the question the volunteers asked me when I came back in.

They’re like, ‘We have one question for you. We have this external person who has all this experience in marketing and revenue generation, and then we have you – and you’ve done this great job. Why should we hire you?’ And I said, ‘I’ll tell you why you should hire me – because I know the art of working with volunteers and other people, and this person from the outside – that’s probably not what they do.’

I was hired, and I got that job and came in as the executive vice president there. Shortly thereafter, we consolidated all of the affiliates up in the northeast into one of 15 unincorporated affiliates, and I became the Executive Vice President of that affiliate. Then in the year 2000, our then CEO – Cass Wheeler – asked me if I would come to the national center and be the Chief Operating Officer. After this consolidation, he was facing a lot of anxiety from the 15 people who didn’t want to give up stuff. Finance, HR – it all needed to be centralized to save resources and be efficient. So, I was hired then as the Chief Operating Officer overseeing all of the corporate business functions of AHA at the national center until 2008 when I was selected to be the CEO.

Her Agenda: Did you ever expect yourself to be in this position?

Nancy Brown: It’s funny because that’s a question I get from our staff a lot. When I was in Michigan, no. When I was running Massachusetts, maybe I started to think, ‘I know how I would do things if I were the CEO,’ and that kind of starts creeping in your head. And then certainly when I was asked to become the Chief Operating Officer, I understood very clearly that that was a chance for me to demonstrate my skills, but also to learn.

I always say that Cass did me the biggest favor. A lot of people are like, ‘Oh my gosh, look at this mess that he asked you to come and take care of.’ There were 15 of us – me, one other woman, and the rest were men –  but the 15 people didn’t want to give up their autonomy and power, and my job was to convince them to do it and to show how things could be better. So, I took that as a great learning lesson, and I learned so much. I learned about collaboration. I learned about how to involve people in decision-making. So, I always say that getting that opportunity was the biggest gift in my whole AHA career because I really got to know the ins and outs of running a corporation.

Her Agenda: It sounds like you’re doing an amazing job with everything! I know all of your advancements have earned you a spot as one of the top women leaders in 2024 – congrats on that. Can you tell us a bit about the Go Red for Women Campaign?

Nancy Brown: Yes, when I was the Chief Operating Officer, a woman named Kathy Rogers, who now runs our Western region, was our Chief Marketing Officer. We recognized that there was a way to attach our brand to cause marketing more and better than we were doing. We also knew that heart disease was the greatest health threat to women, higher than the next five causes of death combined, four of those five being forms of cancer.

And not that we’re in competition – we want women to have a whole healthy life. But, it is a problem if women don’t understand that their risk of having atrial fibrillation, a stroke, or a heart attack is greater than their risk of various forms of cancer. So, we created ‘Go Red for Women.’ We hired Cone Communications to help us land on exactly the right niche, and we realized that part of the power of the AHA is that we do many things. We have a presence in the community, we do science, we do advocacy, we have a big marketing focus – and we were able to build Go Red for Women to take advantage of all of those vertical areas of the work of the AHA. We created the red dress icon to be the symbol of women and heart disease. We collaborated with the National Institute of Health – which also was very interested in women and heart disease. Fast forward to today, millions of women understand heart disease is their greatest health threat, although generations of younger women still need to be engaged and aware. 

So, the campaign continues to evolve. We’ve raised a lot of money to support women’s specific research and advocacy and we’ve created a registry of women who are interested in participating in research, so it continues to grow and evolve. But, it’s certainly a highlight of the success of the AHA over many years, and just in June, we launched the Go Red for Women Venture Fund, which will be a 75 million dollar fund focused on investing in women-specific healthcare solutions – either for women themselves or for clinicians – or the transition of care between physicians, health professionals, and women.

We already have 55 million dollars, so we’re seeking our last 20 million dollars for that fund to be up and running in full force. But, the thing that’s a shame is that of all the money invested in venture capital and health care in 2023, about 2.3 billion dollars – less than three percent of that – was focused on women’s specific healthcare needs. And of that, about 80 percent of the less than three percent is on reproductive health. Of course, we care greatly about reproductive health, but what about heart health, brain health, and mental well-being as it relates to cardiovascular health? So that’s our niche and where we intend to focus.

Her Agenda: It’s upsetting to see how little women are considered in healthcare studies. Has women’s healthcare always been something you feel passionate about, or did that start to evolve more as you got further in your career at the American Heart Association?

Nancy Brown: I’ve always been passionate about it because it’s been very clear to me that women are underrepresented and underfunded. Women in my own life, including my sister – who had three strokes from undiagnosed atrial fibrillation in her fifties – people aren’t getting the care they need. She’s getting great care now, but from a prevention point of view, that was missed in her care, and this happens to so many women. 

For my entire life, I have seen the underrepresentation of women – whether it’s in corporate boards, executive management teams, and certainly in healthcare for women. It’s been a lifelong passion for me to try to fix that and to do everything that I can to use the platform of the American Heart Association to make this point.

Her Agenda: Can you tell us about any other initiatives or accomplishments that you’re most proud of?

Nancy Brown: One of them is our Nation of Lifesavers campaign, which is making sure that everyone everywhere knows how to do CPR, even if it’s hands-only CPR. CPR is delivered less to women than to men in a bystander fashion. There are about 360,000 people in the United States a year that have an out-of-hospital cardiac arrest, and of that, fewer than 10 percent of people survive – and that is because you only have about 10 minutes to reactivate the blood supply and to get the heart beating again for a person to survive. If you think of bystander CPR, where is it that people might have a cardiac arrest? Some happen in their homes. Some happen in schools and athletic events, workplaces, grocery stores, community settings, churches – and not enough people are trained to know what to do in case of a cardiac emergency, so we’re very focused on this Nation of Lifesavers campaign.

When we’ve surveyed people to understand why is there a disparity of men versus women receiving CPR, it’s actually because of a woman’s breasts. People are afraid they’re going to hurt someone if they administer CPR. The truth is, you’re reviving them and bringing them back to life by administering CPR and using a defibrillator on them. It’s bringing them back to life – so you can’t hurt a person more than they already have been harmed. I’m very thankful to Damar Hamlin, the Buffalo Bills safety who had a cardiac arrest on Monday night football a year ago for being our national ambassador for Nation of Lifesavers. We’re really focused on turning bystanders into lifesavers because you can learn hands only CPR in as few as three minutes, so there’s no excuse for people not to know what to do in case of a cardiac emergency.

We’re doing work in food through our initiative with the Rockefeller Foundation. Food is medicine, and when you think about helping people prevent their chance of having a risk of a heart attack or any sort of cognitive impairment or brain dysfunction, including stroke, we know that food is one of the most important things you can focus on. If you think about how doctors can provide and prescribe medication, why can’t food be covered as a benefit in our prescription programs? So, we intend to create definitive evidence to prove that food, when integrated into the healthcare system and prescribed like medications, can be both cost-effective and effective in improving people’s health.

Brain health is another area we’re focused on because what’s good for your heart is good for your brain – and if you think of your brain and brain capital, it’s one of the most important tools a person has in a knowledge economy. We’re thinking about the things we can do to help people maintain ideal brain health and ideal cognitive function. 

The last thing I might mention is our work in cardio-kidney metabolic health. You hear a lot about people who have type two diabetes – yes, they’ve become at risk for having a heart attack, but they also are at risk of having their kidney function not be well. If you’re in a healthcare system right now, these individuals who are at high risk have so many specialists that their care doesn’t get coordinated well. So, we’re trying to bring that together under one umbrella that we call cardio kidney metabolic health. 

Her Agenda: Going off of that, obviously you are very busy and on the go. How do you maintain a work-life balance, and what does self-care look like for you as a busy CEO in charge of a very large organization? 

Nancy Brown: I definitely prioritize self-care, and it looks different every single day for me. It’s impossible with my travel and meeting schedule to be like, ‘Every day at 7 A.M., I do X.’  It’s not that way, but every day I recognize the importance of reflection. Drinking enough water and getting physical activity, and I always try to eat well. None of us are perfect, right? I try very hard to incorporate all of those things into my day-to-day regimen, and there are days where I can get a lot of physical activity, and there are days that if I walk to a bunch of meetings, that’s the extent of my physical activity. 

Sleep is something that’s very important as well, it’s what we call one of life’s essential eight. I try my best to get enough sleep, but again, that’s variable depending on flights and travel schedule and those kinds of things, but they’re the things that I focus on and very consciously try to think about. 

Her Agenda: You definitely seem like a practice-what-you-preach type of lady.

Nancy Brown: Absolutely. I think the worst thing in the world is for someone to be saying how you need to get more exercise and they take the first parking lot in their parking spot in their office building and take the elevator. I learned long ago that when you are in any level executive in an organization, people are watching you every minute. People watch what you do, who you talk to, how you react, and what it is you say and focus on – and not that that’s why I do the things I do, because I fundamentally believe in health and wellbeing and wellness – but, it sure is not good to be saying one thing and doing another. 

Her Agenda: No, definitely. With lots of people watching you – and I’m sure you are an inspiration to many – what advice would you give to young women who want to lead in healthcare organizations like yourself? 

Nancy Brown: Number one is you have to be a student because there is no easy way to get from here to there. You’ve got to know the content. Yesterday, I read a 40-page document on Lp(a), which is a form of inherited cholesterol, because I need to know and understand it to be able to be effective in my job. No one can understand things for you. If you want to be an executive in healthcare, you have to learn the content and make sure you learn every day. I read the Wall Street Journal and I watch CNBC in the morning as I’m getting ready to understand what’s happening in business in America today. What are people talking about? What matters to business executives? 

The second thing is that relationships really matter. Relationships within an organization, relationships with people you meet – it’s really important to build genuine, caring relationships where you know about people, their life, and their circumstances.

I always think to myself, I’m just the same person I always have been. I might have a job that I have to do when I have to get done that has a certain level of accountability, but no person in an organization is more important than another person in an organization. And I think that mindset really matters. I see a lot of people fail who think that as they move up in the organization, they now don’t have to do X, Y, or Z. If I’m at an AHA event or any event, I’m rolling up my sleeves and helping just like anybody else – and that comes from the heart. That’s what you do. If we have something to get done, we get it done. 

Her Agenda: Power can go to people’s heads, so keeping it on that human level and being real with people is so important and underrated. Especially with influences like social media, people can be very transactional – which it does not sound like you are leading in that way at all. 

Nancy Brown: At the American Heart Association, we get many things from many people. If you think of the fact that we have 40 million volunteers and supporters, we have so many donors who give their resources so we can do our work – but I never feel like we’re getting from people. Even though in a way we are, I feel like we’re giving to people. We’re giving people an opportunity to connect with other people and to work on a cause that matters. For our donors, we’re helping them fulfill their life’s vision. I was just speaking to someone yesterday about a past president of the AHA who left a large sum of money to the association in his will. Whether it’s him or anyone, people who care enough about what you do to give their money to you – we owe it to people to make sure that we’re good stewards of their money and that we’re helping them fulfill their vision. 

Her Agenda: What does the future of heart health look like and what role do you hope the American Heart Association plays in shaping that?

Nancy Brown: That’s a great question. I hope the future of heart health is much more focused on prevention through the life course and finding a way to inspire people in every age group to care about their health and well-being because you can’t undo damage you caused to your heart when you were 20. Suddenly, you’re 50 and you realize, ‘Oh my gosh, I’m at high risk for having a heart attack – what am I going to do?’

What you eat, how much you exercise, the fact that you don’t smoke, the fact that you keep your weight in check –all of those things matter when you get older. So I hope that the risk for heart disease comes way down because we can inspire generations to understand the fact that being healthy is a great thing to do.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Nancy Brown was originally published on HerAgenda.com

Arlesha Amazan served as the Senior Director of Strategic Partnerships and Development at SC30, Inc., founded by NBA superstar Stephen Curry. With over a decade of experience in the industry, Arlesha has crafted an innovative approach to brand management, carving out a unique niche that bridges the worlds of sports and business. She focuses on empowering athletes and brands to achieve their full potential and attain superstar status. In her work, Arlesha has created impactful partnerships for her clients to amplify the voices of clients that also resonate with diverse audiences.

In her role at SC30, Inc., Arlesha oversaw brand development and strategic initiatives, collaborating with high-profile brands such as Gatorade, Nike, and Facebook. Her work involves a balance of strategic thinking, creativity, and a deep understanding of the sports landscape. Arlesha’s journey in the industry began in 2010 during the Miami Heat’s ‘Big Three’ era, where she gained invaluable experience working alongside seasoned executives and athletes, including the retired NBA superstar Dwyane Wade. 

Arlesha’s background in marketing and public relations has equipped her with a unique perspective on the intersections of sports, culture, and community. She believes in the power of storytelling to connect brands with their audiences and strives to cultivate spaces where athletes can enhance their image.

Through her work, Arlesha not only drives SC30’s mission forward but also inspires aspiring marketers and entrepreneurs. Her commitment to innovative marketing strategies and passion for community engagement make her a powerful influence in the sports industry. 

Recently, Arlesha spoke with Her Agenda about her journey, the importance of representation in sports marketing, her biggest lesson in working with Dwyane Wade, and her dedication to empowering the next generation of leaders in the field.

Her Agenda: What drew you to sports marketing? Were you always interested in sports? Were you always a ‘marketing girlie’? Tell me a little bit about that journey.

Arlesha Amazan:  I was always interested in sports. Funny enough, I knew at an early age, without dating myself, at like 18, I wanted to pursue sports. I experimented a little bit in college with some other pursuits and found that I would not be passionate about them. And I went back to my first passion, which really underlying that was my love for writing and communications.

That’s actually what I [went on to]  study in college. I always knew that I was going to pivot into sports. I remember being that 16-year-old girl in high school, I was the editor of the sports section in the high school newspaper, interviewing the football players, interviewing the basketball players, and letting them know that one day I would manage them or I would represent them.

I didn’t know exactly what that meant or what it meant to manage or represent [athletes], but I found myself in the space after pursuing it. So yes, to answer your question, I’ve always been a sports girlie, and I pursued that.

Her Agenda: I’m sure you’re not supposed to [because of your job], but do you have a favorite sport? What was that first sport that got you interested in sports in general? 

Arlesha Amazan: Funny enough, my first sport was football for me, growing up. And then I got into basketball.

Her Agenda: There’s so much that goes into representing and working with athletes. What would you say is your creative process for working with them to help navigate their brands?

Arlesha Amazan: So every athlete is different. And their own respect, they have different focused objectives, different passion points, and north stars. When you’re working with them, funny enough, it doesn’t feel, or it doesn’t seem like you’re working with an athlete because these are brands and businesses and the athletes that I come to work with, whether that’s Hall of Famer, Dwayne Wade, Stephen Curry of the Golden State Warriors, are [big] brands and businesses.

The approach that I took in my working with them would be similar to the approach that you would take within the walls of a tech startup or in many aspects, a brand or an agency. It was more than just attaching a player’s name to a sports drink or a shoe. My role with my clients in the past was about creating IP and developing new revenue streams. Creating opportunities where the players can have legacy businesses and legacy brands, right? It’s also why the pivot that I made in my career to work on the brand side of the business and brand strategy was so organic because I was already working with brands and those brands were disguised as athletes. 

Her Agenda: I was just going to ask you about that pivot too, because you did 10 years at CAA right? 

Arlesha Amazan: I did. I did nearly 10 years, nine and a half. Yeah.

Her Agenda: Which is so major. How do you, as a woman in business, when it’s time to make that pivot or make that change, even if it could be a little daunting not realizing that something greater could be around the corner?

Arlesha Amazan: Yes, I love that you asked that. The approach that I took for myself was to create pivotal moments and opportunities in every role that I took on. This is a great part of working at a company like CAA Sports, which at the time when I worked for them, was the most valuable sports agency and probably still is.

You can pivot in so many ways just based on the talent that you’re representing or you’re working with. Thankfully, I spent most of my time working on the Dwayne Wade business and account. That was a very multifaceted account.

You’re talking about one minute, it’s your traditional endorsement deal with Gatorade, but the next could be we’re starting a wine company or we’re starting a capsule collection with D squared. 

That gave me skill sets. For example, I can get into the fashion industry because about 50% of Dwyane Wade’s portfolio at one time in his career was fashion businesses and fashion brands. That opened the door for me to think about how I could really make a pivot if I want to in the next five to 10 years in any direction. 

Thankfully, and I’m really privileged to say that a lot of the athletes that I’ve worked with have been business oriented athletes. Stephen Curry, [ended up] starting up his own enterprise. Not just doing business within an agency, but an enterprise.

My role was the enterprise side of the company focused on intellectual property and creating revenue generation through that. If I want to, I could go over to a Fortune 500 company and help a company build out their IP just by way of that.

Her Agenda: I feel like a lot of times people feel like they have to stay stagnant or they’re unsure. How did you find your way to SC30?

Arlesha Amazan: SC30 was an opportune moment, just the right moment in time. Just before I transitioned from CAA to SC30, I had made a slight pivot from our basketball division at CAA to the brand strategy division. I was working with blue chip brands to inform their consumer strategies, and so by that time, by the time I got the call from Stephen’s team, I had athlete management experience, athlete marketing experience, and brand strategy experience, I had developed a product within CAA to better help brands come up with their consumer strategies for diverse audiences. 

All of that was a collection of skill sets that again, made the pivot easier. But when I got a call from Stephen, it was a beautiful marriage of saying, ‘hey, we have a business that’s focused on IP. We know you have a background with athletes. How can we make this work?’  I leaned on the fact that I was literally working on a strategy function. That pivot became a seamless pivot. Getting that phone call was one, having the reputation that I had in terms of the work that I was already doing in the space with Dwyane Wade. That led to that phone call. But also, again, it was just the right moment, right time. SC30 was really that growth opportunity for me that met me at the right time and moment.

Her Agenda: What are some things that you could say to professionals who are looking to make that pivot, especially women, who are not sure what that next step is going to be, but [feel] ready for that next step?

Arlesha Amazan: I would say be strategic and intentional.

We hear it all the time, networking, and that’s one part of it, but taking the initiative. The example that I’ll go back to was around 2015, 2016 – again, Dwyane Wade focused on his business, managing partnerships, managing deliverables. I got a little bored in a sense. I got bored and told myself I need a challenge. It can’t just be managing athletes. I’m going to go and make some of these deals happen too.

I went into our client roster and saw which athlete is underserved. Who are we not bringing deals to? At that time, I recognized an opportunity with Udonis Haslem, who was also Miami-based, just like I was, also played on the Miami Heat, great friends with Dwyane Wade. I said to myself, oh, this is low hanging fruit. I’m going to go make some cold calls and get Udonis an endorsement deal.

If I can do that, then I can do that for anyone on a roster, in addition to Dwyane. So I went from a manager to now a marketing agent. And no one told me to do that. It was just me taking that initiative. And so the advice would be to take initiative and be very intentional and strategic. 

Arlesha Amazan: This also contributed to another pivot of mine.

Her Agenda: Tell me more…

Arlesha Amazan: In 2019, I remember having a conversation with Dwyane directly. We were on our way to China for his annual China tour, so a long time on a plane. We’re conversing, he had just retired from the NBA.

He asked me, ‘what’s your five-year plan?’ We were talking about the plans that the team was putting in place for Dwyane. I had a very honest conversation. And I said, ‘I want to pivot. I’m ready to make a move. I want to pivot to the brand side.’ Obviously, he had seen how I worked with him, contributions I’ve made for his brand partnerships, the strategies I was bringing to the table.

I said to him, ‘maybe it’s Gatorade, maybe Nike, but I want to make a move.’ Unbeknownst to me, Dwyane and CAA were working on starting this marketing group within the agency. I actually had no idea it was happening behind the scenes.

That was one of my biggest lessons. This goes back to the advice, speak up. Don’t be afraid to, even if it’s your boss to say, ‘hey, I’m thinking about this.’

You never know if the company or the business has plans that you’re not even aware of. You not speaking up might not give you the opportunity that you’re seeking, or you speaking up might make you head of that new department. That was such a great lesson for me. And because of that conversation with Dwyane, I was able to pivot to the brand consulting division, which planted the seeds for my ultimate role working for Steph Curry.

Her Agenda: I want to ask you about women in sports because I feel like we’re starting to see more women in sports. Jalen Hurts, for example, his whole team is full of women and they’re doing incredible things. How can we get more women involved in the sports industry sports business?

Arlesha Amazan: You know, I will say this: When I first started in the industry, although it was junior level, I recognized the gap between men and women in sports. And the credit that I will give is that you see so many more women immersed in the industry.

At one point in time at CAA, I think the representation of agents was 50% men, 50% women. The next layer to that was, okay, how can we diversify? How can we make sure that although we see some equity from a gender standpoint when you talk about how many of those are women of color? There have been improvements. I would say that when it comes to women in sports, there are so many of these functions that are happening. When you go into the room, I will give credit to the industry because you look around and wow, it’s a lot of women.

Now the question becomes, as women, how do we make sure that we create opportunities for the women next to us to get in? How can we make sure that we don’t step in their way? [Then after that] the question becomes, how is their experience? How are we making sure that we’re nurturing experiences [for women]? How are we teaching them the ins and outs? How are we making sure that we are not creating a competitive culture because that happens? How do we make sure that we don’t have crabs in a barrel mindset? That’s a dynamic in a lot of industries. So that really becomes the question for me. I would say that women in 2024 trying to get into the industry have such a bigger advantage than 20 years ago, even 10 years ago. Now there are mentors making themselves available. There’s obviously the Nicole Lynn’s of the world. There’s the Arlesha’s of the world who have podcasts and share all of this information and make sure that they’re equipped, right, making sure that they know the ins and outs.

Her Agenda: How do you balance managing your own personal brand on top of all of your clients and everyone that you’re working with?  

Arlesha Amazan: Yeah, that is a question that I am still figuring out. For a very long time, I’ve been behind the scenes, and I think I’m now in my era where I’m [like] okay it’s my time now. It’s time for me to get on the stage [and] be able to share these insights and these gems. I think it’s for me less about balancing brand, but more so balancing just my wellness and my sanity because sports is a very 24 seven high demand industry.

How do I manage my wellness so that when there is an opportunity to be my full self, be at a hundred for whatever leadership opportunity might be, I’m available for it. I’ve seen a lot of women just run themselves [into the ground]  and not have enough gas in the tank. We’re servicing and we’re building up the businesses and brands for these guys, which they’re absolutely deserving but we also need to make sure that we have the energy and the gas in our tank to serve what we’re passionate about. So I’m still figuring that out.

Her Agenda: What are some things that you do for wellness or that you enjoy in terms of self care? 

Arlesha Amazan: I love to take time off for leisure and travel. So one of the things that I would do, when I would find myself traveling a lot, especially during my CAA days, because you’re talking traveling for recruiting meetings and client activities, I would always purposely tag on an extra day or two just for leisure. Even if my colleagues were heading out and flying out on the red eye, I would stay for an extra 24 to 48 hours, because listen, the food in Chicago was too good for me to just be flying back home to Miami. That really helped me with my self-care. I would find myself coming back into the office on Monday, not rushing back from a work trip, and I would feel good. I would feel like I actually had a weekend. Another thing that I was very intentional about doing was using my PTO. 

I started full-time at CAA in 2013. I did not start using my PTO until 2019 or 2018. I don’t know why I wasn’t. I think [I did] that because there was so much travel for work, but that doesn’t count. A work trip does not count. That’s when it started dawning on me in 2018. No, I’m going to use PTO. I would be very meticulous and strategic about planning trips for me just for me.

I’ve come to terms with being in the industry and working with NBA players, you don’t really have a summer. I’d maximize my spring season and my winter season. Maximization of schedule was another component that I used to have wellness and  have balance, because you can only do what you can. That would be my answer to that.

Her Agenda: I read somewhere—correct me if I’m wrong—that you love wine and dinner. So, who are five athletes, active or retired, dead or alive, with whom you would like to have dinner and wine? Any sport. 

Arlesha Amazan: Okay, so the first one that came to mind for me was Kobe Bryant. Because I just feel like he would just have so many gems to drop for me, especially during this time, you know, coming out of sabbatical, I just feel like he would have the motivation that I would need to give me my spark.

Another person would be Magic Johnson. Just honestly, give me all of the business advice.

Someone who was an early pioneer during the WNBA times, I would say Lisa Leslie, because I would love to pick her brain and ask her what she’s thinking about all of this  traction [the WNBA is receiving] right now? I do love me some Lisa Leslie.

I would probably want to sit down with Muhammad Ali. That would just be an interesting conversation. 

And probably the last one that I would choose is probably Flo-Jo. She intrigues me about what her personality would have been like. I’m curious what would have come out of that conversation. I’d love to just pick her brain. So that would be my five.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Arlesha Amazan was originally published on HerAgenda.com

Irene Kim is a force in the art world. She has one of the most important jobs within one of the biggest and best-known global art fair organizations — Global Head of VIP Relations at Art Basel.

For the last 8 years, Irene has directed the positioning and execution of VIP relations for the international art show Art Basel, which has editions in Basel, Miami Beach, Paris, and Hong Kong. She works with a global team of 40+ on four continents, engaging with an elite group of international art patrons and cultural institutions year-round. With her tactical leadership at the helm, she hopes to advance the international art community, define new relationships between collectors and galleries, and provide VIPs with unforgettable experiences. 

Her work involves a delicate balance – a dance of strategic thinking, leadership, and a deep understanding of the complex art world she navigates. Irene’s diverse background has given her the tools to maintain a unique perspective on the intersections of art, culture, and business, enabling her to excel in her role with finesse.

Her previous work experience at The Armory Show, Sotheby’s, and the Guggenheim Museum has made her uniquely knowledgeable about various dimensions of the art world. Her journey is a story of bouncing back, having big goals, and having artistic integrity. 

Her Agenda: Irene, thank you so much for joining us today. I first wanted to start off talking about your current role, the head of VIP Global Relations at Art Basel. What exactly does your job entail? 

Irene Kim: So we have four art fairs around the world. March is Hong Kong. June is Switzerland Basel which is our mothership- the original Art Basel show that further stems upon the world. October, it’s Paris. December is Miami Beach which most Americans are very familiar with.

[We have] a very big team. We have across the globe about 40 people in my division, and we are connectors of each region to make sure that important people from all across the globe come to Art Basel. It’s really about making that connection as a bridge and almost like a communicator and window by bridging your local art community with the international world.

This is not just about the art collector, art collectors [are] included, of course, but what a VIP guest means at an art fair is very unique and different from other organizations. It’s not just about an art collector or a buyer. It’s really a curator, a journalist, a museum professional.

It really encompasses everybody who plays an important role in completing and enhancing the art ecosystem. So my team and my role is really about globally connecting the dots on making the audiences there for the global art ecosystem through this platform, Art Basel.

Her Agenda: What strategies do you all employ to engage but also maintain those relationships with your VIP high-profile clients?

Irene Kim:  When you say VIP, it just feels like it’s only talking about a very affluent collector, but in reality, museum directors, curators, and journalists, everybody is very important to make it all work. Everybody, I cannot emphasize the importance of every key influencer all coming together to make it work.

Art Basel is kind of like a think tank in a way. Yes, primarily it’s an art market where galleries bring artworks and there’s collectors and whoever comes to buy, that’s the original concept. But it has really grown beyond that.

We look at it globally and locally, and it’s really about how, in terms of how we fit in if we have to really factor in, how does Art Basel support the cultural landscape where we are? It’s really about not just setting up a fair and then saying goodbye but creating a very long-standing, long-term relationship with where we stand.

That local connection is very important. And then, in terms of the people, it’s really about catering to everybody’s different needs and interests. So you can come to the fair for many different purposes. It could be just to buy art. It could be to look at art. You could be a first-timer where you have an interest in art, but you have no idea where to start.

Her Agenda: There are so many different things that are being woven into Art Basel. How would you say that you all are continuing, continuing to weave in diversity and inclusion? So people, no matter where they come from, no matter what walk of life, if you’re interested in art, you can come, and you can enjoy Art Basel. 

Irene Kim: This is something that we take very seriously. When we create the fair, we make a conscious effort to showcase a range of artworks, artistic presentations from across the world. It cannot be skewed to be just about white artists, nor Black artists, nor Asian artists.

It cannot be about just galleries from a certain region. So for our show in Hong Kong for example, it’s mandatory that 40% of the galleries have to come from Asia, then the rest of the galleries can be filled from elsewhere. This way we ensure that we keep a nice balance of inclusion supporting the anchoring region, yet keep a diverse profile. 

That is why each Art Basel is very different from each other and keeps its unique character. I believe that’s how we ensure we have diversity and inclusion all in mind. 

Her Agenda: Before Art Basel, I know you were at Guggenheim and Sotheby’s. Were you always interested in art? 

Irene Kim: I wanted to be an artist originally. I was quite good at technical drawing and painting. My mother’s a textile artist, I got my art genes from my mother’s family, and my cousins are photographers, videographers, and advertisers. They’re definitely on the artistic side. I grew up going to a lot of museums since I was a little girl because of my parents’ influence. I originally wanted to be an artist, but then when I was at a crossroads to choose to go to art school or not, I didn’t think that I had the overflowing creativity in me, to be very honest.

So I chose English literature as my undergraduate major, which is still artistic, and I loved it. Not to sound cliche, but you know, we did a family trip to the Louvre when I was 18, and it was a lightning-striking moment for me where I [decided I needed] to be part of this. I had to figure out okay, I’m not an artist, I’m not going to be an artist, but I need to support this to make this cultural landscape happen. That was my mission to develop my career.

That’s how I started originally, from a museum. I didn’t know that I would work at an art fair for such a long time, but one thing led to another. One common thread that I have always worked very closely on is museum relationships. I started the Guggenheim, I went to Sotheby’s, and I managed all of their cultural relationships with museums across North America. 

Her Agenda: I feel like a lot of people would have been sad or they would have felt discouraged if they had this dream for so long and it didn’t work out. I love the fact that you were just kind of like, well, there’s still a passion for art. I just need to pivot, I need to figure it out. What advice would you have to creatives or people who may be like, ‘Oh, I don’t know if this is the direction for me anymore, but I’m still passionate about this world or this landscape?’

Irene Kim: That’s a good question. I have two little children, and that’s something that I ask myself. What do I tell them? Honestly, a lot of times, people don’t really know what their true passion is, or when they have the passion in front of them, they doubt it. Everybody does that.

In my honest opinion, I think it’s a passion when you feel like it gives you the butterflies in your stomach and you feel like if there’s nothing else to do, let’s say over the weekend, what do you want to do [with your time]? I always loved going to museums.

I love seeing art exhibitions. It gives the butterflies in my stomach. I feel like it’s never a waste of time.

In my case, I wanted to be part of it. I did not give up, and I kept on making a way. At first, I was like, okay, maybe I’ll be an interior designer. Maybe I’ll just be a museum professor, an art historian, or a teacher. There were many different ways. I think as you develop yourself along the way, doors open. And I always say it’s 50% luck and 50% your effort. You have to make an effort for the luck to come, and you need to be lucky for the effort to shine. It also comes with the people that you meet in life, too [especially since] I’m in the relationship-driven business.

Her Agenda: I was going to ask you about that too. You’re probably really good at networking and connecting with people. I feel like people, just to be frank, I feel like people hate doing that now. Do you have any tips and tricks for talking to people and networking? 

Irene Kim: I’m very curious. I even enjoy reading books. I like biographies.

In the end, I think everybody is very similar. What we share as humanity, concern, happiness, joy, or challenges is very similar across the board.

I always say in the end, it comes down to family, love, and health and everything else comes with it for true happiness in life. In a way, my colleagues always say, we’re therapists in the art world because art collecting, art passion is very intimate. It’s very spiritually connected, where you do have to talk a lot about your personal self. I enjoy it because I always think that you learn from it. You learn from talking to others. You learn from meeting people from all over the world. You learn what is inspiring. You learn how to become. You learn what to do. And you also learn what not to become or what not to do. In that sense, I always find it as the most educational position that I’m in for myself by meeting with all these people.

Her Agenda: What are some things that art has taught you, whether it’s about life or about love or about family? What have you gained from your love and from your passion for art?

Irene Kim: I think number one is being open-minded. You could see [a piece of art and say] oh, that’s so ugly. I’m never going to put it in my living room. That’s fine. But wonder why it is, what is the meaning behind it? What is it trying to say? You know, why is it even so ugly? I’m always curious about the why.

The other thing is worldliness. The art world is very international. It’s the only industry that calls itself ‘world.’ The other industries, like fashion, design, and finance, are all a ‘field’ or an ‘industry,’ but the art world is the only thing that calls itself a world. [Art] speaks with its worldliness, where it connects, wherever you’re from, again, that there is a spiritual and mental aspect of art, where it connects the object or the creative work and the people despite background or the differences. In that sense, I think it helps you to be more worldly.

Her Agenda:  I feel like this may also be a tough question to answer, but do you have a favorite art piece?

Irene Kim: Oh, my God, that’s really tough. That’s really, really tough. You know what I can say? The first exhibition that I was really wowed about I was at the Guggenheim Museum. It was my first job. I’m not from New York, so it was a New York museum job. I was beyond thrilled. I thought I was living my dream, despite the very small salary. The first show that I was involved in was Cai Guo- Qiang, a contemporary Chinese artist who did the show. You should really look it up. It was amazing. His artwork is all about ideology and also about using gunpowder. I think it may be the first retrospective large show of an Asian artist, of a contemporary Asian artist, at a New York institution. Times were different back then, [it was] almost 20 years ago. It was just very poignant of many societal issues or just the reality of how we are. I’m not saying it’s my favorite artwork or anything, but I would like to use that as an example, one of my in-person experiences of how artwork, an exhibition can be so memorable and lifetime experience worthy.

Her Agenda: For my last question, why do you think people, whether they’re into art, curious about art, not sure, or just bought the tickets and are so excited, make Art Basel so special?

Irene Kim: We’re the best. We really take it so seriously. We present together with the galleries. We take it very seriously to present the best artwork out there. Art Basel is the most cutting edge, the most relevant platform where you can read [about] the current art world that is connected to our current world because artwork is usually a reflection of the portrayal of our society. It is a very high quality presentation that we present. I had a friend who came to Basel Switzerland for the first time, and it was so eye-opening and it was so experientially different. It’s because we have very ambitious curatorial presentations that most art fairs are not able to do. At Art Basel, actually all of the shows, we have very large-scale installations that you would only see at a very large institution or never.

It allows the galleries and the artists to really push their ambition to not be confined into a wall space or a ceiling height and really present something so ambitious. And we provide a platform for that. So in that sense, I think it really sets us apart in many ways.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Irene Kim was originally published on HerAgenda.com

Alexis Kerr is the Vice President of Mahogany, the beloved Hallmark brand that has built a relationship of trust with the Black community by honoring, celebrating, and supporting emotional connections among Black families, friends, and loved ones for more than 30 years. As Vice President, Alexis elevates how consumers see and experience the brand and is expanding Mahogany into new spaces in the marketplace. Since joining in 2021, she has expanded the brand’s presence into new categories, including the launch on all-new Mahogany.com website, which features a writing community that centers on the voices of Black women and a marketplace for Mahogany products, as well as one from Black-owned businesses. Alexis has also helped expand the Mahogany brand, extend its storytelling to TV, film, and podcasting, and introduced the brand’s two tentpole events: Mahogany Honors and Mahogany Moment. 

Her Agenda sat with Alexis to reflect on the growth she’s accomplished for the Hallmark Mahogany brand, her plans to expand into multicultural experiential events and partnerships as head of Hallmark’s multicultural marketing, and how she leads with her confidence in execution when venturing into new ideas for Hallmark. 

Her Agenda: Before coming into Hallmark Mahogany, you spent nine years working in the automotive corporate side at General Motors. How did you navigate transitioning from the automotive industry to the greeting card industry? 

Alexis Kerr: I think one of the biggest things I had to start off with [was] understanding the actual culture. The culture in automotive is a lot more fast paced at times than it is at Hallmark. There were many more male counterparts at General Motors and Cadillac than there were at Hallmark, so that was a big difference there. After I understood the culture and really got my feet under me, there was a lot more autonomy. I would say that was the biggest piece, I had a lot more autonomy to do what I thought was necessary to move the brand forward into this lifestyle brand. [There were] a lot more women saying, ‘Hey, what do we need to do to help you propel the plan forward?’ 

Before you get to do the work that you need to do at Hallmark, you’ve got to get to know the people and really understand the culture. Once I got through that within the first couple of months, and [I’m] still learning and growing, it’s been an exciting pleasure to have the opportunity to lead the Hallmark Mahogany brand, but also to move into the multicultural space as the Head of Multicultural Marketing. 

Her Agenda: Were there any skills that you transferred over from your work with General Motors that you now use as a VP at Mahogany? 

Alexis Kerr: I think a lot of skills are transferable. No matter what industry you go in, I think there [are] base skills that you need to have and learn as you think about moving forward in your career. The first one is problem-solving. At a quick pace, [you really have to] understand how to look at problems, how to understand situations and conflict and come up with two to three key solutions that will propel the business forward. I dare say you have to make sure you’re fearless. That doesn’t always mean you’re going to get everything right, but you’ve got a large number of people following you and your vision, so you’ve got to be very clear in your vision. You’ve also got to dream and ideate. You have people who are listening to your every single word, so you’ve got to be very clear in the things that you’re doing to move the business forward. 

The other thing is the power of storytelling. You’ve got to learn how to tell concise, clear, and quick stories. Storytelling helps bring large teams along and helps people get to know you. Communication definitely helps. When you’re talking to men in automotive, they like you to be very concise, so I learned a lot of that was transferable here as well [when] talking to other members of the executive leadership staff. Those are probably some of the biggest skills, [along with] empathy. You’ve got a lot of working moms [and] working dads. Over the last couple of years [of] working from home, there may be dogs barking, there may be kids hopping on somebody’s lap during the presentation. I learned a lot about having even more empathy coming on board here at Hallmark.

Her Agenda: There have been so many things added to [Hallmark Mahogany] since you’ve joined, like highlighting Black businesses, creating the contributor network, experiential events like the Mahogany Moment, and also branching into film and telling more Black stories there. From when you came on in 2021, did you always see the brand expanding to this magnitude?

Alexis Kerr: In the beginning, yes. In my interview, I thought of it as an opportunity to expand into a full lifestyle brand because Hallmark owned Hallmark Media and a film site. I knew that we could always be experiential. I knew that there should have been a voice for us in the podcast space. [In] TV and film, we do over 90 movies a year at Hallmark and [I knew] increasing the number of African American actresses and actors in the movies, [producers and directors] behind the scenes, [and] making sure there are opportunities for Black and Brown women to excel in those areas and get additional experience through a brand like Hallmark was important. I didn’t know that the experiential [events] would go as well as [they did]. It’s always a dream to have sold-out events [and] to have tentpole events. We have Mahogany Honors that’s every April, and we have Mahogany Moment that’s happening this September 29th in Atlanta. We started with a lot of research, and [we talked] to our audience. We talked a lot to our consumers, whether it be on social, through listening, [or] deeper research. [We] just [had] a lot of conversations with sisters and really talked about what are some of the things that you would like to see us doing as a brand? We support sisterhood 365 days of the year and the [excellence] in Black women. 

Her Agenda: You mentioned the movies. When [we] think of Hallmark movies, [we] think of joy, happiness, [and] light. How important is it for Black folks to see themselves represented this way on screen?

Alexis Kerr: Media is one of the largest and fastest ways that we see Black and Brown people in general. We knew it was important as a company to really show [this], not just through the Mahogany brand, but also through the Hallmark brand. I think that was the linchpin of some of our successes, that we had Mahogany movies. We also had Hallmark movies with an all-Black and Brown ensemble cast, as well as directors and producers. So, we grew in two ways: with the Hallmark brand and the Mahogany brand. That piece is [exciting], but it’s also necessary. We have this incredible greeting [card] line, but it was also important for us to tell these love stories [and] these Black joy stories in our podcast, which was NAACP nominated this year, but also to tell these amazing stories on the big screen in Hallmark movies. [I’m] really excited about that continued extension of the brand, but [I’m] also excited because [as] Black and Brown people, we need to see ourselves in these positive, non-confrontation, general, soft light spaces as well. As we think about all of the things happening in culture, there needs to be a safe place for us to rest and just chill. You need to be able to kick back on the weekend, kick your feet up, put on your Hallmark pajamas, and watch a story of laughing, relaxing, and getting together. That is part of our story as well. It’s part of our lives.

Her Agenda: You mentioned the Mahogany Honors event. There was a long list of honorees. How did you go about curating the list of women that you and the Mahogany brand chose to honor this evening?

Alexis Kerr: That was a great day of fun [and] excitement. Many of our sisters may have not had the opportunity [to be in] an executive position or leadership position at a Forbes 30 under 30 or Time 50. We looked at that. I actually talked to our team and was like, ‘Who are some amazing trailblazing women who are in corporate America, nonprofits, [and] are leading in an incredible way? Who are some of these incredible women who are doing [the] work who may not have been identified or honored in the past?’ We looked at a lot of different spaces. We looked at the head of PR at Comcast and said, Sophia [Marshall], we want to honor you. We looked at Raj [Register], who is now at Stellantis, formerly Chrysler. So, we wanted to look across all industries, pick 30 women, [like] Pinky Cole, [and have] a number of amazing women in a number of different fields. They all weren’t at the vice president level or even director level. We wanted to tap into our sisters, who are trailblazers. We wanted to look at the fields that are impacting Black women in America and the change makers who are doing incredible things. Publicists and PR teams came to us with a number of different names. Then, on our side, we took a look at all the incredible women who have come to us and are actually making change. We were able to identify these 30 women for our first inaugural class. And then, as we look at the Mahogany Moment that’s coming September 29th, it’s a conference for creators and we’ll have one or two of those women speak on some of the panels that we have. 

Her Agenda: The women that you chose to honor at the Mahogany Honors this year, what do you think they took away from the evening? 

Alexis Kerr: I think they left feeling full. Even if nobody else recognizes you, there’s nothing like your family, your friends, and a group of Black women saluting and honoring you. The highest-ranking woman at Tesla, Ms. Carolyn [Hayden] was there, and we honored her. She also had an opportunity to give some words. The great thing about our event is that we had all of the women read these poems curated personally for them, so they had something to take away, post, and reflect on later. The poems had some of the women crying or even writing reflections about how they felt about something custom and made just for them. The other piece was they actually [got] a chance to provide some true, from the heart reflections. Some of them talk about their background and how they never thought they would have achieved what they did over their illustrious, amazing career. I think they felt full. I think they felt respected, and I know they felt honored by their peers or sisters in the sisterhood.

Her Agenda: [In] a bunch of other interviews you’ve done, [you said] you want Mahogany to be a space for Black women to feel like themselves, to connect, and feel better. Are there any spaces for you, as you navigate the ups and downs of life, that you turn to feel at home? 

Alexis Kerr: My close network of friends. A couple of things that I [and] many sisters have [is] the amazing group chat. We know how incredible the group chat is and how powerful [it] is. I’ve got one with my brothers, sisters, mom, you know, family. [I got a] couple with my girlfriends [and] with sorority sisters. The group chat is one place where I can go and be filled and share information. I think, in general, [I turn to] my family [and] my partner. My guy is an amazing person with whom I can share ideas [with], share highs and lows, and [he allows] me [to] reflect back [on things]. I think that’s the beautiful thing about personal relationships. They can [help you] reflect back because they know a lot more personal things about you. [They can] reflect back when you feel great or when you don’t feel so good and really keep you encouraged. 

My goal for Black women, in general, is to always have Mahogany as a place where they can come and be filled. When I think about the personal work that I do on my LinkedIn page, which now I’m at over 150,000 followers, people are coming into work, not coming into work, have just lost their jobs, or looking for jobs for months and months on end. I want them to come to my page as a Black and Brown person, or even not, and just be filled and have hope. When I think about the Hallmark brand, and I think about my personal brand and what brings me joy, it is connecting to people, but it also is being that place where people can just come, rest, and get filled. I think that’s important in a world where everything is sucking at you and saying you’re not enough. You’ve got to rest and reflect and say, you know, this was my best today, and we’ll let tomorrow go worry about itself. But today, I am enough. I feel good. I did my very best, and that is okay. 

Her Agenda: This work about empowering Black women in general and creating these safe spaces, you’ve said that it comes from your heart. Especially coming from the luxury automotive industry, [a] predominantly male industry, how does it feel now to be able to kind of live out your purpose in your career? 

Alexis Kerr: I feel like I was doing that before, just in a different way. In leading multicultural marketing at Cadillac, I had the opportunity to focus on African Americans, Hispanic, LGBTQ+, [and] Asian groups as well. So, I felt like, then, I was still living out my purpose. Now, I get to do it a little bit more focused. I’m primarily focused on African American women when you think about Mahogany. But over the last couple of months, my role has really expanded. Now, I’m responsible for all of the marketing for all of multicultural [at Hallmark]. I’ve had the opportunity to focus on multicultural and then on African American women. Over the last three years, [we’ve] done amazing things to bring Mahogany into this lifestyle brand. Now, I’m leveraging the power of lessons learned, expansion that went really well, and pulling on the incredible things we can do for the Hispanic communities, our Asian brothers and sisters, and expanding back into multicultural. Through it all, I feel like I have been living my purpose in the work that I’ve done. Even if it’s not necessarily at work, just in general. In the climate that we’re in, because of who I am, I feel like no matter where I go or what type of work I’m doing, I’m still always going to find a way to serve our communities. Aside from just the day-to-day work, I’m on a couple of nonprofit boards, [like] The Knight Foundation, [which is] an advisory board in Metro Detroit. [I’m] also [on] two boards [in] in Kansas City. One [helps] young people as they begin their education. It’s not necessarily a daycare but an early learning school. [The other is] with the women of the Kansas City Chamber of Commerce. 

No matter what type of work I’m doing or where I’m at, I will always be able to serve my purpose because, honestly, there’s so much work to do in communities of color. It’s exciting to be able to do that along with a company like Hallmark. But either way, I think I would always find ways to serve my purpose because that’s also what I enjoy.  

Her Agenda: [As we look] towards 2025, do you have any other real-life events or other activations that you want to execute for Mahogany and Hallmark as a whole?

Alexis Kerr: We’re excited and looking forward to the conversations, panels, and the fireside chat at our upcoming Mahogany Moment, on September 29th. It’ll be our second annual one. I believe we’ll begin some in real-life activations as it closes out the quarter [and] as we think about Hispanic Heritage Month. We’re doing a couple of things in Kansas City and partnerships with Hispanic Heritage Month and our employee resource group. I’m excited about that because it’s about how [we can] figure out more ways to engage in the Hispanic community. We’re working on something for Christmas. Last year, we had an incredible influencer/PR based pajama party [in] early December, as we launched our new pajamas [and] they sold out last year. We always come up with new PJs every year, along with all of our Christmas ornaments. So we usually have a holiday party at the beginning of December. 

I’m [also] super excited because we have events now that are open to the public. A lot of times, like that pajama event or some of the Black Excellence brunches, they’re invite-only. So, when we think about Mahogany and our evolution, it’s about how can we be even more inclusive. How can an everyday sister, who may not be a manager, an executive, or in certain industries, how can she just come to the events and be part of the sisterhood? When we think about inclusion, these Mahogany Honors and Mahogany Moments [events] allow for sisters to join one another and join the fellowship. I’m proud of that too. All of our tentpole events [will] always be open to the public. Anyone can purchase a ticket. Next year we’ll figure out how [we can] continue to lean into real-life events for our other multicultural partners. 

Her Agenda: What is your motto? Is there any quote or saying that you tell yourself to keep you going?

Alexis Kerr: Imagine yourself once it’s done. The work that I’ve been doing over the last couple of years it’s never been done. We had never had a podcast. We never had dedicated Mahogany films. We never really leaned into sororities [and] fraternities on our social media page. We never did many of the things that I introduced to the brand over the last couple of years, especially in experiential. I always knew that it was possible, but only because I was sitting from a place of [imagining] what will happen when we get this done. We chuckle when we decide the influencer or the creative that we’re going to go after for a Mahogany Honors or a Mahogany Moment [event]. We’re like, ‘Wait until we get this deal done. Wait until we’re live and we’re having a fireside conversation. Wait until we execute.’ It could be daunting to start. You’re going to hear a lot of no’s. You’ll have a lot of meetings that put you in a whole bunch of circles and where it ends up back to you and you’re doing all of the work. You will have a lot of conversations with sponsors or partners [and] they may fall through. But if you’re determined to imagine yourself when it’s done, you will just keep going. Obstacles and roadblocks shouldn’t be the end of you. They are just part of the journey. A lot of times, people quit because [of] an obstacle, and typically it’s because of our problem-solving skills. 

I know the day of an event, something’s going to happen. Somebody’s not going to show up. There is going to be an issue. If you plan for that, it’s okay when the issue comes. You start by saying, ‘I know it’s going to be resolved because we’re going to have an incredible event. We’re going to have an unforgettable event,’ versus, ‘Oh man, I don’t know if we’re going to have a good event because something could happen.’ No, something’s going to happen, and we’re going to resolve it because we’re winners, and we’re going to get to the other side of an incredible, amazing, unforgettable event. That’s why every single event that we’ve had has been sold out, standing-room-only. We sell a limited number of tickets, we sell out, and then we have our press media and sponsors. We create a space where sisters can really gather, engage, support, and uplift one another. Every single space is not like that, and that’s why our spaces have been really successful and exciting. For the money that you’re spending, get a close seat and a proper lunch. Those things are really important at a time when women are working hard for the money they have, and we just want to appreciate that and really give them their money’s worth. 

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Alexis Kerr was originally published on HerAgenda.com

Noorain Khan is a powerhouse in the philanthropic sector. As the Senior Advisor to the President at the Ford Foundation, she is responsible for one of the most pivotal roles in one of the world’s largest and most influential charitable organizations. Noorain’s impact extends far beyond her title; she’s on a mission. She aims to advance social justice, equity, and inclusion through strategic philanthropy and is deeply committed to this cause.

At the Ford Foundation, Noorain plays a crucial role in shaping and executing the foundation’s vision and initiatives. During her time at Ford, she has overseen strategic grant making in the Office of the President, ensuring that the foundation’s leadership is aligned with its mission to tackle inequality in all its forms. She is also instrumental in fostering collaborations and partnerships that amplify the foundation’s impact globally. Her work involves a delicate balance – a dance of strategic thinking, leadership, and a deep understanding of the complex social issues Ford is working hard to dismantle. 

She also previously served as a Senior Policy Advisor on the National Economic Council at the White House, as Chief of Staff at Teach For All, and as an attorney at Wachtell Lipton. Just last year, standing firm to lead the empowerment of women, Noorain now serves as the USA’s 27th National Board President for Girl Scouts, making her the chief volunteer of the largest girl-led organization in the world. Her diverse background has given her the tools to maintain a unique perspective on the intersections of law, policy, and philanthropy, enabling her to navigate the complexities of her role with finesse.

Her Agenda had the privilege of chatting with Noorain Khan, delving into her journey, her approach to leadership, and her vision for the future of philanthropy. Noorain’s story is one of resilience, ambition, and an unwavering commitment to social change. Through her work, she not only drives the Ford Foundation’s mission forward but also serves as an inspiration for those looking to make a meaningful impact in the world. 

Noorain’s dedication to empowering marginalized communities and her strategic approach to philanthropy make her a powerful force in the fight for equity and justice.

Her Agenda: Your career has spanned through several fields. From the law to philanthropy and social justice. What would you say has been one of the more pivotal moments in your professional journey so far?

Noorain Khan: There are obviously a lot of micro-pivotal moments, but the really big turning point for me was officially leaving the law and a private sector role and turning to something more public-minded.

That’s a point of inflection because I wasn’t unhappy with what I was doing. It wasn’t a rejection of what I dedicated my early career to. It was really about what I thought was possible and how I could contribute, and it certainly was a risk.

Being the daughter of immigrants and taking a leap like that is a big deal. I was supported by my parents. I can’t say they always understood, but that leap also had financial consequences. Not ones that would mean I wouldn’t do it, but there’s a cost to everything, and I’m so grateful and so proud I took that leap.

Her Agenda: What actually inspired that transition for you? You mentioned that nothing went wrong, or there was nothing negative that happened, but you just wanted to change.

Noorain Khan: So much of what you value, you can discover through how you spend your time and your energy, and also what kind of energy you leave with if you do a thing, and that’s just such a useful tool for people to assess where they’re going, what they’re doing. 

Oftentimes, you’re so mired in the day-to-day of something, you don’t even have a sense of whether it’s working or not, so really what I encourage and what really helped me was, in my early years at my law firm, I spent a lot of vacation time on volunteer projects, and so much so that my second year I had spent almost all my vacation time on a really exciting, energizing Girl Scout project. It was bringing together 500 girls from 80 countries and 80 US cities to come together and do a kind of UN-style collaborative, deliberative experience, and I was one of the volunteer adult organizers. I got energy when I came out of that, I spent all my vacation time on it. That’s telling me something about where I need to be. It can always be my side dish, or it could be the thing that I do day and night, so that was the real indicator for me at the end of that time. How I felt after that project, and how I felt after dedicating so much time to that project, and really just decided I could actually have a job where I do that rather than try to squeeze it into other parts of my life.

Her Agenda: You started doing this work on the side, but now you get to do it for a living. Can you share a project or initiative that you worked on that has had the most significant impact on you? 

Noorain Khan: Well, I’ve had the great privilege of being a generalist. I certainly specialize, but I don’t start as a specialist. I get into something, I tease something out, I learn about it, and then that’s an area I work in for any period of time. And the thing I’d probably say I’m most proud of, in terms of my work at the Ford Foundation, which was quite vast and expansive and covered everything from arts and culture to technology, to gender, to much more, was my work on disability rights.

We became an institution that had no intentional focus on disability [starting out] and, within a few years, [became] the largest private funder of disability in the world under my stewardship.

It’s awesome to be the largest but I would hope that, with funding at the same amount, we would be one of the smallest. This is a field that needs more and more. It’s a very intersectional field that has community members across race, ethnicity, backgrounds, immigration status. That’s really, really important. But I especially love that we didn’t start by creating a program area in disability rights. We said to every single program area how do you serve people with disabilities within your strategy? So it kind of forced everyone to the table and didn’t segregate the disability work. And I think that’s so powerful and important.

And I think a real marker of pride for me is that I actually don’t do that work anymore. I don’t lead that work at Ford anymore. And it continues to flourish under the leadership of people with disabilities at Ford. And that’s a win when something lives well beyond you and flourishes.

Her Agenda: And I mean, on top of your work at the Ford Foundation, you’re also the national president for Girl Scouts. Was that pretty recent?

Noorain Khan: Yes, I’ve been a long-time board member. I’ve been on the board for 10 years. And I was elected president last summer.

Her Agenda: Congratulations! 

Noorain Khan: Thank you so much. I’m about a year into a three-year term, and it feels both new and like I’ve been in it for a while.

I was a Girl Scout growing up. It’s a real passion of mine. I’m so inspired by the scale of the organization. We have millions of members across the country in every single residential zip code. We don’t care who your parents voted for. We are here for girls. And I know this is Her Agenda, so [you know as much I do that while] there have been tremendous strides in the realm of gender, there have of course been retractions. More than that, we continue to deal with workplaces that are not built for women, whether it’s policies like pay leave or a pay gap that, if you divide up by race, is even more egregious. 

The issues of gender inequality persist. And I’m really proud to be [a part of Girl Scouts], an organization that builds girls of courage, confidence, and character who make the world a better place. I’m also proud that [with] my Ford hat, I’m thinking about a world that will welcome these powerful women and girls and allow them to live their fullest potential. So I love the duality of the two hats I wear. 

I’m going to be a troop leader this fall for my daughter, which is going to be a great full circle moment.

Her Agenda: And balancing those two hats comes with different leadership roles. How do you define your leadership style? When it comes to being a leader of people, what have you learned about leading with purpose? Your passion as I hear you speak this leaps through your voice. 

Noorain Khan: In the early years as a leader, you [just] do. You don’t really take a step back and decide to capture with language how you approach things. It’s kind of just who I am. I really care about inclusivity. I care about transparency. 

People are entitled to know and understand decisions and the consequences. So that really matters to me, and I enjoy it. I want to get to work. I care about impact. I really, really do. That’s what I lead with. And then I do care about the people around the table, how you’re doing, how fun this is. I mean, whether it’s your day job or something you volunteer to do, I just think life is too short not to operate in the world that gives you something. And then, what we give each other really, really matters as colleagues. So those are the ways in which I lead, and I’m constantly evolving. I love feedback. I love evolving myself. So if you had asked me that question a year ago, I probably would have had the same answers but such a different color to it. 

Her Agenda: Do you have any other advice for young professionals, especially women and [in particular] women of color, who are interested in philanthropy and social justice work?

Noorain Khan: One is, first of all, way to go! We really have to encourage people to do this work. The very best talents don’t get to be exclusively dedicated to the private sector. So whenever people want to shift into work that involves social impact, I feel that’s just like A plus, go.

Two is just don’t get dissuaded. Finding the right role to come into requires a ton of applying and interviewing. Really stick with a search and be a little open-minded about what you might be looking for. It’s important to have a sense of what you like and what you want, but [also] to be a little more expansive. 

And number three is to just…predefine your goals. Professionally, let them evolve, of course, but try to keep a sense of and be really clear on what you want to get out of a job, and what you want to get out of your personal time. I love goal setting. It’s such a powerful force for you to guide decisions [and] to help you allocate your time. That certainly comes as part of the job process, too, because you want to know what you go in for, and it may change, but then it helps you decide when it’s time to move on. 

Her Agenda: Okay, I’ll definitely try that. Looking towards the future of philanthropy, do you have any, I mean, my good old one is always world peace, but do you have any thoughts for the future of philanthropy? And how do you see your role at Ford evolving in the next few years?

Noorain Khan: It’s a real privilege to work at a place where its mission is aligned with my life’s mission. Fighting inequality is what we do, and a world without persistent prejudice and discrimination is a win for me. And that includes world peace where people aren’t experiencing barriers that we shouldn’t stand for. 

In terms of my own future, I don’t know where it will take me. I’m proud of what I’ve been able to do at The Ford Foundation in these few years. I’m proud of what we’re building at Girl Scouts, a hundred-plus-year-old organization. I’m proud of what Girl Scouts is building for my daughter looking ahead. 

I’m so clear on my mission. I want to make the world a better place, and there’s a lot of different ways that can go.

Her Agenda: I actually have one more question, and then I’ll let you go. I realized I didn’t ask you anything fun. And I think that’s because we’ve been having a fun conversation about social impact, but when you’re not trying to change the world, what are some things you do for fun? Or what is a TV show you’re obsessed with right now?
Noorain Khan: Ah well, so I love having dinner parties. I love having people over for meals. Entertaining is so fun for me. I think it’s the conversation piece, like, you can go deeper. It’s the kind of thing I do where I have no idea what time it is. I don’t know what time we started eating. I don’t know where we are. I just love entertaining and sharing meals with people. That’s one thing. Since I became a mom, I’m a pop culture obsessive. I love it.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Noorain Khan was originally published on HerAgenda.com

Connie Orlando currently serves as the Executive Vice President of Specials, Music Programming, and Music Strategy at BET. She spearheaded BET’s “Saving Ourselves” virtual telethon, raising $16 million for COVID-19 relief, and boosted ratings by over 400% for the 51st annual NAACP Image Awards. Her leadership and innovation proves she is a trailblazer in her own right and the magic behind BET’s most renowned events and special moments.

Connie’s story is a reminder to prevail through and trust the timing of God while focusing on the work. Through her work, Connie not only elevates the culture and BET’s content but serves as a powerful example of how to make it in the industry. Throughout her career and beyond she has made it her mission to ensure BET is a platform where Black voices are heard, celebrated, and empowered. 

Connie oversees all of the specials and awards shows we know and love, such as the Image Awards, Hip Hop Awards, Soul Train Music Awards, and BET Awards. She also manages one-off specials, news coverage, and election coverage. With this year being a big year for voting with the Presidential election, Connie has her work cut out for her. On top of that, she is also in charge of developing BET’s music strategy, which includes how they approach music as a network and how it is presented and lives on their digital platform as well as other platforms. Connie’s role is absolutely crucial at BET because she prepares for the culture’s biggest night every single year, the BET Awards, a celebration of Black excellence. This year the BET Awards celebrated their 24th year.

Her Agenda had the chance to chat with Connie Orlando, and we spoke about her favorite BET moments from the past to the present, how she has navigated challenges in her career, and the one celebrity that she was absolutely giddy to meet.

Her Agenda: The BET Awards is the type of award show that brings the family together. Can you walk me through how you approach crafting such a cultural moment like the BET Awards? 

Connie Orlando: Absolutely. It’s so ironic that you compared it to everyone coming together and watching the show because, from our standpoint, it’s the same thing. It’s family! It’s that one time each year that everyone comes back and they want to perform. We’re just one big family. We enjoy putting together the BET Awards. We always want the show to be bigger and better than the previous year. We always want to have a surprise and our goal is to always try to make that connection with the audience to the show. It’s about artistry, not only in front of the camera with these amazing artists that turn up but also behind the scenes with the producers, the artists, and the writers. It’s just this moment that culminates in this ball of creativity on both sides. It is about the desire to take risks.

Her Agenda: What are some of the strategies that you and your team have implemented to achieve this level of success, given that this is the 24th year of this award show? 

Connie Orlando: It’s always about the moments. We want moments that people talk about before, during, and after the show. We get to create culture, and a lot of the moments that play out during the show become these iconic moments that live on and on forever and ever, which we love. 

We always continue to find new ways to engage with our audience. Not only by bringing the hottest names but for BET, part of our responsibility is discovery. If you look at a lot of the superstars today, they had their start at BET, whether it was hip hop awards, a cypher, [or] on an amplified stage. We are really proud of the curation around [who is] next, and our track record is good. 

Her Agenda: There have been so many iconic moments from the BET Awards, what have been some of your favorites? 

Connie Orlando: They’re all my children, and that’s a hard question, However, some of my favorite moments are when art speaks to activism. Kendrick, when he opened the show with All Right. The Beyonce and Kendrick performance [for the song] Freedom. And it was just really stunning. Plus, Kendrick coming out of the ground was just everything. That’s definitely one of my faves because these moments really speak to us and what we’re thinking, plus what’s going on in our communities on a social responsibility level. 

I also love the fun moments [like] when Monique did the “Crazy in Love” dance. That’s one of my favorites too. I could go on [and on] because every moment is very special. Monique’s performance was over a decade ago, and it still makes me proud, and it confirms that we’re doing what we’re supposed to be doing. 

Her Agenda: Connie, you are a Black woman in leadership in the entertainment industry, which some people would argue is one of the hardest industries to break into. What are some of those challenges that you faced either early in your career or later? 

Connie Orlando: If I were to think about challenges I faced, especially early in my career, as a Black woman, [it was] just being seen and heard in a very loud room. I started with Hype Williams and was the executive producer of his video company. And until this day, Black women, we always have to talk a little louder. We’ve got to

work a little harder just to be seen. At the end of the day, for me, I just made it about the work. And I was like, you know what, I’m just going to do the work. I noticed that people see that, and people respect that, and people reward that. And I’ve learned to delegate. 

It’s about really trusting that voice, trusting your gut and being willing to fight for what you believe. As a Black woman in leadership, we definitely have to approach our career strategically, right? We have to really try to figure out what we want and the path to get it. 

You have to be endlessly curious. We have to be, we just want to learn everything. And it’s great to know a little about a lot of things. It only helps. I was a finance major in college. I was able to start as a PA and work my way through the system because I was always willing to take a different job that maybe wasn’t a producer, but I learned how to edit. 

Her Agenda: Do you have any career highlights or a moment where you felt a sense of accomplishment? 

Connie Orlando: Bringing Black Girls Rock to BET. We were able to do Love and Happiness with President Barack Obama and First Lady Michelle at the White House. That was a moment that I’ll never forget. I think just being a part of history. We’ve made history on a number of different occasions. BET was the first to do a lot of things. I was part of the biggest expansion into scripted with BET. There are so many amazing moments, and sometimes it’s even overwhelming to think about it. 

Her Agenda: I know you mentioned, too, that BET is often first, and I feel like sometimes, being a trailblazer or being first, you may not get that recognition. Do you feel like the culture has seen [and respected] what you all have done? 

Connie Orlando: I think they do. And I think that’s why we’re a beloved brand, right? That’s why the connection with our audience is so personal.

Her Agenda: What are some things that you have incorporated into your life or your daily routine? How do you start your day? 

Connie Orlando: What I’ve learned later in life is self-care and how important it is. My day starts with prayer and gratitude. I always ask God to guide my thoughts, my words and my feet and then I sit and I pray.

In addition, I’m not trying to be like anybody else that came before me. I’m not trying to be anything that I’m not. However, I am curious. I always want to learn more about different things that are out there so I keep making stew and adding ingredients. The best advice I can give is to just do the work, and do it the way you would do the work. 

Her Agenda: Especially with the Gen Z generation, sometimes they don’t feel worthy or [are] afraid to take up space. Have you ever experienced [similar feelings] in your career, and if you did, how did you overcome it? 

Connie Orlando: Absolutely, especially [when fulfilling huge] roles like Head of Programming. You’re in these rooms that you haven’t been in before. And the best advice that I ever got was one: you’re in the room because of who you are. You don’t have to imitate anyone. Once you’re in the room, you have to embrace it and take hold of it. Always be prepared. The biggest moments in my career happened because I was ready when they came. Stay ready so you don’t have to get ready.

Her Agenda: Can you tell me about any upcoming projects or initiatives at BET that you’re excited about? 

Connie Orlando: It’s an election year and I’m very excited about our voting campaign that will be launched during the BET Awards. It’s so important. And as a network, we’re standing behind how important this election is and really rallying people to register to vote and be involved and engaged. 

Her Agenda: What is the legacy that you hope to leave at BET? 

Connie Orlando: It’s an honor and a privilege to steward this iconic brand. I hope when all is said and done, that people will look back at my work and say I made them proud, told authentic stories, that I saw them and basically helped to elevate the brand to hand it off to the next steward. 

Her Agenda: Ok, last question. You’ve met a ton of different celebrities, tastemakers and disruptors. Did you ever meet anybody and internally you were screaming like, “Oh my God!” 

Connie Orlando: Yes. Michelle Obama. She’s my best friend in my head.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Connie Orlando was originally published on HerAgenda.com

Rakia Reynolds is the Founder and Executive Officer of Skai Blue Media, a nontraditional communications agency that proudly hosts an eclectic group of storytellers, brand experts, and strategists. 

Rakia continues to be an influential thought leader in the creative business industry as she works with her team to launch, brand, re-brand, and revitalize lifestyle, technology, non-profit, and entrepreneurial clients. This list includes Airbnb, Nasdaq, Comcast/Xfinity, Dell, Serena Williams, Morgan Stanley, Jill Scott, and more. Rakia is recognized for her innovative approach and commitment to authenticity and has spoken at TEDx, SXSW, Inbound, and others. More than a keynote speaker, Rakia is often called upon to moderate panel discussions due to her in-depth knowledge of an extensive range of topics affecting the business community.

Her Agenda spoke with Rakia to discuss the road she took to create and grow Skai Blue Media, how her diverse professional background allows her to show up as an employer and leader at her company, and the advice she has for folks to dream big.

Her Agenda: So, the last time we spoke, you were just honored at the 2024 Matrix Awards. How has it felt to be honored in this way at such an esteemed level?

Rakia Reynolds: You know what? I don’t think it’s sunken in. So many people have contacted me and talked about how prestigious this award is. Other writers and media people that I know have been like, ‘Oh my gosh, I used to try to get into that room and get a seat and just be at the table, and the fact that you’ve won an award…’ 

I don’t know; it’s hard to answer. Maybe it just hasn’t even sunken in, or it’s because I’ve been doing the work [for so long] that I really don’t pay attention to the awards or how it all pans out.

Her Agenda: Before starting Skai Blue Media, you were [working] in the television industry as a producer, you were laid off, and you entered a space where you had to take the reins of your own career. What was starting over like for you?

Rakia Reynolds: I’ve always been able to pivot. Growing up, I never really fit into the mold of what everyone said. I was so used to saying, ‘Okay, that doesn’t work. Now, let me move on to that. That doesn’t work, I’ll move on to that.’ 

Earlier in my career, after grad school, I was a studying counseling psychologist. I was working with people who faced challenges around coping, specifically [coping with] their first year of college. So, how do [they] transition from being home all of the time and now [they’re] going to be in this foreign place? I had to work with students who were experiencing their first time with sexual assault, oppositional defiance disorder, schizophrenia, bipolar disorder, all of those things, you name it. I did that for about five years at Temple University in higher education. [After], I was actually recruited by a producer working on a show for MTV Networks, and started working on scripted dramas around My So Called Life and Degrassi High. That pivot from psychology to TV, to me, [was] more seamless because I think I’ve always innately been a producer, just someone that gets it done. I’m always researching, completely immersing myself in whatever industry I’m working in so that I can learn it, and then just go ahead and implement and execute. The world of production for me was essentially like working in higher education [where I produced] programs and activities for young people who were trying to cope or trying to transition out of their normal situations and habitats. All of those things were transferable skills. You can always center yourself around learning, receiving information, and listening to people so that you are better equipped to speak and be an expert. We have a lot of folks out here, now, that learn one thing off of YouTube or Tiktok and then [think] they’re an expert. I’ve interviewed people for social media positions, and I’m like, where’s your experience? And they’ll say, ‘Oh, well, I planned my own event, and it was really successful, and I did this social media and it went viral, and now I’m a social media expert.’ 

I believe in this slow cooker approach of putting all of the things in the crock pot and letting it sit and bake for a while. Studying psychology, human behavior, consumer behavior and being a studying, counseling psychologist for five years allowed me the patience, tenacity, and the wherewithall to get into the cutthroat world of being a producer. In those days, it was earlier before a ton of social media, where people could treat anyone badly. I was in environments where the crews were 65 people, and I was the only Black person [working as] a producer. I’ve had people reach out to me now, some of the craft service people, or the food people, or the janitor staff who were Black, or interns. [They’ll say], ‘I’m now an award-winning producer on HBO, or Showtime, or Starz. And I remember seeing you as the only Black producer, and I knew if that little Black girl named Rakia could do it, I could do it too.’ 

I’ve always had to make do. I’ve always had to be the person who’s going against the grain and swimming upstream. [I bounced] from counseling [and] studying psychology to then the world of production. [I got] into the world of magazines, which is also cutthroat, where I was producing fashion editorials for Lucky Magazine, guest editing for Marie Claire, writing think pieces for Forbes, all while being a married woman who’s a mother. I think I was on my third child when I started my company. I’ve always been in this place where I’ve had so many things on my plate.

Her Agenda: When you [first started] Skai Blue Media and had the first few ideas set out for it, what was your initial goal?

Rakia Reynolds: Originally, I started it as a production company to produce content for people who needed to be able to tell their stories, whether it was a college or university, who was faced with challenges of negative press, or they were trying to get more students to attend their universities. [Also], if a business improvement district was trying to get more businesses into the district, or [trying to get] people to a certain city, [that meant] doing destination marketing [to get] people to shop, live, and play in a certain city. So it started as a production company, and then I started to branch off into traditional public relations, event marketing, graphic designing websites, and then it became a full-service communications agency.

Her Agenda: That’s cool. As you were building the different services, was it as needed? What led to the expansion of it going from just a production company to now being a full service media and communications [agency]?

Rakia Reynolds: It was as needed; it was iterative. So I started it off as the production company, and then it was like, ‘Oh, we need an event.’ Then, I started getting into the world of crisis comms, which [stretched] me into more traditional PR. I was working with the city and a business improvement district that wanted to create content because they had some negative press around flash mobs and people breaking into stores. So, I created content, but then I started working with their city officials, their business improvement district officials, and board members to talk about not [facing] the negative pieces. Let’s be proactive and talk about the positive things and why people should be here. I was looking at things differently. When people were coming to me with one thing, I was like, ‘Well, how about this? Or how about that?’ It wasn’t so much what was needed. It was what I thought was needed.

Her Agenda: Starting out your career [in the psychology] space, going into production, going into the magazine industry, and working as an employee in all those spaces, what have you taken from those experiences that you apply to how you show up as an employer for Skai Blue Media?

Rakia Reynolds: I think it goes back to learning and listening. I’ve been leading teams and managing people for [a little over] 21 years now. I had to get trained in organizational development and get trained in organizational culture [and] conflict resolution. I’ve gotten so many conflict resolution certificates from higher education because I had to do so much of it. 

The first part of my career was really studying human behavior, why people make decisions, [and] why people say the things they say. It’s given me a level of empathy and a sense of attunement to really read the room, to say, ‘Okay, maybe that wasn’t a great thing to say.’ I’ve also had some terrible bosses in the world of entertainment and media. When I was working as a television producer, they didn’t care about you. They just wanted the work done. They didn’t care how you were feeling. Your eyeballs could be bleeding, and they’d be like, ‘Well, are we going to get this round of edits? Is it going to be cut?’ I hated being treated like a disposable commodity, and [I] vowed that when I started my own company, I would never treat people like that.

Her Agenda: [You represent] brands like Essence and Morgan Stanley, and people like Serena Williams, Jill Scott, and Marsai Martin. Did you imagine your clientele looking this way when you started out?

Rakia Reynolds: No, not at all. When I first started, I was working at an office in the city of Philadelphia. I never intended for it to be as big as it was. I thought I’d be a content person or working on films and doing things here and there. There [were] these twists and turns that I can see how my business shifted. The first one was because I had done all of this work in the city of Philadelphia [and] the first CEO of Uber, Travis Kalanick, asked someone, ‘Who’s doing all of this work in the city of Philadelphia by putting Philadelphia on the map?’ Someone [else said], ‘Oh, this woman Rakia Reynolds. She’s, like, part lobbyist, part communications person, [and] part content person. They couldn’t figure [it] out, and still can’t figure out what I do. But, [Travis] was like, ‘I just want to bring her in because I’m launching this ride-sharing tool,’ that we now know as Uber. ‘I’m launching this ride-sharing tool and would love for her to consult.’ So, [I] started working with Uber early on, and when that did really well in Philadelphia, I got to work on what they were doing in San Francisco and New York. Then, I got a call from HSN, and they were like, ‘Hey, we see all this work you’re doing.’ And then I got a call and they were like, ‘We want you to work with Serena Williams.’ After that, these top models were starting to see some of the work that I had done, and it was Ashley Graham.

One thing after another, people were just finding me. I never pitched the business, I never marketed the business, [and] I never talked about the business. In fact, I hid myself as the CEO of the company for so long and just said that I was the Director of Media. I wanted to do my own social experiment to see what it would be like if people thought I just worked for this company. So I did that, and it was just a snowball effect for many years, where someone was finding out about what we did and how we worked, and that’s really how the clientele grew. We’ve gotten calls from some of the top celebrities in the world inquiring about our services. Some of them have worked out, some of them haven’t, but it really has been this whirlwind of it happen[ing] on its own.

Her Agenda: What is something that you ask in that initial client meeting when you’re first meeting with people to get a sense of what kind of services they want from you and what kind of story they want to tell?

Rakia Reynolds: I ask people a lot of questions like, what do you think the story is? How do you think the story should be told? Are there any publications that you’ve seen as of late where stories are told and you wish, or you believe that it should be your story told instead? Are there any public figures out there right now [doing] something that [you think you] should be doing? Are there any pieces of press that are out there right now or any recent media stories that you’ve read where you felt like you could fit into the story? I ask a lot of questions. I ask them what their favorite headline would be if someone were to tell a story about them. I ask them a lot about themselves, their personal brand and how people perceive them. Typically, if someone comes to you, they already believe that they should be a person in the media. They already believe that they’re a person of note. So, if you believe you’re a person of note, what do you think that story is?

Her Agenda: [Authenticity is] definitely a thread and a theme that runs through Skai Blue Media. Outside of your commitment to authenticity, what else do you think sets Skai Blue Media apart from other media and communication firms out there?

Rakia Reynolds: This is going to sound cheesy, but I really do think it’s the part around honesty because we value trust, honesty, and sincerity. I really do think that’s it. Folks want people, whether they say it or not, they want people who are going to tell them the truth. They want people who are going to push against the grain and say, ‘Hey, you should think about it this way.’ We are [also] a very imaginative group, and because I come from this place where I had to start from the ground up, [and] be able to work without resources very early on, [it] caused me to be creative. [I] had to innovate and figure out different ways to solve problems and come up with different solutions. When you’re faced with adversity very early on, it causes your brain to think differently and for you to solve problems differently. Having to do that constantly gives us a different leg up and a different approach to our work.

Her Agenda: I read in a previous article that one of your favorite books [is] ‘A Wrinkle in Time,’ and a lesson that you learned from the book was to dream big. How do you apply this lesson to your everyday life now?

Rakia Reynolds: It really is dreaming big, [and] never settl[ing] for anything. We live in this world where we see so much, and we compare ourselves, and all of it [is] an illusion. People tell you what they want you to hear. You’re not really doing what you said you’re doing, and you’re not really who you say you are. I think everyone should come from this position of power, in this position of I can do anything [and] I can do all things. I should be able to create for myself. I should be able to think for myself. I should be able to create the unexpected and do the unimaginable.

Her Agenda: That’s incredible. Along with being a media boss you’re a wife, you’re a mother, and I think your online presence really showcases that well. People sometimes think that women can’t have both a fruitful career life and a fruitful love and a fruitful family life. What would be your advice to help folks break from this kind of limited thinking?

Rakia Reynolds: You know, I think that’s funny. I don’t think I have it all, but when you put it like that, I do. I am married, and I’ve been married for a really long time. I have three children who are happy and healthy, and here, as we like to say. Being able to have that kind of life affords me to be grateful and thankful for what is in front of me. I know that might sound cliche or trite, but I really do believe that you sometimes have to look at what’s in front of you and say, what are the things that I have, not what are the things that I don’t have. That’s how I look at them every day. Living in your power and being grateful for the things that are right in front of you, and not focusing on what you don’t have, that’s my constant and what keeps me going. 

Her Agenda: [Is there] anything else that you want to add or go into in regards to you as a founder, as a woman, and as you’re continuing to strive in your career?

Rakia Reynolds: One of the things that I am really keen on right now while the world is concentrating on artificial intelligence, I want to be in a space of ethical intelligence and human intelligence. I’ve done a lot of research around AI. I’ve actually been writing about AI since 2016-2017. My first article for Forbes was [about] creativity and AI and how people can use it. So where I am right now is really in this space of human intelligence and building around ethical intelligence. 

Her Agenda: What is your motto?Rakia Reynolds: At the company, from a business standpoint, we have values, and the one listed first is trust, authenticity, and transparency. Trust and integrity are close cousins. When I’ve had to do some deep, reflective thinking about how I take on clients or what kinds of people I hire, they have to operate from the space of trust, integrity, and authenticity. One of the things that we repeatedly say, or people say about folks at Skai Blue Media, is that we’re honest. One of our clients actually said [we] should be called truth serum because [we] take stories and pull out the real truth instead of massaging or trying to PR a story. It goes into our brand colors, too. I wear blue all the time. And Skai Blue, the blue represents trust, honesty, and authenticity. I studied consumer behavior and color psychology, and blue on the color wheel is the color of trust, honesty, and sincerity. So, for me, the motto is always along the lines of being honest whenever you can. I know we live in this world where you sometimes have to PR things and show up differently, but never sacrifice or compromise your own integrity to be anything other than you.

[Editor’s note: This interview has been edited for length, grammar, and clarity.]

This article A Peek Inside Her Agenda: Rakia Reynolds was originally published on HerAgenda.com

One conversation with 30-year media industry veteran Michele Ghee, and you’ll know, simply from her vibrant tone and tenacity flowing through the phone, that she’s truly the transformational leader she’s been touted to be. In just a 27-minute interaction, there are convicting, affirming insights on faith, confidence, and purpose that will literally drive anyone toward self-reflection, assured boldness, and dynamic action. 

“I wrote my first book called ‘Strategic’ because people would look at me and say, ‘Oh, you’ve had advantages because you’re 5’10” and look a certain way.’ But oftentimes, I literally did not. They assumed I wasn’t intelligent. They assumed that I didn’t work for what I wanted. There were all these assumptions about being a woman,” Michele shared in an interview with Her Agenda. 

“And so, there is no way that you can serve God and stand in a room and not take up that gauntlet because it affects all of His people. And we were wonderfully made. There should be a whole bunch of us at the table because we are brilliant. We are strategic and we do understand operations and how to get things done.”

And you can’t be a transformational leader with results without having gone through a few divine transformations of your own. Michele tried her hand at diverse work experiences that all impacted the well-rounded leader she’d become. “In my 20s, I cleaned houses. I worked at a hotel. I worked for a janitorial company. I worked on a government base, and everyone said, ‘Don’t quit that job.’ People counted me out.”

She graduated from college at 31 and worked her way through a diverse career path that included building off early business lessons she’d learned as a youth working at her dad’s Oakland, California restaurant. 

“[My dad] would literally know everybody’s name. He would know their order, birthdate, if they were having challenges. He was, like, there at the restaurant and [their] therapist all in one. And I saw the power of that,” Michele said. “And then he worked for a little network called Soul Beat, but he would deliver food, and I would go on those runs with him sometimes.”

Her dad also worked for a car dealership, and she’d emulate her father’s gift of salesmanship and communications, observing how storytelling and good communication skills could not only lead to action to buy into a service or product but also connect communities. “You go through life, you’re seeing all the stories that are being projected. And I oftentimes [didn’t] hear the voice of: my crew, my family, my community, in a positive way. So, I knew I wanted to be in media.” 

She got the prime chance to hone in on her dreams of breaking into the industry via a program launched by the National Association for Multi-ethnicity in Communications (NAMIC) that offered support, mentorship, and placement. From there, she thrived in roles where she could tap into intrapreneurship, even before going into business for herself. It all came full circle, allowing her to bridge that early hustle and grit with her corporate experience— working for or with powerhouses including CNN, The History Channel, Ebony and Jet, and BET—into succeeding in her current role as CEO of Expectant Media, a boutique Ad Tech and content agency.  

“I think the thread through all that, although I was an employee, it also allowed me an opportunity to be an entrepreneur, hence, launching CNN’s first multicultural effort, and then going to BET and launching BETHer and then going into Ebony and Jet and reviving that brand, and then to go into [The Grio run by] Byron Allen and [leading on] his multicultural efforts. And now I’m doing what I’m doing. It allowed me to not only work but be an entrepreneur, and I just love that opportunity to still be innovative, even though I was a corporate employee at the time.”

For Michele, realizing her own purpose and rocking heavily with hard work and self-actualization informs other acts of servant leadership. She’s written several self-empowerment books and speaks widely on topics including negotiation, business transformation, consumer acquisition, and engagement, empowering women to tap into their highest visionary potential, shake off fear, and maximize their multiple talents as she has done. 

Knowing how to embrace and learn from unique life experiences and confidently speak on what you offer the world (and the value of that offering) is another aspect of career fulfillment that’s vital for women professionals and executives. For Michele, it’s something she urges all to master doing—whether entrepreneurs, executives, junior professionals, or interns. “Those are skill sets that are valuable. They’re important [and] everyone should lean into them. And then, if you want to be crazy, like me, then you launch a whole business on the back of selling great stuff,” she added with a chuckle.

Expectant has done more than just “sell great stuff.” According to Forbes, the firm’s marketplace has almost 200 publishers, and its Ad Tech platform is the secret sauce within a winning strategic recipe that has led to the company’s success in optimized campaigns that push broader reach and boost engagement. 

Her commitment to service and leadership flows into her work at Expectant Media, a firm that she co-founded with two other amazing power women. The company leverages proprietary technology and authentic storytelling to amplify Black-owned media, producers, and the communities they serve around the world. It has established partnerships with initiatives and programs launched by Black women, including the Super Bowl Soulful Celebration, the Boss Network, and HBCU Honors, to name a few. 

“When I left Allen Media Group, someone sent me an article… Byron Allen had just quoted, it said, ‘If you want to make money, sell something,’ because how he made his first million dollars by creating content. But not only did he create it, he sold it. So, he owned the entire process. It resonated with me that I knew I was onto something when I was like, ‘You know what, I can go, and I don’t need to work for a network to sell something.’” 

Expectant Media recently celebrated its partnership with Black Girls Rock with an awards show that’s returning to TV on August 1 on Lifetime. She was also recently appointed chairwoman of PlayersTV, an athlete-owned media network.

She’s a huge advocate of women owning who they are, knowing what they stand for, and boldly leading authentically with the knowledge that they hold a powerful space in the market due to their unique talents and skills. “Every single person needs to understand that they’re also a brand, that they need to understand who they are, [and] that anytime they’re working for a company, they have a responsibility to sell something. Everyone is selling something. No matter what division you’re in, you’re creating something for somebody in that pipeline to sell something. And so you need to have that attitude.”

Michele balances motherhood, being a wife, and leading a thriving business, all while redefining what it means to be present and successful in each role. There are triumphs and challenges, as many ambitious women relate to and face. “You have to humble yourself through the entire process and get your hands dirty, and be willing to work like no other. The outcome, though, is you have an opportunity to build wealth, not only for yourself, [but] generationally for your family, and for the people that you serve, because I do serve the creators as their partnership liaison to take it to the marketplace and have brands give my Black creators money,” she said. “People have a vision of what being a CEO means—that journey and what that climate is like. It’s hard, and you’ve got to just get up every day and continue to do it. And sometimes there aren’t days off, and your family’s looking at you like your work is a priority, but you know what the outcome [is that] you’re trying to build and do.”

Michele emphasizes cultivating the right mindset that centers on gratitude, emotional intelligence, delegation, and resilience. “You’ve got to have a little bit of tough skin. Everything’s not personal. It’s not just against you. You can’t have that defeatist mentality. You’ve got to take ownership of work, your life, of everything.” 

She’s also a huge advocate of setting goals and creating a plan. “Because where there is preparation, there is success. People are like, ‘You’re a really great public speaker.’ Well, I practice and practice. I’m looking in the mirror. So I know through preparation— whether you’re playing a sport, speaking on a stage, or just trying to command the attention in a room— it’s about preparation. It’s about knowing what you want, it’s about setting goals, and going back and checking those.

Michele’s final sweet spot for success: Your village. “If you’re hanging around people that have to be the center of attention, if you’re hanging around people that are quietly preying [on] you because they’re always putting down your ideas or not encouraging you, or not holding you accountable or being honest, I can tell you 100%, you’re not going to be successful.”

Faith and humility sustain it all, allowing Michele to continue to reinvent, refocus, and renew her commitment to doing work that she loves and advocating for the clients and audiences she serves. “I don’t care what my title is or where I come from. I’m wonderfully made by my Creator, and He created me in excellence,” Michele added. “And so for me not to have confidence, I’m questioning who He created. I’ve had some crazy conversations with myself, like, ‘Come on, Michele, you know, you’re wonderful. You know, you’re amazing. When people have told me I’m not, when I didn’t get that promotion, when I wasn’t making enough money, when I went through bankruptcy in my 20s…And that is why I’ve leaned into my prayer life. That is why I’ve leaned into my faith and removed fear. Because without that, I honestly would not be able to do and be what I am today.”

This article A Peek Inside Her Agenda: Michele Ghee was originally published on HerAgenda.com

Mary Rogers knows that leading well means leading by example. Her two-plus decades of experience in the luxury hotel industry have been marked by a determination to transcend limitations previously put upon women and clear a path for others to follow with fewer obstacles to share in success. 

Today, Mary is the Managing Director of Montage Laguna Beach & AGM Montage Healdsburg and Pendry San Diego. In her previous role at Fontainebleau Miami Beach, Mary was the first woman to serve as general manager since the hotel’s opening in 1954.

In this conversation with Her Agenda, Mary shares insights on cultivating diverse teams, the importance of mindset, and why setting work-life boundaries is essential for women leaders. 

Her Agenda: To kick off, I’d love to hear from your own point of view a bit about the position you’re in right now. 

Mary Rogers: I’ve been in the United States for over 20 years. I was born and raised in Ireland in a small town in the west of Ireland. My parents shared with me that in order for me to have my own money, I needed to get my own job. So, for about five summers, when I was in high school, I worked in a small bed and breakfast in the town I grew up in with a little old lady who ran an eight-bedroom Bed and Breakfast every summer, and I did everything with her. We cooked together, cleaned the bedrooms, and served the guests. I welcomed them in, and they were from all over the world, which was fascinating to me. Working with her the year before I had to go to college, she encouraged me to study hotel management, which I had never really thought of before. So I filled out to study a degree in hotel and catering management, and I did that and studied for four years in Ireland at home in my fourth year of college. In fact, we studied with the Ritz Carlton Hotel Company. And I remember thinking that was a company I wanted to work for. They came to our school and interviewed a bunch of us. Thankfully, I was selected to join Ritz Carlton right after college. So, I got my degree, and I headed off to the United States. I started as a front desk agent at the Ritz Carlton in Tyson’s Corner, Virginia. I did not even know where that was, which is hilarious. But I worked for Ritz Carlton for ten years, which was pretty incredible. I worked for 12 years for Fontainebleau, Miami Beach, which is an independent hotel in Miami, Florida, and then for the last three years, I’ve been working for Montage International, specifically here in lovely Montage [Laguna Beach]. 

But my journey has spanned over many years and many locations throughout the United States. It’s a wonderful journey of learning about living in America and all the great parts of the hotel industry, which has been amazing. 

Her Agenda: That’s so incredible, especially the beautiful origin of working the bed and breakfast as just a teenager and then it giving birth to this whole, full life.

Mary Rogers: I knew that the hotel industry in particular, was an amazing gateway to see the world. [I was] coming from a very small farm in a very rural part of Ireland. I always knew there was more for me outside of that, but I also knew that joining the hotel industry is an amazing gateway to see the world and to meet amazingly fascinating people and that every single day in this industry is different and it’s definitely not boring. I always come to work every day with amazing intentions to get this wonderful stuff done. 

Her Agenda: You’ve explored every facet of the industry. I’m curious if there any lessons or pearls of wisdom that remain the same whether it is that rural bed and breakfast or the Ritz Carlton. 

Mary Rogers: Growing up on our family farm always instilled at a very early age a wonderful sense of work ethic and showing up. It does not matter what part of the hotel industry you work in or any industry you work in. Regardless of whatever job I’ve had, from a front desk agent to group reservation to bed manager, to Director of rooms to Vice President of Operations, if I instill the concept of showing up with a positive attitude, putting my head down, and getting the work done, it has always led me to be successful. 

Her Agenda: Do you have any advice for people who want to cultivate a more positive attitude for themselves? How does one work on that?

Mary Rogers: I genuinely believe it’s all in your attitude. And I know it’s very easy to say that. I have two daughters. I have a 10-year-old daughter, and I have a nine-year-old daughter, and they were born 13 months apart, but genuinely, they could not be any different. And I tried to instill [this] in my older daughter who has a very difficult time getting up in the morning but my little younger one is like already downstairs putting on her shoes ready to go out the door. I always tell her it’s about her attitude: wake up with a positive attitude that today’s going to be a good day, you’re going to be on time, and you’re going to get everything that you need to get done. And we will get it done. But if you wake up saying I’m tired, and I don’t want to go to school today, it’s going to be tougher for you. So, I truly believe that your attitude in life will determine your altitude in life. It’s not always easy because life is tough and things are always thrown at us but with any situation, I always breathe in the positives that have come out of this and know that the best is yet to come. 

Her Agenda: That is such a powerful outlook, and it also opens us up to more choice in our lives. 

Mary Rogers: It is a choice, and I know it’s so easy to say, but it does change your life and your perspective. And it’s one day at a time, just choosing to be that little bit more positive as opposed to looking at what could go wrong or what I don’t want to do. That makes a difference, and it is a choice.

Her Agenda: Do you find that these sorts of values also shape the way you lead?

Mary Rogers: It always comes back to a positive outlook that makes people feel good when they have conversations, but also really leaning into lately ladies leading the way or opening the door for other ladies to come through in terms of leadership. You know that [women] general managers is a small club, but we’re growing. [I’m] making sure that I leave that door open for other [women] to come through, as well as always leaning in and making sure that they have a seat at the table and making sure that people feel comfortable and feel good about continuing to grow in their careers but also having families. 

It is without doubt the single most important question that I get asked on a daily [and] weekly basis — how I’m able to balance it. My husband and our family [help me balance it]. Because, like it or not, the hotel industry is a people industry that is one of service, and in order to do that, you have to be present. So you have to be there to show up every day. 

Her Agenda: Did you ever get to see this example in action, or did you have to cultivate that for yourself and then pass the torch on?

Mary Rogers: Sadly, I would say I had to cultivate it myself. I am and always have been a very driven person. I was very determined to become a general manager by 40, and I was able to achieve that goal. I’m very fortunate, and I feel blessed to be an example for other [women]. It’s something that I take very seriously. 

Her Agenda: The team you’re currently running is majority [women]. What insights do you have to share about running a majority [women] team?

Mary Rogers: It’s actually about 60% [women], which is wonderful.  It is wonderful to see so many [women] executives in leadership roles in the hotels. I think the next goal now is to make sure that we’re showing them that they can also continue to grow into other roles, such as hotel management as well as general management. So that’s the next step for me. But it’s a fantastic balance because there are great perspectives, not just on the on the gender side, but also on where they’re from. 

Her Agenda: It sounds like through that diversity you’re able to have a much better experience and expanded points of view.

Mary Rogers: And also just better performance. I mean, what the team achieves continues to amaze me. 

Her Agenda: What advice do you have for women who want to be leaders, no matter what industry, they find themselves in?

Mary Rogers: My key advice is to make sure you know what you want to do— you know what your next goal is and know what you want to achieve. Share it with your spouse, and share it with your family. Share your goals with whoever it is that you work with or work for. It’s hugely important that the people that you work for and work with are very aware and familiar with what your next goal is or what you want to achieve. A lot of times, we make the mistake of keeping our goals internalized or not sharing them with others. Number two is to make sure that you lead by example and that you continue to be somebody who’s a mentor and mentors others.

It’s hugely important as a [woman] leader to [set] boundaries. Whether you’re a mother, a wife, a spouse, a best friend, a colleague, or whoever, it does not matter. People always want something from us, and it’s so important to set boundaries.

You’ve got to continue to keep the door open and encourage other women to rise up and take those steps into leadership because that’s really important. Lastly, one thing for me is that I continuously seek to learn. Continuous learning is hugely important to me, and that’s also something that we owe ourselves as we continue our journey in leadership and learning. 

Her Agenda: Thank you so much for sharing those. Is there anything else that you wanted to share with our readers?

Mary Rogers:  I also know I’m fortunate to have a wonderful husband. A huge, important decision is who you’re spending your life with. Whether it’s a spouse, a husband, wife, or whatever that is, make that selection and know the value of that selection because it is that person in life that will really support you, and really make sure that the person that you select to spend your life with, that they support your goals as much as you support them.

I feel so fortunate. And then just a shout out to all those people supporting women in leadership, too, because it’s a partnership, and without them, I am certain that I would not be sitting at this chair today.

[Editor’s note: This feature has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Mary Rogers was originally published on HerAgenda.com

When TIME announced The Closers list in 2024, notable names like Issa Rae and Imani Ellis topped the list, but the name behind the list is a closer in her own right.

Sadé Muhammad is closing the gap in storytelling and marketing through her role as the Chief Marketing Officer (CMO) of TIME. She’s the first to take on the role since the company became independent in 2018.

Seeing a Black woman who focuses on impact and growth for a legacy news publication through platforming underrepresented and underestimated audiences is pivotal in a time where those stories are often unheard. Her connection to storytelling began as a child and grew when she participated in the NBC Page program. When she realized the power to publish stories was directly tied to the business outcomes (along with a nudge from her mother, who has also held the role of CMO), Sade shifted from journalist to marketer.

Her strategic approach to combining sharing powerful narratives with business impact is how she built her reputation as a changemaker. During her 7-year tenure at Forbes, she founded and supervised the award-winning B2B ad business Representation & Inclusion before being tapped to lead marketing at TIME.

“TIME for a change” is a brilliant way to position Sadé Muhammad. Although her story as an executive is still being written, she has already helped push forward change in media. Learn more about her journey and insights in our interview. 

Her Agenda: What impact do you believe journalism played in your career trajectory? Do you think it gave you any unique perspective as a marketer or any unique advantage as an executive? 

Sadé Muhammad: Absolutely. Journalism played a huge role in my path. I think the reason why I wanted to pursue journalism was because I wanted to give a voice to people that I felt didn’t have a voice. [This included] people who look like me, [and] people in my community at large. And then I just love to write. As a kid, my hobby was creative writing.

Then, once I figured out we’re being misrepresented in the media (and by we, I mean Black people), that’s what made me pursue journalism. In terms of how that affects marketing, as a journalist, you’re essentially [immersed in] whatever story you’re covering. You don’t necessarily have to be an expert on that topic. You just have to be an expert on truth-telling and finding the right story and really dig into what’s really happening. I try to approach marketing in the same way. The brand is one thing, but it’s just about how that brand expresses itself. [I take] that objective lens to marketing, which I get from my background in journalism and allowing the truth of what a brand is to come to the forefront and then adding my creativity on top of that to create something new.

Her Agenda: One of the unique things about marketing is that there are so many areas to tap into. How do you ensure that the marketing you all do has a qualitative and quantitative impact, knowing that, at the end of the day, it still has to have a business/revenue impact? 

Sadé Muhammad: For us, the qualitative impact of TIME specifically is convening power in stories that move the needle, whether that’s a story that we do that leads to something happening, a policy change, or a story being investigated further. Those are the real qualitative outcomes that can come from our journalism.

And then those quantitative outcomes [are] really [important] because I focus on B2B and developing partnerships. [We want] our partners to feel as though they came away with a win beyond impression goals and typical standard KPIs. [My goal is that] at the end of a partnership, they come away with more relationships that they can convert into new business.

Yes, we want to meet KPI goals, but I like to think about how I am helping transform our partner’s business. And if we can do that in a meaningful way, and they’re using our superpower, then that’s a good partnership. Our superpower is convening, truth-telling, establishing trust, and bringing experiences to life. 

Her Agenda: I love hearing how you feel about the strategy, which brings up another question for me: How do you feel about the paywall elimination, and how does that support your vision for marketing TIME? 

Sadé Muhammad: I think everyone should have access to information, and not just information, but balanced and good information.

News literacy is one of the best pathways that we have to create a more balanced world. Because what happens when you don’t have news literacy? Then you start to go with what you hear from the [biases] of the people you’re around, as opposed to some of the critical thinking that’s needed to form a full opinion. We’re not interested in telling you what to think, but it’s important for us to come to the table with balanced news. If we can make that news accessible to anyone at any time, then we’re doing our part to lead to a more informed citizen, which is essentially what we’re trying to help create.

Her Agenda: My next question is related to TIME’s CEO, Jessica Sibley. I know you worked with her previously at Forbes. How did you build trust with someone who was a senior leader and vice versa? 

Sadé Muhammad: I think a good career and a career that you enjoy are about having people that you enjoy working with. It’s important to enjoy what you’re doing and not only to enjoy it but also to be around like-minded thought partners who share your values, work ethic, and vision. And so in Jess, I see a partner in each of those things. It was easy to say yes because she trusted me.

If you trust me, then I trust you, too, right? I think it’s just a matter of shared values and really being able to have honest conversations, to be transparent, [and] that’s something that we’ve always done with one another. And I think that’s a basis for any good relationship in general, and especially in your career.

Her Agenda: I wanted to know how you felt about stepping into the role of CMO. So of course, it has been something that has been getting a lot of media attention. I was really curious personally, because I see myself one day hopefully being a CMO. People see the role being eliminated or diminished, or they’re letting other executives take on the marketing function. What are your general thoughts on the CMO role? 

Sadé Muhammad: I’ve always tried to remain very close to revenue. I actually got that advice from my mom, who has been a CMO herself. And her advice to me was to stay close to the revenue, so I’ve tried to do that.

And by that, I mean, you can come up with the most creative ideas in the world, but if they don’t tie to business outcomes that can be proven quarter to quarter, you’re putting yourself in a difficult [position]. People’s memories are very short. They might forget the amazing idea that you had, but if you can point to the business result, that’s what stays. Ideas are a commodity.

Everybody has ideas. It’s not about being creative but applied creativity. Applying that [creativity] in a way that satisfies internal and external stakeholders drives the business forward in a way that meets results. 

People ask about my brand strategy, and they’re looking for some really incredible vision, but it’s simple. It’s driving business results through creative thinking, problem-solving, and good ideas that serve our audience.

Her Agenda: As a marketer, I try to approach marketing by applying creativity, if that makes sense. Absolutely. Trust me, I know everybody has ideas for marketing.

Sadé Muhammad: I’m like, how are we going to get these done? And you have to say no to a lot of good ideas. Sometimes, the most creative idea is not the right idea, you know? So, it’s not always about the most out-of-the-box thing. It’s about what I can do repeatedly well that, in time, will move the needle for this brand.

Her Agenda: My last question is kind of like a two-part. I want to know what’s the most eye-opening moment or favorite part of your first year, and then to follow, what do you hope that your legacy will be in this role? Sadé Muhammad: The thing that was most eye-opening to me about TIME was really the affinity that people have for the brand and the visceral effect that it has. You see folks’ eyes light up when they tell stories about their childhood and their dad leaving an issue on the nightstand. You hear people talk about how they learned to read. And then on the other side, I hear people say I didn’t see myself in TIME until you started, or now I can actually see myself in TIME. That’s really what I want my legacy to be: someone who thought that they didn’t have a place in TIME now believes and knows that they do.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Sadé Muhammad was originally published on HerAgenda.com

Nowadays, the words diversity, equity, and inclusion (DEI) and allyship sound more like buzzwords as corporations, educational institutions, and even some states backpedal on their DEI initiatives. As an inclusion strategist and an outspoken woman, Amber Cabral is making it her duty to ensure that the importance of DEI within the workplace is not treated as secondary. 

By leveraging the power of communication, Amber has unlocked ways to have tough conversations about equity in both personal and professional environments without tainting your reputation. She generously shared some of her strategies in her books ‘Say More About That’ and ‘Allies and Advocates’ and most recently in her TED-Ed talk titled ‘3 steps to better connect with your fellow humans.’ 

Her Agenda had the opportunity to talk to Amber about DEI, how to navigate the cultural changes surrounding it, and most importantly, how to advocate for equity confidently. 

Her Agenda: How did you get into your line of work? 

Amber Cabral: I’m from Detroit, and I used to work at BlueCross BlueShield in Michigan. I’ve always been a pretty outspoken, verbal employee. Around the time when people started talking about diversity, I was voluntold to be on the diversity counsel that was being formed at the company. I ended up loving it! It was right up my alley. That’s how my interest got piqued. I did diversity work at BlueCross the entire time. I left Michigan, moved to Georgia and I didn’t take the diversity work with me. I missed it. I decided to quit my job and to do bartending. Then, a friend of mine reached out with an opportunity at Walmart. I accepted the opportunity at Walmart to lead the global mentoring program. I immediately realized we weren’t mentoring across identity, so I wanted to figure out how to do that. From there, I was exposed to more opportunities around mentorship at Walmart. What came out of all of this was a plan that had to be rolled out across the entire company through the culture and diversity recruitment department. Then my job became a diversity strategist officially. In terms of my interests, diversity has always been there. I always recognized when people were misrepresented.

Her Agenda: I love how you were able to recognize your passion for diversity and align yourself with opportunities related to that. I also find it interesting that you describe yourself as “outspoken.”

Amber Cabral: It’s not a popular thing to call yourself ‘outspoken,’ especially if you’re an employee at someone’s company. I think I’m an outspoken person in general, which is also why I’m clear about how equity works. In fact, when you talk about equity work, it’s really important to realize how powerful it is to communicate well and also be willing to communicate. A lot of employees aren’t, and for valid reasons, like not wanting to put themselves under scrutiny. Being outspoken is an unpopular trait, but there’s a way to do it where it’s well received.  

Her Agenda: Your motto is ‘I fight for fair.’ Can you share an experience where you had to ‘fight for fair’ for yourself and for someone else?

Amber Cabral: I have hundreds of them, but a workplace example that comes to mind is while I was working at Walmart, I took on a couple of direct reports. As I was hiring, we found a candidate we wanted to extend an offer to. The offer was for $60,000. HR made a mistake and put in $55,000 when they sent the offer. I noticed the error in the email, and I informed HR about the mistake. They responded nonchalantly saying, ‘Well, she already accepted it, so it’s fine,’ and I let them know it was not fine. She should be paid the amount we discussed. I had to go through a lot to get this changed, like pulling in my leadership to make sure people understood this is a young, Black woman growing her career, and $5,000 less is a big deal. So this is what I mean when I say, ‘I fight for fair.’ Very often, we get opportunities that are good, but we have to question if it’s fair. Am I being treated in a way that justifies the level of work I am doing, the amount of visibility I am doing, and the way I’m representing this corporation and its values? When the answer is no, we have to figure out how to respectfully and deliberately push back and make sure when this comes to life it will meet the equitable standard. S, fighting for fair is saying this is not an equitable experience for me or for anybody else.

Her Agenda: Why do we have a fear of speaking up? What is one way we can overcome this?

Amber Cabral: Personal risk. This can be a personal risk in a job, or maybe you’re in a new environment, and you’re not sure how people will react to what you say. It can be that you may feel like you’re not the right person to say it. I think each of these scenarios can have different solutions. The first solution is everyone can be better at being willing to do it. Unfortunately, a lot of folks aren’t even willing. They prefer to accept what’s handed to them because they don’t want to rock the boat or get any backlash. I think it’s beneficial if we highlight more stories of people who speak up and receive the outcome they want. There should be more conversation about these moments to encourage people to say something. One of the things I prioritize in my work is giving people the language, the tone, and the approach so people understand they can take those steps and it doesn’t have to tear the relationship apart.

Her Agenda: You have your own podcast titled Guilty Privilege Podcast. What was the driving force for creating your podcast?

Amber Cabral: Folks wanted to hear more about equity and, specifically, allyship. I wrote about allyship in my book, but people wanted to hear more about these situations happening in real life. I think what the podcast does is take DEI out of the workplace environment and move it more into what equity looks like every day. It isn’t something that only belongs in workplace training or conversations. It’s more about your day-to-day experiences and questioning how you bring equity to life. I wanted to have a podcast that showcased this so people would understand what equity really is.  

Her Agenda: What’s the meaning behind the name of your podcast ‘Guilty Privilege?’ I never heard this phrase before. 

Amber Cabral: I think privilege is something most of us feel guilty about when it’s shown to us. A little bit of shame comes up when our privilege is spotlighted. I wanted a title that was catchy and also to shift the narrative around privilege because if we know our privileges, we can use them and possibly make an impact. If we don’t talk about our privileges, share how we received certain opportunities, and extend our privilege to other folks then it makes it harder for us to create a more equitable experience overall. 

Her Agenda: You published a book, Say More About That:…And Other Ways to Speak Up, Push Back, and Advocate for Yourself and Others. Congratulations on that! In this book, you provide a complete communications toolkit for equity advocacy. Can you share more about the importance of this toolkit? 

Amber Cabral: I think people don’t know what to say when having tough equity conversations. Sometimes, I think we want to say it but don’t know how. There’s a way to say [something] and a way to tell your boss about things that aren’t working effectively. What I aimed to do with the toolkit is provide people with the literal language I would use with the caveat for folks to adapt it to themselves. I also provided people with the awareness that your communication also includes your body language, your tone, and being thoughtful about the timing you’re having this conversation. We have to get more practice in saying what we want to say. I want to make sure people have the tools they need to speak up in tough situations to have the kind of workplace experiences we want to have.  

Her Agenda: What about in the instances when someone does speak up, and they don’t receive the response they wanted?

Amber Cabral: This is why it’s important to get clear with your boundaries. Ask yourself, ‘Is this a violation of my boundaries, or is this a communication issue?’ Then, explore solutions that can be used to help you and the other person find common ground. It doesn’t sound confrontational or pushy. What you’re trying to communicate is that you want to be a great employee but you’re not getting what you need to do that. I think it’s also important to realize when we say things, people are going to react and it may be good or bad. 

Her Agenda: The words diversity, inclusion, and equity are buzzwords, and they’ve been going around a lot lately, especially as a lot of companies rethink their diversity, inclusion, and equity practices. What advice would you recommend to someone being impacted by the DEI changes happening in their workplace? 

Amber Cabral: If you want the equity we’re talking about in all these trainings we’re doing, or if you want the opportunities that you believe should be available to Black women, someone has to say something. A lot of the conversations happening in the DEI space have been very centered around the oppression of certain identities, but what we’re not thinking about is that we’re having these conversations around the white folks who have the power. At some point, the conversation has to shift to collaboration and connection. I think we also have to decide what our boundaries are because work has to work for us. When it doesn’t, we’re more stressed out. So, the first thing to get clear on is what you want work to feel like, how you want to experience leadership, and what kind of relationships you want to have in the workplace. So it’s important to establish boundaries around this, so when they get crossed, you can step back and determine if this is a conversation that needs to be had. 

Her Agenda: You have your TED-Ed Talk called Humaning Well. The title is so intriguing. Can you share more about your TED-Ed Talk and what viewers can take away from it? Amber Cabral: My TED talk gives you three steps to be a more impactful ally. I intentionally avoid the word allyship in the title, and I intentionally avoid saying the word allyship until the end of the talk. The reason I avoid it is that we are in a climate right now where people are hearing those buzzwords and categorize it as ‘wokeism.’ What I wanted was a talk where people could receive the information before hearing the words. So, from the talk, you’ll learn three really simple but not easy steps you can follow to be a more impactful ally in your day-to-day life.

[Editor’s note: this feature has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Amber Cabral was originally published on HerAgenda.com

Salah Goss is the social impact advocate we all need. Her dedication to equity, coupled with her extensive global experience and the wisdom inherited from her late mother, form the bedrock of her career triumphs. With over 20 years of experience in social impact at notable institutions including the Bill and Melinda Gates Foundation, Salah now leads as Senior Vice President, Mastercard Center for Inclusive Growth. A continuous learner and doer, Salah is among the industry leaders announced as part of the Rockefeller Foundation Bellagio Center’s 2024 Residency.

Salah’s star will only grow brighter as she gives a voice to the voiceless. Upon announcing her residency fellowship, Salah sat down with Her Agenda to share her career journey and future plans.

Her Agenda: Thank you for taking the time to speak with me today. Can you tell us a bit about your career journey and what initially sparked your passion for financial inclusion?

Salah Goss: I was that kid who was really interested in equity from a very early age. I did not know the word equity when I was younger, but [I was interested in] making sure things were fair. I got it in my head that where you are born, what you look like, your gender or your orientation should not dictate the trajectory of your success. I did not start [with] financial inclusion. I started more in [asking myself] ‘What are the big levers that you could pull to make things fairer?’ It all stemmed from this idea that your place of origin should not dictate what you could achieve. My father is from Baltimore [and so] our family likes crab. So, [when I was seven years old] he was making crabs and the crabs were banging on the pot. If you have ever made crabs, they go in alive. They are screaming and banging on the pot. I took my three sisters and me, and we led a protest outside. I had everyone lock themselves in the car and convinced my father that he was a murderer because the crabs had rights and he was killing the crabs. So, I always thought about the voices of people who cannot speak for themselves. Fortunately, I’ve been able to use my different positions within the public sector, philanthropy, and the private sector to speak for those who didn’t have a voice. It is just that their station in life does not afford them the agency that we all have. And that has always been extremely important to me. 

Her Agenda: One of the things that stood out when researching about you, was your global viewpoint. With degrees in International Development and Economics and your international work experience, can you tell me more about why a global/international view was particularly of interest to you?

Salah Goss: It has been an evolution. My idea before was in this space where everyone should have agency. Other countries may not have the social safety nets that the US has. If you think about political instability, even our social security system, and the things that we do to ensure that everybody has what they need: our social programs, homeless shelters, and even WIC programs. A lot of other countries still needed that. If there was any place where this kind of work would be valuable, it would be in countries that did not have the institutions that we had. 

My career started overseas because of that reason. There is a story that goes along with that, too. When I was small, maybe two years after the crab incident, we won a contest to visit Africa. It was on the back of a Sta-Sof-Fro bottle of Afro Sheen. Their idea was that every Black American family should see Africa. My mother figured out how to enter this contest, and we won. In Jet magazine [around] 1987, there is a picture of me getting off an airplane in two afro-puffs and stepping onto the Ivory Coast. 

We went to a trading village. We got there, and there were beautiful statues of ivory, wooden gazelles, and all these beautiful things that were sold at this trading village. I do not know how my mother and others knew, but they immediately opened our suitcases. [They]  started trading these beautiful works of art for our old jeans, sweaters, ballpoint pins, toilet paper, and little trinkets. And my little mind was horrified because I was thinking ‘What’s going on that something these artists spent weeks creating is easily traded for my jeans!?’ And it just never sat right for me that day on. I did not know words like balance of powers or socioeconomic inequality. I did not know those words but something to me was wrong. This exchange of value seemed so unfair. 

I found this essay I wrote a while ago that said I would live in Africa, help families, and speak French. From that day on that is what I decided to do. Again, starting in Africa because it seemed so unfair and so unbalanced there. I have worked and lived in six different countries and benefited from seeing different cultures and working in different industries. But I think it has helped shape my global vision and global perspective. 

Her Agenda: Over the last decade, you have grown your career at Mastercard from Product Development to Senior Vice President, Mastercard Center for Inclusive Growth at Mastercard. To what do you attribute your career growth?

Salah Goss: I get this question a lot. It is about having a learning mindset all the time. No matter how long you have worked, there is always something that you can learn. Having that posture has helped because I have switched different sectors. I remember when I was going from philanthropy to the private sector, and people were very nervous. Being open to learning new things contributed to my success. 

The other piece of advice I would say is, to work as if someone is always watching. What I mean by that is if you have that kind of work ethic and that kind of attention to detail and pride in your work, people will notice. Whether it was getting a job where I was one of the youngest people on the team, moving into the Gates Foundation, or the boards I’ve been on. I’ve been fortunate enough to have opportunities come to me because of the work I’ve done. 

The third thing I learned later in my career is that the people you work with are as important as the mission. For someone who’s very mission-driven, it took me a long time to really understand that. What I mean is to really develop and pour into the people you work with on your team. That can be the most fulfilling thing you can do because you have somebody who is brought into the mission and can carry it on – sometimes better than you can. That is the way the work lives on. If you are really investing in your team, and they know what you know, then they understand what you are trying to achieve. Their development and progress become the most important thing you can do as a manager. That has taken me really far. I’ve understood and doubled down on really investing in people. And that will keep paying off in dividends.

Her Agenda: Who are some of your career mentors in real life and in your head?

Salah Goss: My mother, [but] she has passed away, [so] it is in my head. But when I think about what I needed, whether it is to succeed or, quite honestly endure when times are hard or make my way through challenging situations, it is really the things that she taught us. One of the things [my mom] used to always say is: ‘when you know better, you do better.’ [That] has really sustained me. You can try your best, and sometimes you fail. But [if] you always get up, you will succeed if you keep going. She taught us to kind of have ‘stick to it-ness.’ To whom much is given, much is expected. It has always been natural to me to have a career that is laser-focused on helping other people and uplifting communities that might not have agency or voice. She sent us to the best schools. I have lived and worked in six different [countries]. I have gone to graduate school in three countries. That is because [of] her, [and] father got on board, and he helped too. [But] she was the mastermind. She is the voice in my head. She has been guiding me ever since I could even walk and talk. And it remains to be the case.

Her Agenda:  For those who do not know, tell us about the Racial Equity Gap, and why it is a passion of yours.

Salah Goss: The Racial Wealth and Opportunity Gap, in the U.S., [was] created by centuries of policy, social norms, and economic practices that [led] to disparity in wealth [specifically] for the Black U.S. population versus others. Right after the end of slavery, the Freedmen’s Bank was set up. [It] was a bank where freed slaves put their money in. However, it was completely mismanaged and failed. Millions were lost to [the] Tulsa massacre, [and that] wealth [was] just gone. And when we say wealth, we mean homes that were owned, land that was owned, [and] businesses that were owned. [Fast forward] to more recent times with redlining. Black homeowners were not allowed to have mortgages in certain areas [and] that created disadvantaged communities. All the way up into the recession of 2008, Black households have not recovered at the level that white [households] have. [Most recently] we saw [during] COVID some of those disparities really doubling down. 

It is [these] systemic and historic practices and policies that have created a lack of wealth in the Black community. It is important because when we think about the vision of prosperity in the US, the middle class, we’re not afforded that. Think about it as starting a race 10 laps behind. There was this great study done in 2018 Duke University published that put it very simply. [It] said, there is nothing that the Black community can do unilaterally that will help or mitigate the wealth gap. The [gap] is a clarion call and it’s a perfect example of how we [all] need to work together to solve it. 

So many things follow from not having wealth built up in your household, not having assets that you can pull from in an emergency, and not having savings. In general, a Black household has one-tenth of the wealth as a white counterpart, and that is not corrected for through education. So, if you have the head of a household who is Black with a college degree, [they] still [have] less wealth on average than the head of a white household with just a high school diploma. Even when we get educated, that still does not [remedy] the centuries [where] we were left out of policies when we were the victims of unfair practices, where we did not get to build up generational wealth. [This] is not something that can be corrected in our lifetime unless something radical is done. It shapes your reality as well as your children and their children. That is why it is critical. If we do not solve [this], we will remain ten laps behind. 

Her Agenda: Recently, a significant attack on DE&I and social equity efforts has occurred. What are your thoughts concerning this, and how do you find the endurance to keep going in the equity space? 

Salah Goss: I will start with the last question. For better or for worse, there are always waves and seasons when people are more or less inclined to think beyond themselves and invest in equity. I always start there because this is not the first time we’ve seen a backlash or [momens] where the work gets harder. I have been doing this for over 20 years and for reasons that could be political, socioeconomic, or cultural, there is always going to be some resistance to trying to make sure people have what they need. Usually, because [some] people [believe] that [when] someone else gains, they lose. The pie is enormously big. [It is important to make] the pie bigger and not just take your slice, but also make sure everybody has a fork.

Opinions are not facts. There will always be feelings that go against the work [of making] sure everyone is prosperous. I do not let it sway me too much. We need to invest in having the infrastructure space to keep doing this work. That takes good programming and a studied approach in system change. If you think of this as [a] type of system change, that helps you [to] endure. It is tough because I am doing the work [while] living through the ramifications of what we are trying to correct. That’s where self-care comes in. There is the idea that we have to be strong to be able to fight. That’s not true. We can be vulnerable. I think it’s similar to how psychiatrists have psychiatrists they can talk to. D&I and equity are topics that are very ‘close to the chest’ for people. It is true that resilience is important, but resources are important too. So, we can be resilient, but we should also be resourced. 

Her Agenda: You [were just announced as one of the] Rockefeller Foundation Bellagio Center’s 2024 Residency Fellows. Alumni from this program include Ruth Bader Ginsburg, Maya Angelou, Nikole Hannah-Jones, and more. What does this fellowship mean to you?

Salah Goss: About a hundred thinkers, artists, and scholars are welcomed into this four-week residency. It is a month-long period and gives you the space and recognition that there’s merit to your idea. You are in residence with other scholars who are thinking about working on your idea. I was so excited and shocked when I got this award, not only because of the prestigious names you mentioned but because what I plan to work on wakes me up at night. It has been on my mind for many years. To be able to have the distinct space to do that and know the footsteps of work walking in, it has just been tremendous, exciting, humbling. 

Her Agenda: Can you give us a sneak peek into your project?  

Salah Goss: I can. [My project] came from the quiet moments in doing this work. There is an evolving recognition of the contribution that women make. We know that women [in business] are successful. We have acknowledged the ability of women to organize. We know that when making family decisions, the impact is greater. We recognize women for what they can contribute. But as I started thinking about it, I started asking the question, who is worried about our happiness and well-being? Not [just] because we earned it. But because inherently we have the right to be happy and to be well. You hear ‘Black Girl Magic,’ [but] when you put down the wand, where are you putting it down? Is it in a place where you are healthy, whole, and have access to clean air and green spaces? When thinking about the different facets of my career, [it was always about] levers and tools for people to access agency and well-being. It is the umbrella of all the things I have been working towards. I am so excited to be able to focus on it. There is an argument to be made that investment in women’s wellbeing is really good.  I am looking forward to making that investment.

Her Agenda: What is your legacy? What do you want others to take away from watching and seeing your work?

Salah Goss: To be an example of the possibility of working, living, and striving for the well-being of people who cannot or have less ability to fend for themselves. I have worked in the government. I have worked in philanthropy. I have worked for NGOs and now the private sector, and it has always been toward the betterment of communities that have not been paid attention to. It is possible to have a fulfilling career, and it might not look how you think it would. [That’s] a legacy I would be proud to stand by, giving people all the different flavors of what service looks like. And being clear that it can be completely fulfilling [while] not having to sacrifice.

[Editor’s note: This conversation has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Salah Goss was originally published on HerAgenda.com

“From love to loss to love again” is captioned on Regina Lawless’ Instagram page sharing her February engagement. What could easily be assumed by the caption is related to a personal relationship, but for Regina, author, entrepreneur, and former Head of Diversity, Equity, and Inclusion for Meta’s Family of Apps, it means so much more. 

When her husband of 21 years suddenly passed away, the loss was the catalyst that led her to leave a 20+ year career in pursuit of healing.

Through her healing what she found was love. Not only through a partner but through releasing everything she knew to be true. Her journey led to writing the book, ‘Do You: A Journey of Success, Loss, and Learning to Live a More MeaningFULL Life‘ and creating Bossy & Blissful, a wellness community for Black women executives and entrepreneurs.

While the formal terminology centers around wellness with the goal in mind to help high-achieving Black women balance their hustle with healing — it’s easy to see that teaching women how to love themselves while working is foundational for Regina’s “second act” outside of corporate constraints. 

With entrepreneurship as her focus, her determination to seek peace, redefine success, and thrive is guided by the sentimental mantra that titles her book, “do you.” Hear her story in her words by reading our inspirational conversation below. 

Her Agenda: Thank you so much for joining me today. I know you have just a broad range of experience. Of course, the last thing you did in corporate was being Head of DEI at [Meta’s Family of Apps]. So I do want to get to that. First, I want to start at the beginning. I always think the why behind something is so important. So why HR for you? I’m a marketer. So to me, you came off as a marketer. So when I saw HR, I’m curious why? 

Regina Lawless: It’s so funny. I actually thought in the beginning maybe marketing or PR, so let me tell you how I got into HR. It was actually by accident. I graduated with a degree in communication studies so you’re spot on with that. I originally wanted to be a journalist. I have a minor in PR, so I thought about that. But it just so happened that only a couple of companies were recruiting from my small town. Well, Sacramento is not a small town, but it feels like that. I went to Sacramento State University, and it still feels very much like a small community up there [where] an insurance company came to recruit folks and then Target.

I love Target so I ended up deciding to go with them right out of college in their management training program. They gave me some options, do you want to work in guest services as a manager? And I like people, but not that much, not enough to deal with customer returns and complaints. I thought maybe the clothing, they call it soft lines area. Then they said what about HR? That clicked for me because I am a people person. It seemed interesting to get to know the HR function.I got in and I loved it. I stayed in HR for almost 20 years.

Her Agenda: HR and DEI is not the same thing, although they’re in the same area. Why the pivot? What made you want to do that part? 

Regina Lawless: I like to say that DEI is the culmination of all the experiences I’ve had in HR before that point, because at its core, DEI is about change management. It’s about strategy. You have to understand people and how the business works in those multiple parts of HR that you talked about. You have to know a little bit about recruiting talent, how talent is developed, how people are promoted, and how we assess performance so it was a gradual move for me over my career. I started as an HR generalist, and you get to touch on all the different functions of HR. 

That was a great training ground for me. Then I decided to get my Master’s degree in Organization Development, which is a form of change management. That interested me in how we get leaders to do things that scale around people. That introduced me to the concept of diversity because I was working with leaders. 

Around 2016, when I went into the tech industry, they were very interested in how we recruit more women. How do we recruit more people of color? I had a diversity champion reporting to me, and I was like, oh, I like this focus on trying to get more of us into this company. From there, I decided to specialize in leadership development.

I had a diversity component there because we were running programs for women’s leadership. Then a colleague of mine left there to be Head of DEI at Micron Technology, and she needed a strong number two, so that was my first full-time diversity role. I was a global director of DEI at Micron, and it felt like I had arrived. I was like, okay, this is everything I love about HR. It tapped into my passion for social justice. 

From a very young age, because of where I grew up, I was always aware of inequality. Something in me has always wanted to fight to make things fairer for other people.

Her Agenda: I feel like it wouldn’t be a good interview if I didn’t ask, how do you feel about where DEI is today? And just to give a little background on why I’m asking, we know that there has been a shift where it seemed more around the 2020 time period that people were going to put effort towards this initiative. And now it seems like people are kind of backtracking, especially in those very global and visible companies. 

We also know there’s been this attack on DEI, even from the entrepreneurial side, as far as the Fearless Fund being sued and things with affirmative action. So I’m saying all that to say, do you still believe in the world that we exist in today that there’s still a role for DEI? If so, how does it look knowing that all these different challenges exist? 

Regina Lawless: DEI has become like this hot potato issue. It’s interesting to see the pendulum swing in the other direction because you’re right, in 2020, that was like the heyday. 

We had finally gotten to a point where people were listening, they were willing to do the work, or at least some of the work, and educate themselves. And then, of course, after a couple of years, people’s attention shifted, particularly as we got out of lockdown and other things were happening in the world. I say all that to say we have a problem in DEI of people not having the focus and attention that they had in 2020 and 2021. 

We also have a very concerted, deliberate effort to try to demonize, undermine, and misinform around DEI. That poses a challenge for practitioners on how do you continue to move forward? I don’t know that I have a great answer to that other than we have to, because there is still so much work to be done. We can see the social movements right now that are happening and we’re going to regress if we don’t continue to move forward.

I think DEI practitioners have to get really creative in how [we’re] embedding what we know needs to be done, not in these necessarily flashy programs or initiatives, but [in everyday processes]. That’s [the] approach that we took at Meta—change the policies and practices around how we hire to make things more fair, and try to train managers to assess performance more equitably. 

Some of the DEI fundamentals go back to a sports analogy: blocking and tackling. My son used to play football, so I was like the mom on the sidelines trying to learn football. I liken that to this, I feel like DEI was in the Superbowl in 2020 and we had all the resources and all the attention and now we almost have to go back to the fundamentals and that basic blocking and tackling — that work isn’t sexy. But I think that’s the work that needs to be done, around the systems and processes, which many companies were trying to do, but I think it got almost co-opted and people wanted to do these very loud, performative things and not really do the work of changing the system. 

Her Agenda: I love the explanation of it all. And I think from the outside looking in, because again, I’m a marketer, that’s not my area, but we saw a lot of things and then it felt like it wasn’t very aligned with what we had all hoped for it to be. Now as more people have come out of these roles, it’s almost like the progress that we made was lost because so many people were hired, who are no longer with the company. 

Regina Lawless: Yes, myself included. I was one of those hires. Instagram created that role in the wake of George Floyd’s murder. There were a lot of us that got into that head of DEI seat or into DEI teams in that era. 

I think in some companies, the progress has slowed or come to a grinding halt, so that’s where we need to get creative. DEI is one of those things that it’s almost doomed to fail from the beginning because of the way it’s structured in a lot of companies. It’s one person or a handful of people who don’t have the resources and you’re trying to solve a problem that’s not yours to solve. 

Her Agenda: That segues to a good point though about just where you are. I know you’re not in that role anymore, but the reason that you’re not in that role is not particularly because of anything Meta-related. You had something personal happen to you, which was your husband passing away. So first, my condolences. With that being said the way I envisioned this part for you is almost a part two which included writing a book called “Do You,” and that it was anchored around the last text message that you received from your husband. Why was it so important to embed those words into what you were doing in this next period? 

Regina Lawless: I love that. People always ask me, where does the title come from? And I try to encourage them to A. read the book because if you get to the end, you’ll know exactly the full story. But you captured it. 

It was something [from]  my husband. The last text message from him said, ‘do you, babe, don’t worry about anything else.’ And I’ve come to live into that over the years. For so much of my life, and if you read the book, you’ll hear about this journey or you’ll read this journey of me constantly striving and chasing this success up the corporate ladder. That’s all that I knew. So many of us are taught the American dream is to get a good job, preferably a good corporate job, get the salary, then you can have all the things, the car, the house, the vacations, whatever the things are. But as you pointed out, I got there and I was like, is this it? And losing my husband just made that question even louder for me. 

Is this it? Is this what I’m supposed to be doing with my life? Is this what I want for myself? Through my grief journey, I came to realize I had gotten so far away from who I was and ‘doing me’ what I believe in, what I enjoy that I had lost. I’d lost myself. In the grief journey, I ended up finding this text message from him probably a year or so after he passed, it was actually in the course of writing this book. 

Her Agenda: Something I wrote down that you said in one of your previous interviews about this book is that it is the guide to being yourself. For millennial women or especially Black women. It feels very hard to show up and be yourself. In that interview, you said you were the queen of compartmentalization and that people would not know what was going on with you. But we know the impact that has on how we feel. All that to say, what is the advice that you would give someone today who’s still hoping to climb the career ladder? What advice would you have for them? 

Regina Lawless: I would say be very careful, and be very intentional about the company you choose to work for if you choose to work in service to a corporation or an organization. 

I was not intentional. Well, I take that back. I was intentional in taking roles that could grow my skills and could increase my salary. I was working on building a legacy. I grew up poor. I wanted to make sure that I had success that would help support me and my family. But I didn’t pay attention to the companies and the sacrifices that I had to make to conform and all of the extreme work hours and assignments. 

I would tell younger women, that you don’t have to put yourself through this extreme sacrifice, especially if what you really want to do is to be a truer version of yourself. If that is what you desire. I believe that’s what all of us should work towards. 

Try to find those environments that align with who you are. By the time I got to Instagram, that was a company that had much more freedom of expression. I had gotten to a point in my career where I just felt more comfortable in my skin and had gotten to a point where I had all the receipts, and all the credentials so who going to tell me I can’t show up with my head shaved on the side? 

But at the beginning of my career, I very much was trying to conform and fit into a very white male dominant culture in all of those companies. That would be my advice to be intentional and not try to put yourself in those extreme situations where you have to be a completely different version of yourself.

Her Agenda: Now that you’ve ventured into entrepreneurship, which is a 180 [degree-turn] from being in corporate, entrepreneurship comes with a whole other set of challenges. How does your previous work role play into the work that you do today as far as being an entrepreneur? 

Regina Lawless: There are a lot of crossovers and a lot of skills I learned in my corporate life that helped me today. One of those is knowing how to set a strategy and set goals. As a corporate leader, I had to either come up with a strategy or if we were given a strategy from leadership, figure out how to translate that into goals for me and my team to accomplish every quarter. 

I still use that approach to figure out, ok, what do I need to do and how am I going to get there? How am I going to get from A to Z? It also has taught me how to budget, and how to think about resources and revenue because I owned budgets as a corporate leader. That gives me a sense as an entrepreneur, even though I don’t have the same budget that I had. I wish I had the budget that I had in corporate. I wish I had all the people too. Sometimes I’m like, oh, like, where’s my admin assistant? Where are my peeps to help me out here? Because I’m doing it by myself right now. One thing that I’m doing now that I did a lot in corporate was training and workshops.

And then coaching. I use my experience working in corporate and being a corporate leader to help other women who are still in corporate. I see myself because I’ve walked that path, I can be a good coach and guide to others who are still struggling to find themselves and find meaning and purpose.

Her Agenda: With that, you named this business Bossy and Blissful. Why Blissful? Bossy, I got it right away because you’re a boss. You’re a DEI boss. You’re the boss of your life right now. I get it. Why blissful? 

Regina Lawless: Oh, I love that. For two reasons, I learned to be blissful again after my grief. For anyone who’s lost someone or gone through a deep period of sadness or just gone through something deep in their life, when you finally come out of it and find joy again, the joy is that much richer. For me, I am living my bliss. 

For folks who know me, like my former team at Meta one of my team members said, that’s so you like you are bossy and blissful. In many ways, the brand is an extension of my personality. There’s a toughness and a bossiness to me. 

I’m very driven, and very goal-oriented. I don’t play about my business, but there’s also a lightness and a joy and I don’t take myself too seriously. I think that balance is necessary. 

We spend too much time thinking about all this stuff in corporate. I like to say now those people will let you go tomorrow if they have to, so do not give all of your life force. If they decide tomorrow, they have to cut everybody. You are on that list. I say treat it with intention, go there and do what you’re supposed to do but also live a really big blissful life in the meantime. 

Her Agenda: If you had to offer one piece of advice to someone as far as being a career coach, what would you say to them that way that you feel will put them on the correct path? 

Regina Lawless: I would say find your sweet spot of what you’re really good at, your natural strengths, what you’re passionate about, and then what the need is. That could be the need in your organization. That could be a need in your community or in the market if you’re an entrepreneur. The sooner you find the intersection of those things, that is the path to career success. 

I found I spent too much time trying to work on the things that I wasn’t naturally good at or trying to emulate male leaders and contort myself to be a certain way. I’m never going to be the person that comes in a meeting and tells everybody what to do. That’s not how I operate. 

I am a relationship builder. I influence through relationships and collaboration. I like to leverage the talents of everybody to get the best outcome. I had to find that that was my strength. That’s what I would say. Find, figure out, and there are so many different assessments that you can figure out your natural strengths, but do that. 

Do what you’re strong at, what you love. Do that wholeheartedly. And sometimes it may feel like that’s not where the money is. But as someone who got the bag and then some, I will say that money isn’t all that there is. I left a very cushy, very nice executive job at Meta. I left a lot of money on the table, but I am happier than I’ve ever been. 

Her Agenda: What is your motto? So do you have one? 

Regina Lawless: Ooh, well, it’s gonna sound cliche, but ‘do you.’ And that’s why I feel like my purpose now is to help other people be the truest version of themselves, particularly Black women. 

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Regina Lawless was originally published on HerAgenda.com

Debbie Douglas may be considered ‘the talent whisperer’ but her work speaks volumes as an innovator, a champion of diversity, and a mentor in the field of human resources. Her two-decade-long journey has been a testament to resilience, adaptability, and an unwavering commitment to shaping the future of professionals. From Paramount, formerly MTV Networks, to Alloy Media + Marketing and back again, Debbie has excelled by spearheading key initiatives and redefining recruitment processes where talent meets opportunity.

For Debbie, helping professionals understand alignment is key. To share her array of experiences, Debbie wrote the ebook turned paperback ‘Now What? 12 Strategies To Landing The Career You’ll Love, Not Tolerate’ as a call to action for making a change in your career no matter where you are on the journey.

Upon the release of the paperback edition, Debbie joined #HerAgendaLive to share her career journey, game-changing tips and thoughts on the job market. 

For the full video interview with Debbie Douglas watch via the video player above or click here to watch the playback of our #HerAgendaLive here for our exclusive conversation with Debbie Douglas.

Her Agenda: Tell me more about your background. 

Debbie Douglas: If you want to go back I went to undergrad for social work. Everyone who knows me has heard this story that I wanted to change the world one person at a time by being a social worker until I realized in my internship, wait a minute, this is way too clinical for me. How can I pivot and find something else? After graduating with a four-year degree and having to figure it all out over again, ultimately made me move into human resources. That’s where I found HR and went to grad school for Human Resources Management and that basically started my HR career.

I started in the media industry and I’m still in the media industry. 20 plus years later, I’ve had a few different pivots as well. In a nutshell, I recruit, retain, and try to hire the best of the best in our company.

Her Agenda: One of the things that I wanted to kind of talk about was about your journey and development. How did you get the nickname of the talent whisperer? 

Debbie Douglas: It came out through what I do on a day-to-day basis, which is being a talent acquisition professional. In addition to interviewing people who apply for jobs, a big part of my job is soliciting, sourcing, and wooing candidates to the jobs. We’re selling the job to a candidate. We also have to sell the candidate to the hiring manager. 

We are no longer just our person, we are a brand in ourselves as well. It’s all about how you are presenting yourself. What does your personal brand say about you? What does your professional brand say about you? That’s kind of how I was coined the talent whisperer.

Her Agenda: I love it. I think that’s a good start to this conversation because one of the strategies that people have been sharing a lot over the pandemic is the importance of personal branding. We’ve hosted conversations about this and we know time and time again, people are saying you need to brand yourself. How important do you feel like branding is to the job search today? And what is a piece of unique advice that you would offer for someone outside of what we keep hearing over and over again about personal branding?

Debbie Douglas: Depending on what your digital footprint says about you on the outside, depending on how you show up in person, in rooms, that’s already stating your personal brand with you having input or not.

Then there’s a way that you can curate that a little bit and be strategic about what that brand looks like for you. For me, when I’m talking to folks or when I’m on panels or workshops or doing conferences, I always focus on, what does your digital footprint say about you? Are you okay and proud?

If an employer went to look at your social media, does it enhance your brand or does it detract from your brand? Are you confident in being okay with someone who may be looking to hire you, whether it be as an employee or even as a client. If you are an entrepreneur, what does that say about you and are you confident and okay with whatever you post to be seen by those entities? We can use our personal brand to elevate, and enhance to attract [the right opportunities].

Her Agenda: One thing I was thinking about is there’s always this kind of conflict with who people are, what they want to be online, and how much they show their employers. Because people feel like, ‘well, I want to be able to be myself.’ How do you educate people, especially candidates, about how to navigate exactly how much of yourself you show?

Debbie Douglas: Oh my goodness. I love this question because I was struggling with that just a few short years ago, even before the pandemic, I was one of those people who was like, nope, if you work with me, we cannot be friends on social media. There was no blending of social and professional for me. That was just not heard of for me. However fast forward we’re in 2023 now.

We’re in a social media age and that is personal and business. People utilize these platforms to make businesses to make products to elevate people’s brands. I had to let that go. I had a personal private page at one point. I had a public professional page but someone, told me: ‘you need to be your full authentic self.’ As daunting as it seemed, I was able to put both my lives together. People want to see more than just work, work, work. They don’t have an idea of who that person is that they’re even taking advice from or someone that they may be feeling inspired by if it’s just work and all they see is static posts that are not engaging. I’m still working on this, I’m still kind of new to blending work and personal on social media. What I have learned is that it really does make a difference.

When you’re just your authentic self, you can’t pretend to be yourself but you, but it’s very, very hard to pretend to be somebody that’s that you’re not, it takes much more work than it does to do the opposite. Once I did that, it was fine. My boss follows me, and a lot of coworkers follow me now. Shout out to you guys if you are watching now.

That was very scary to me. How to find that balance is [to] be cognizant of what you’re posting obviously. I think in any format, whether you have a private or personal page, you should be cognizant of what you’re posting. Because guess what, even when you have a private page, people can screenshot, they can forward. 

I personally, as a recruiter do not go out looking at people’s social media unless it’s called for. If they’re in a position where your digital social footprint is important I want to see what type of activity you’re doing on there. How are you utilizing the platform? How integral it is to your day-to-day.

But guess what? Hiring managers do that. I don’t advise them to do so, but they’re going to do it regardless, especially if you have an open page, they want to see what type of train of thought you have and things like that. People have gotten in trouble for posting things around race, sex, I mean, everything you could think of.

Find a balance of what you feel comfortable sharing and of course, some things are just for your family feel free to have a private page if you just want to share that with your family, but I think it’s good to have a balance of both professional post, as well as personal posts.

Her Agenda: That’s a really good strategy. But I question what allowed you or inspired you to really create a book around all of the different strategies that someone would need to get to a career that they would love. I think that’s such a dream for a lot of people. 

Debbie Douglas: I can’t say that it was something that I was thinking about day in and day out. It was kind of during the pandemic. I did more speaking engagements. I’m a mentor.

In addition to speaking, externally, I’ve spoken at groups or my job, like our employee resource groups, our interns, and our entry-level folks, I’ve facilitated workshops for folks like nonprofits and things of that nature. 

I remember one day my boyfriend was like, you are imparting so much knowledge everywhere all over the place and it’s like really great nuggets of information. You should pour that into one place where people can get all this information. In the back of my head, I had always thought about that, but the thought was quite daunting to do a book. I’m like a book, oh my God. That sounds like a whole lot of work. Because of that, I started with the ebook that came out in April and it was my way of saying I’m just going to test the waters and dip my toe into the publishing world.

At the end of the day, what I wanted was for people to get the knowledge that I share on a day-to-day basis in one book specifically because what I’m sharing in this book, is not revolutionary information, these are the basic impactful strategies that everyone should be employing. 

Whether you’re an entry-level candidate, or someone who’s looking to pivot into a new career space and you’re trying to figure out how to go about that. For someone that is maybe older like a baby boomer and hasn’t been in the workforce for a while and doesn’t even know how to play in this landscape, it may be a refresher for them. These are the tips and tricks now on how to move around the career market and land the job because it’s very different from 25 years ago. When I was in college, the internet just came out. So I’m dating myself, but it’s very different when I applied for a job. When I was in college versus now in 2023 in the age of social media, in the age of people working from home, it’s just very, very different. 

I just thought it would make sense. At first, I thought it was mainly going to be for those entry-level folks, but as I just stated, I realized that it could resonate with a lot of different audiences and not just your recent college grads trying to figure out and navigate their career.

Her Agenda: I’m kind of jumping around a bit, but I see on your bookshelf you have the book, You Are A Bad Ass, which is one of my favorite books. What resources, if any, helped you hone in and develop what it was that you wanted to say? I feel like that book is very practical and just like trying to get you from point A to point B. That’s why I love it so much. Do you feel like other resources inspired you as you were writing your book?

Debbie Douglas: Outside of the fact that I’m in the world of recruiting, I’ve been a talent and recruiting director, for over 20 plus years.

A lot of the things just came naturally from my normal knowledge of recruiting and what recruiters look for in candidates and what candidates should be doing and how they should be navigating the interview process. It came from my day-to-day knowledge of the industry, in terms of the job market and things of that nature, but I also leaned on looking at, externally, what is happening in the job market, what are people asking more [about]? This information is all over, but just putting it all in one concise, little easy read. I thought it would make a lot of sense.

Her Agenda: I always wonder about that because sometimes when people want to write something, they don’t want to lean too much into somebody else’s words and then I talk to people on the equal and opposite side where they’ve consumed a lot of information before they wrote it and they just didn’t know where to start, especially depending on if you like writing or not. I feel like writing a book is a task.

Debbie Douglas: Exactly. This was my first foray and I’m sure maybe I could tapped into even more resources. I mean, I literally opened up a Canva account and just started writing. It was kind of wild.

I did add some resources in there like the Occupational Outlook campus, which still exists, is what I used to kind of help me figure out a career once I realized that [my] four year degree for social work was not going to do anything for me.

I had to find something completely different. Nowadays the tools like Fishbowl and Glassdoor to do research on companies — we didn’t have any of those resources back in the day. We just had to wing it and hope that the company was great for us. Now, we have all these tools and resources at our fingertips and it’s much easier than you would think to vet a company.

A candidate should be vetting a company just as much as the employer is vetting the candidate because we have to make sure it’s a good fit for us. Values wise. Is it a diverse and inclusive organization? Is the content of my work going to be challenging for me? Are the people and the industry representative of the type of environment I want to be in?

I always tell people, I don’t want to have Monday blues. I know sometimes we have them but I have very few Monday blues and that’s very hard to get. There are not many people that I hear saying I don’t have Monday blues. Most people Sunday night, [their] stomach is rumbling and they’re getting that anxiousness about going back to work and I don’t want that for anyone. If I can mitigate those issues for people in advance and set them up to find the position that is going to unleash their passion and their purpose [that is ideal].

Her Agenda: Something else that you mentioned just has to do with the job market and it being so different. In the last three years, we noticed a shift in the marketplace. At one point in time, it felt like candidates had the advantage and now it feels the opposite where employers have the advantage. And because of that environment, it’s been hard for people to find a career they love because a lot of people are just like, I need to take what’s available to me. I have to pay bills. Talk about how you transition to really finding something that you’ll love, in a market like this where I feel like it’s just like jobs are not available.

Debbie Douglas: I think you gotta start with the main ingredient, which is you, what do you enjoy? What are you good at? What do you have experience in? Because of course, those all play a big part. How are you going to be seen as a valuable or competitive candidate to a recruiter, an agency, or a client? Start there.

Then you want to look at a short list of the types of companies or the industry that excites you that you’re interested in. Then you want to start to curate, doing some research on those companies because sometimes you may be very interested in a particular company and you’re like, oh, my God, look at all this bad press. They just got sued by this employee for not treating their employees right or discrimination.

It only takes a few minutes or a couple of hours to do some research, that’s the most critical thing, know about the company. And again, going back to your question, sometimes you may not be doing the things that you’re most excited about because the opportunities may be limited, you may not see as many jobs in that particular area. But there are also ways that you can make sure that you’re still staying relevant in the space, you’re cultivating your tool kit and you’re adding tools to your tool kit while you’re waiting for that next opportunity.

Your first job or your second job may not be the job, but it’s going to help you and you’re going to take all the nuggets that you got from that job and utilize it in the next job that may be your dream job. I always say don’t take for granted the little experience that you get in an assistant job. Some people graduate out of college and they’re reaching for the stars and the moon. And it’s like, hey, it’s ok to start from the bottom because that’s how you learn the foundation of the company, the role, the department. Now you can become a subject matter expert in that particular area and then build off that particular skill or pivot into a neighboring department because you have marketing skills now and you can understand what it takes to be in sales or vice versa.

If you’re a producer or a production person or someone that’s in the creative world, work with your other creative friends and create your own content and put that out there. Look at Issa Rae, she started on YouTube and it was a small audience that grew to millions and then the companies took notice of her. Don’t feel like you have to wait for the big company or that big pie-in-the-sky job to start doing what you want to do and what you love to do.

Her Agenda: Absolutely. I appreciate that advice. This is the advice that I wish someone had given to me because again, like you said, you know, you graduate from college, it’s like, I’m going to be a marketing manager and like a CMO and it’s like, not today. 

Debbie Douglas: Exactly. And then also connect with those that you aspire to be in terms of roles.People love to talk about themselves.

You can connect with folks, whether it be on LinkedIn or Instagram, or whatever platform or through a professional networking organization.Those are great ways to cultivate relationships. Relationships and networking and I say networking, not in the traditional formal sense. Yes, we have that as well. Whether you’re in corporate America, you’re going to have to do that. But networking doesn’t have to be as daunting as it seems. It could be as simple as a hello, how are you doing? I noticed you do X and these are some things that I have learned about that area that make me intrigued I’d love to learn about your journey. Those are some ways that you can get closer to the industry by connecting with people who are in the industry and the roles that you’re looking for.

I would definitely say joining organizations that are near to those areas or industries that you’re interested in, those go a long way, networking and just kind of mixing and mingling with the right people, whether it be online or in-person.

They still have a lot of online stuff so it’s great. I feel like we’re in the world where it’s a nice perfect blend where you have a lot of online activity but you also can still step back outside and do some in-person networking because we still need to flex those muscles and feel comfortable with interacting with people in person as well. We can’t shy away from that. That’s important.

Her Agenda: Something else that comes up for me in the whole networking scheme of things is asking for a referral. Networking is already a bit uncomfortable to people, so then on top of that, there are often times when people want to reach out and want a referral. I know just the baseline etiquette is if you don’t know someone, they probably can’t refer you because they have to be able to speak on behalf of you. But talk about the process of developing a relationship in hopes that someone will give you a referral. Is that a real thing? 

Debbie Douglas: Absolutely. It’s a real thing. I mean, if you’re strategic about your career and owning your career steps and positioning yourself the right way. Yeah, you’re going to cultivate relationships hopefully organically and authentically though. Because people can typically see whether you’re only reaching out because you need something versus you sharing something like, hey, you know, I realize your company was in the news doing X and that’s interesting, or sharing an article with them about a particular thing that happened that may relate to that industry or that person.

It shows that you have a vested interest in what’s going on, whether it be following the trends or anything of that nature.

Overall networking with the right people starts with your inner circle. When I say inner circle, it could be the people that you work with day to day to help you gather along your extended network because they can introduce you to other people who can help you along the way as well. They cultivate the teams that you are currently working with and the departments that you work with. If you work across departments, connect with those people as well, especially if you are currently on the job hunt. If you’re not currently working, reach out to people that you have worked with in the past. You gotta start with your network that you’re familiar with.

If you’re currently in a situation where you’re not ready to look for a job yet, but it may be in the next year or so, start to cultivate those relationships. Hey, let’s go to lunch or let’s have coffee and let’s just talk. Those organic conversations sometimes lead to a possible mentor or a possible advocate or a sponsor. 

Her Agenda: So, coming up on my last question, one of the things that I felt like, which is probably the worst question to end on is more about the tolerating side of things. And so, we kind of talked about this but what are tips you could give someone today that’s in a job that they are tolerating in hopes that they’re going to move.

Debbie Douglas: l would say one is to do a little bit of self-inventory. Check in with yourself to see if it’s you, is it the job, is it the industry? Is it time for you to go and leave that industry or that job? Because it’s not satisfying you, your skills aren’t either cut out for that particular position or you’re burnt out and you’ve reached your ceiling in that area. You have to ask yourself those questions. 

What’s the why? Why are you tolerating this job? Once you’ve found out that then you can start to position and strategize around what’s the next step for you and how you’re going to go about it. Are you going to maybe have a conversation with your boss? If you’re not happy, maybe you feel like you haven’t been promoted or seeing what are the avenues, what are things that maybe I’m not doing that? I can improve on that can get me to the next step maybe they’ll be realistic about you. Let’s start looking for opportunities. 

Let’s start positioning ourselves to be on the market as a competitive candidate. Make sure that your resume is updated, and make sure that your LinkedIn is updated and interactive. It’s the way that you come alive to people. Recruiters are always on LinkedIn. 

We should give ourselves a chance to live fully, both personally and professionally. I cannot say that enough. I need to be happy. I don’t need to be right. I don’t need to be the first. I don’t need to be the most paid, but I need to be happy. I need to have peace of mind. I need to enjoy what I do. It needs to bring me some level of joy and overall satisfaction. Don’t chase titles, don’t chase the money solely because you want to get money. I want to be successful. I want to do the nice things because I do the nice things and I want to continue doing those nice things, but I want to do it in a way where the things that pay me again, I enjoy it. 

I don’t want you to get stuck in a job because it’s harder to pivot than it is to get in on the ground level as an entry-level person. It’s just going to be a little bit more challenging and you have to give up some things. There’s going to be some pros, there’s going to be some cons. You may have to start as a more junior person. You may have to take a pay cut. You may have to start honing in on those resources that you’ve been holding on to, to get you through that pivot process, but it can be done. I took a very, very tough risk with a mortgage and a car note to pay for, but what I was not going to was stay in a position that doesn’t feed me that, that isn’t protecting my peace of mind. That is critical, that’s like a no-tolerance zone for me and I want that to be for everyone. 

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Debbie Douglas was originally published on HerAgenda.com

Allison McGevna-Cirino leads with her whole self. People are hungry for vulnerability and authenticity in the workplace. She understands that assignment. As a multi-hyphenate executive with nearly 20 years in media, she’s learned to hold herself and others to standards of excellence with compassion. 

So, how does a self-declared introvert become a Senior Vice President of Content at iOne Digital, a company formed by Urban One? By stepping outside her comfort zone and pushing herself to build meaningful relationships. As a leader, that also means realizing she doesn’t always get it right and having the courage to be humble and apologize. 

Her Agenda: You’re a media strategist, media executive, writer, producer, and creative. What would you say are three things that have impacted or contributed to your success as a multi-hyphenate creative? 

Allison McGevna-Cirino: Having a fire and drive to keep going is first and foremost. 

My drive is not necessarily ‘I want to make money’ or’ I want this title.’ [I have a] drive to keep pushing myself to keep learning and bettering myself. 

Secondly, I never think that I know more than someone who is my peer [or that I have] learned everything I need to learn. I am not afraid to be wrong. [I am] open to that evolution and learning from everyone and everything around me. 

Number three, I try to have great relationships. Everything is based on how you treat people. I’m certainly not perfect. No matter how hard you try, you can be the villain in someone’s story. I follow up with people I meet and keep the relationship going. That’s not something that comes naturally to me. I’m kind of an introvert. 

Her Agenda: How does the SVP of Content role at iOne fit into the impact you’d like to have within your industry?

Allison McGevna-Cirino: It’s a privilege for me to work in a Black-owned and operated business. Urban One has always had the mission to predominantly serve an African-American audience.

As a biracial Black woman, I feel like it’s my duty to make sure that I understand and can recognize whatever privilege I operate in. 

I’m super proud that my entire executive team is all women, all Black. And all mothers, which is a big thing. You don’t see an executive room like that. Digital storytelling has gone from being blogs and evolving into newsrooms to serving the community differently. 

Her Agenda: You have a reputation for cultivating talent. What’s your approach?

Allison McGevna-Cirino: That is the ultimate compliment for me. So thank you for saying that. The first thing I think about with talent is the vibe. You can tell when you’re talking to someone, and you’re like, gosh, I love what you’re saying. And you sound like you know this, or you see people light up when they talk about different things. It’s like their whole spirit lights up. 

I’m always looking at that when I have conversations with people. Cultivating talent is about having conversations with people about who they are, not what they do, because [when it comes to] what they do, they may be in the wrong role. They may not be in the role they want to be in, and they may need to see who they could be. When you have conversations with them, you can see what lights that and what drives their fire and then go from there.

The biggest lesson I’ve learned as a manager is you cannot use a blanket management approach. As a mother, you can’t mother every child the same way because each is different. Yes, you have unifying principles about who you are as a mother. I have that as a mother and manager, but what one person needs may not be another person’s needs. And so that’s allowed me to spot talent in unlikely places, and some of my proudest professional moments are seeing the people I’ve worked with go off and shine.

Her Agenda: How has your leadership style evolved as you’ve grown in your career?

Allison McGevna-Cirino: When I first became a manager, I had what I thought a manager should be and what I thought a [woman] manager should be. I had to check everybody if they were not speaking to me correctly, and I had to hold people accountable. All of these things may be true. But my idea of what that looks like changed. You’re not always right. 

As a leader, I’ve learned that I don’t always have to take on every battle that comes my way. Everything doesn’t need to be a fight, and I don’t need to be perfect. You try your best and show up but are willing to humble yourself. It’s also about that dance of standing firm in yourself but also being open to evolving.

Her Agenda: Your website mentioned that you helped steer iONE Digital to its most profitable years in history while increasing the audience. What’s the key to building and activating a team to accomplish those results? 

Allison McGevna-Cirino: I was here from 2014 to 2018, and then I came back again in 2020. And when I came in the fall of 2020, the team was small. When I first joined, I was running editorials, but eventually, we expanded to run social and video to truly be part of a content team. Then, I built that team. It’s not just me. Under my leadership, the team grew and expanded. 

It’s looking at talent and ensuring they’re in the right spot; everything starts with your people. Your people are the whole thing, and I don’t say that to mean that you have to have the biggest names with the biggest Instagram followings, which comes up a lot in our industry. It’s not about that for me. It’s about looking for talent and ensuring you have great talent. 

Her Agenda: You’ve been in the industry for nearly 20 years. How do you grow and develop yourself as a professional to always deliver your best work? 

Allison McGevna-Cirino: I’m a member of Chief, an organization for women executives; I do a lot of their training and sessions. I’m always making sure that I’m always learning.  

You have to have a life balance. I’m type A. I am extremely driven, and I’ve always been an extremely self-sufficient person. I can work myself until I get sick. And [only prioritizing work] is just not sustainable. It’s not good for anybody when I show up and I’m tired or not my full self. You can start to resent your work because you’re just giving so much of it and not giving anything else to your relationships, life, or hobbies. I’ve also tried to build that with my teams because you have to be in charge of your boundaries.

Learning how to work from home was also critical because I had to learn how to close my work computer and not look at it. I’m taking this time with my kids. That’s hard enough for them to understand during work hours. After hours, I need to make sure that I show up for them so that I can then show up for myself.

Her Agenda: What advice would you like to offer women who aspire to an executive level within your industry? 

Allison McGevna-Cirino: As your title gets bigger, your salary gets bigger, or your responsibility and your team gets bigger, [get rid of that idea of] ‘I have to work myself so much because I have to prove that I deserve to be here.’ No – you’re here. Of course, you need to do your job and live up to the standards that you sell for yourself and the company set for you, but that doesn’t mean you need to do that at your own expense. Secondly, make sure that you are asking for what you need. 

With your salary, if you ask for your number, come with the reasons why. You have to come with what you’re bringing. If in your heart you can’t do this role by yourself and need a team, you need to be clear with your company. Or if you need to work from home or if you need to sign off every day for an hour so that you can pick up your kids. That is something male executives haven’t historically had [to deal with]. 

Speak your worth and do your research. You have to know your business. Knowing your business is more than just knowing how to write and edit. Know what is happening at all the different places. Know who is in the space and who your peers are. Know what they’re doing well and learn what you can improve. As much as you can, stay humble, but know that you deserve to be there.

[Edtior’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Allison McGevna-Cirino was originally published on HerAgenda.com

With 50 years of hip-hop under our belts now, it’s exciting to see how the culture is influencing the world far beyond just the beats and bars. Hip-hop is everywhere, and a key thread within the fabric of culture across the globe.

But it’s not just the music we grew up on that’s making bold moves and showing up in new ways. The artists and industry greats themselves are stepping up and out of their usual spaces to make different kinds of changes to and for the culture. Shanti Das is among them. 

Shanti’s music industry career began over 30 years ago, working closely with hip-hop legends like Outkast, Usher, and TLC. She started her professional rise as an Urban Promotions Assistant at Capital Records in 1991, and just 7 short years later, was named “Music Executive of the Year” by Impact Magazine. She continued to impact the hip-hop scene and culture for the next decade+ with other major labels like Sony Music Atlanta, LaFace Records, Arista Records, and Columbia Records, finalizing her iconic climb as Executive Vice President of Urban Marketing and Artist Development at Universal Motown in 2009. 

But just as hip-hop itself has evolved, so has Shanti. These days her conversations with industry greats are a little less “hip-hop” and a little more “human.”

In 2014, Shanti was hit hard when a close friend ended her own life. Through her grief process, she recognized that she had some unhealed wounds from her own father’s suicide when she was just 7 months old. Although often considered taboo, Shanti turned to therapy and took a more intentional approach to her own mental and physical health. 

Since then, she’s dedicated her life to repairing generational traumas and “silencing the shame” of asking for help. Her podcast, The Mibo Show (which stands for “mi” for mind, “bo” for body), gives the giants of hip-hop a platform to speak to the culture – real discussions, about real health issues, with real (famous) people. Her conversations showcase the simple fact that we’re all human, we all need a helping hand at times, and it’s more than okay to ask for it. 

Her Agenda sat down with Shanti Das to dig a little deeper into her purpose and passions and she was not shy about sharing her journey.

Her Agenda: Tell us a little about your history in the music industry.

Shanti Das: I got my start in the early ‘90s so I was in the entertainment industry for almost 20 years. 

My first internship was at Capitol Records while I was a sophomore in college and I did that for 2 summers, working in the promotional department. That was back when MC Hammer was on the label, Young MC – really old-school artists.

Once I graduated from Syracuse in 1993, I got hired at LaFace Records in Atlanta, GA. The first record I ever worked on was Players Ball from Outkast. I did promotions on their first two albums and marketing on the last two. And I was actually at the Source Awards in 1995 when Outkast won and Dre uttered those infamous words, “The South got something to say.” 

In the late ‘90s, I also brought Ludacris to L.A. Reid. He didn’t end up signing with LaFace Records, but I was one of the few people in Atlanta who really wanted to bring him to our label. Although I didn’t do A&R, I felt I had a pretty good ear for music. 

Fast forward, when I went up to New York City, I did the marketing on Killer Mike’s first album, worked alongside Jermaine Dupri, and later, got to work with Busta Rhymes. 

Her Agenda: What are some of the struggles you’ve faced in your climb?

Shanti Das: I worked hard to demand my respect in a very male-dominated industry. I learned how to fight for myself in terms of salary and compensation. I eventually figured out what it took in terms of getting an attorney and negotiating what I felt was my value. 

And then also, not being afraid to ask for what I feel I deserve. I think oftentimes we can be complacent with what we’re given because we’re just happy for those opportunities. Whereas men, they’ll have these big pie-in-the-sky outlandish demands, but they ask for them and they get them. But half the battle is asking. 

Her Agenda: Do you have any words of professional wisdom for women aspiring to be business leaders?

Shanti Das: We have to believe and feel that we’re deserving and that we’re valued. I think that’s sometimes where we struggle. Women have to learn how to push forward and really exude that confidence. Really show that you deserve to be there. And the way you do that is by being so good, they can’t refuse you. There’s nothing better than hard work and determination – the statistics and the work will speak for itself.

I wrote a book about my career called ‘The Hip Hop Professional – A Woman’s Guide To Climbing The Ladder of Success In The Entertainment Industry.‘ I stepped away from the industry but I learned a lot as a woman. I understood the importance of mentorship and having people to support me.

Her Agenda: Did spending so many years in the music industry impact your overall health?

Shanti Das: I was a workaholic and I had pretty much dedicated my life to this career. I think I’ve sacrificed a lot of family time, outings, and different things from a friend perspective. The first time I felt like the work was impacting my mental health was around 2010-2011. I [considered ending my life.] I don’t think I meant that at the time. I just was so stressed out, didn’t really have healthy ways to cope, and wasn’t really leaning on mentors. The number of hours I was working, the lack of sleep, and not eating properly – all of that was really taking a toll on my mental health.

Her Agenda: How did you manage the stress?

Shanti Das: I went to counseling for a couple of months and then threw myself back into the work – I should have stayed in there a lot longer. About five years later, I was diagnosed with cervical spinal stenosis. I thought I was going to have to have spinal surgery and my doctor said it was a direct result of stress – I was in my early 30’s. That’s when I knew it was a problem and I decided to walk away – at the height of my career, making a lot of money. 

Then four years later, my best friend took her own life. That really took a toll on my emotional health and wellness, and in 2015, I came close to taking my own life. 

As a community, we didn’t talk about mental health much growing up. Had I been better equipped with tools and really understood what therapy was like, or how antidepressants could have benefited me, who knows? The work that I’m doing now is definitely important work for our community. But maybe had I been better equipped, the journey might not have been quite as tough. 

Her Agenda: What are some of the other ways you’re spreading your message?

Shanti Das: My nonprofit – Silence the Shame – is so important because we’re still knocking down stigmas. As well as my podcast, which I launched earlier this year – The Mibo Show. Being able to talk to others about their journeys and what they’re going through still goes a long way. If we see someone talking about their own struggles and opening up, saying how much therapy has helped them, or different things that they’re doing from a wellness perspective, that is something that we want to permeate in culture and society right? 

I just want to do my part to really try to affect culture in a positive way and bring as many resources to the table, which is why I’m excited about my partnership with Johnson and Johnson. They supply medical experts for each episode of The Mibo Show and they’re really committed to bringing a lot of really wonderful resources to the community so I couldn’t do this work without them. 

Her Agenda: Will there be a season 2 of The Mibo Show?

Shanti Das: I’m going to put it out there and say ‘yes, we’re going to have a season 2’ and God willing, we’ll be able to open up into other industries such as sports and entertainment. Maybe some actors and actresses, the fashion industry, and political icons – just keep these health conversations going.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Shanti Das was originally published on HerAgenda.com

As a young girl in the early ‘00s, I noticed that white men in sharp suits were the bosses and CEOs that employees respected. Fast forward to 2022 I am now able to see a greater representation of women of color, of all ages holding CEO positions which has drastically altered the future I see for myself. According to the Global Entrepreneurship Monitor 2018/2019 Report on Women’s Entrepreneurship, 252 million entrepreneurs out of approximately 582 million in the world are women and it doesn’t appear to be slowing down.

Regardless of how far you have come in your career or how far you want to go, keep in mind that “you are not bossy, you are the boss.”

Check out the impactful advice that these CEOs want to impart for your career growth.

Phylicia Fant, Head of Music Industry Partnerships at Amazon Music, Founder & CEO of The Purple Agency

Phylicia Fant is a music executive with over 12 years of experience as the CEO of her own firm, The Purple Agency. In our interview, she discusses the current state of the music industry, attending Spelman in the 90s, and the power of pivoting. Head of Music Industry Partnerships at Amazon Music, Founder & CEO of The Purple Agency.

Melissa Butler, Founder & CEO of The Lip Bar

Melissa Butler is the Founder & CEO of The Lip Bar who started her company using the coffee grinder and space in her kitchen. Nine years later, her products can be found nationwide in retailers including Walmart and Target, as well as a flagship store in Detroit. In our interview, she discusses creating a community through her products and lessons in entrepreneurship.

Pamela Cholankeril, President at Proudly

Pamela Cholankeril spent 11 years at the Estee Lauder Companies across several roles prior to becoming the President at Proudly, a babycare brand uniquely developed for melanated babies and co-founded by Gabrielle Union and Dwyane Wade. In our interview, she discusses her role and how she hopes to shape the brand.

Alexis McGill Johnson, president and CEO of Planned Parenthood

Sitting at the helm of both the role of president and CEO of Planned Parenthood Federation of America and president of the Planned Parenthood Action Fund, Alexis’ dedication to a world of equity is unparalleled. In our interview, she discussed the reversal of Roe V. Wade, being the leader of Planned Parenthood, and how saying ‘yes’ is self-care.

Kim Myles, Executive Producer, Host

Kim Myles is an Executive Producer, Host, Designer, and Hairdresser. After winning Season 2 of HGTV’s Design Star, she starred in her own show Myles of Style, and her new project, High Design, is a cannabis dispensary renovation show on Discovery+. In our interview, she discussed television and the cannabis industry.

Suzi Weiss-Fischmann, Co-Founder & Brand Ambassador of OPI

Suzi Weiss-Fischmann, Co-founded the industry changing nail lacquer brand, OPI, in the late 80s. From her first job at Dairy Queen to being named ‘The 1st lady of Colors,’ Suzi’s self-worth remains frankly unpersuaded by accolades. In our interview, she discussed being a woman entrepreneur in the 80s, the current state of the beauty industry, and what every woman needs to conquer the world.

Tonya Lewis Lee, Filmmaker, Entrepreneur

Tonya Lewis Lee is a filmmaker and a multi-hyphenate entrepreneur with various projects under her belt. Her latest film, Aftershock, available on Hulu, delves into the heartbreaking Black maternal health crisis. In our interview with her, Tonya discussed her new film and her commitment to health and wellness.

Toni L. Bullock, Director of Development, Unscripted Originals at Vox Media Studios

Toni L. Bullock is the Director of Development, Unscripted Originals at Vox Media Studios, and Founder of Callsheets 2 Cocktails. As an award-winning producer, she believes that being a creator is nothing without also being a connector. In our interview with her, Toni spoke about what it’s like being a development executive, the importance of being strategic in your life, and why having a house in Malibu isn’t the only goal on her vision board.

Teri Williams, President and Chief Operating Officer of OneUnited Bank

Teri Williams is the President and Chief Operating Officer of OneUnited Bank, America’s largest Black bank. Teri shares a passion for the almighty Black dollar; creating wealth and educating others on doing the same. In our interview, Teri discussed Black ownership, the power of the Black dollar, and her daily responsibilities.

Justine Lucas, Executive Director of the Clara Lionel Foundation

Justine Lucas is the Executive Director of the Clara Lionel Foundation, founded by superstar and mogul Rihanna, and is actively challenging global inequality on a daily basis. Despite playing an integral role in today’s most influential, nonprofit initiatives including the Diamond Ball and Global Citizen Festival, Justine doesn’t sound strained with responsibility. In our interview with her, Justine discussed changing the world without money, finding peace, and pursuing a career in public service.

[Editor’s note: This article was originally published on August 22, 2022.]

This article 10 Best Pieces Of Advice For Aspiring CEOs was originally published on HerAgenda.com

How does someone go from being an apprentice graphic designer to the Vice President of Consumer Media at Springer Nature and President of Scientific American? Kimberly Lau attributes her non-traditional career path to a desire to be a decision-maker. 

Kimberly’s decision to go to business school after five years in graphic design led her to what she calls her dream job: working in the digital division of Hearst Magazines. From there, she became head of digital strategy at The Atlantic, developing the organization’s digital brand. In 2022, she was hired by Springer Nature and Scientific American, where she wears two hats managing a legacy media brand and translating scientific research into information that can be easily digestible by everyday people. 

We sat down with Kimberly to explore her experience and what advice she’d give to those who aspire to leadership roles. 

Her Agenda: Tell me about your professional journey. What interested you about business, and specifically the business side of media? 

Kimberly Lau: I have a non-traditional path. My love for media did start at a young age. I was really obsessed with magazines when I was a teenager, but never really thought about what a career would be. 

I started out with an economics degree, but I graduated from college and decided that I really wanted to be a graphic designer, which I know sounds a little bit insane and I wouldn’t recommend that as a path to people. I worked for the first five and a half years of my career as a graphic designer. I realized in those five and a half years that I was a terrible designer and that wasn’t where my future was. I worked with some amazing artists who were amazing designers and were very skilled and I could see clearly that that wasn’t my strength. But I also could see that I had strengths in project management. I’d started getting into web design, which in the late 90s everybody was trying to figure out, and I was really enjoying that. Then, more importantly, I was working for a nonprofit and I couldn’t really see how the decisions of the company impacted the things that I was doing or being tasked with so I decided at that point that I wanted to be in the position to make those decisions, which led me to get my MBA. 

Getting your MBA is like a two-year job hunt. I pursued many paths over that period, but ultimately kept coming back to the question: What is my dream job? What I decided was I really wanted to work with creative people and I had a love for media. I was fortunate enough to land my dream job at Hearst Magazines in a new digital division that was tasked with trying to set up the strategy behind their websites and monetize those websites. I had the opportunity in my six years there to develop digital strategies to work on new media formats like video, to work closely with editors, and to structure partnerships. It was a really formative education on all things media and that sort of set me on my path. 

From there, I went to The Atlantic, where I was in a slightly more operational role and they brought me in to head up digital strategy and partnership development. Essentially, I was in charge of everything that wasn’t editorial or sales and had a really great almost 10 years at The Atlantic. As a brand, we had some real successes over that time. 

Then I was looking for my next gig and found Scientific American. I’m now VP of Consumer Media for Springer Nature and President for Scientific American, which means I essentially have two businesses. I have Scientific American in the US and then its sister brand Spectrum in Germany. We’re about 18 months in and it’s been a good ride so far.

Her Agenda: How do you define “consumer media?” What does it mean for your new role and what does it look like for Springer Nature and Scientific American?

Kimberly Lau: Springer Nature is one of the largest research publishers in the world and what that means is that at the core of their business is publishing research papers in journals and all the aspects associated with that. It is not ultimately a business that’s focused broadly on the masses. So our two brands are really the only brands that are focused on trying to take and translate science for a general population. So “consumer” really just means that Scientific American’s audience is a slightly wider audience than the rest of Springer Nature’s focus. The primary way that these two brands have made money in the last 20 years has been really from subscriptions being sold to individuals. Functionally what it means is that as a business within the larger company, the way that we think about our business, the way that we operate, and the things that we need to do are just slightly different than the rest of the business. There are some overlaps and with digital there are more similarities in the future than there have been necessarily in the past. But it does mean we’re kind of like a unicorn within Springer Nature. We’re a little different than the rest. We’re essentially focused on cultivating broad consumer audiences, and then monetizing through subscriptions as well as advertising partnerships.

Her Agenda: Now that you are a decision-maker, what is your vision for the future of Springer Nature and Scientific American? 

Kimberly Lau: Scientific American is the oldest magazine in the United States [that is still in production today]. It’s 178 years old and has historically been a magazine. What’s really exciting about where we’re at, and what we’re doing, is that the future of media is less about a specific format. So it’s not about us being a magazine, it’s about us being a multi-platform brand. That sounds simple and maybe easy to do, but it requires very different skill sets. In some ways, it requires us to be expansive in how we think about the brand and how the brand evolves over time. We’re at another pretty critical pivot where a lot of what we’re thinking about today is: How do we cultivate and inspire and develop the next generation of science enthusiasts? 

It just so happens that we’re at a point in time in the world where the need for science-based information, in many ways, has never been greater. Part of what we’re trying to do as we reimagine and expand Scientific American is to think about that next generation. We’re launching a redesign of our brand, which [partially] manifests itself in the logo. We will have a redesigned print magazine, but you’ll also see this new logo across all of our social media sites. We’re also launching on TikTok later this month, which we are a little scared about but also very excited about. It’s definitely a platform that I have a lot to learn about. Fortunately, we’ve got some people on the team who are very knowledgeable and I’m confident are going to produce some great stuff. 

What’s exciting going forward is figuring out how to push the brand to expand, [while also] staying true to what we’ve always wanted to do, which is share the most interesting science stories, educate, and inspire people. But how do we do that in ways that we haven’t in the past? We’ll continue to do feature articles, but it will come through in our podcasts, it will come through in our video content on TikTok, everywhere else, and whatever comes next. 

Her Agenda: What are some challenges facing digital media brands in our current climate?

Kimberly Lau: One of the big challenges is just the speed of change. When you’ve been doing one thing for a really long time, you’re not necessarily used to having to change and reinvent yourself and think about how you take advantage of new platforms on a daily or yearly basis. This year in digital we’re seeing traditional distribution channels mature and actually change pretty dramatically. In the last 10 years, Facebook has been a big source for most news outlets’ traffic, and that is changing what feels like overnight. If you watch the dumpster fire that is Twitter, or X, for the past 10 years, those platforms have been critical pieces of most digital media strategies and they’re literally remaking themselves overnight. Not only do we not have control of those distribution points, but we have to keep up and we have to figure out what’s next. That requires that we as a team have the agility and the capacity to do that, which is something that for most brands going from legacy formats to digital was quite difficult. The team is doing great, but it’s definitely one of the big changes that require thinking out of the box: How does Scientific American represent itself in a short video format versus an audio format versus print? The speed of change is a big challenge. There are other things like the ongoing decline of newsstands and print that continue to be challenges for anybody who’s made money and continues to make money in those places. But that’s not necessarily surprising, just part of the ongoing management of trying to maximize where our opportunities are.

Her Agenda: What challenges have you faced as a woman in the business industry? 

Kimberly Lau: When I was starting out, I really didn’t have a vision. I went to business school in 2004 and my class at [UVA Darden School of Business] was 20% women. It was, quite honestly, the first time in my six years of working that I’d ever felt that I was at a disadvantage. I had a wonderful time at Darden, it was lovely. But you start to feel it when only one out of five people is a woman. In some ways that prepared me for when I went to Hearst, and I had meetings on the executive floors. By and large, the only women on the executive floors are admins. I don’t know if you’re ever comfortable in those situations, but it prepares you. 

I was really fortunate because I had a lot of wonderful mentors. With the exception of one, I’ve only had male bosses and I’ve never had a bad one, to be honest. There were different strengths across the board, but I’ve had a lot of good mentors and bosses. 

The biggest challenge when I look back on it now was actually when I had my first daughter. I was in a position where I traveled a fair amount with men and some of them had kids, some of them didn’t, but they all had partners at home that had more flexibility or were the primary parents. I spent a lot of time pretending like I didn’t have kids, which is not necessarily what I would recommend people do today. I think things have actually changed a lot for the better, but the only way that I made it work was by having full-time care. We had a full-time nanny, which we were fortunate to be able to afford, and I also had a husband who was as invested in my career as I was and, even though he had his own career, was willing to be 100% a partner. 

The one piece of advice I would give people is when you’re thinking about your partner and thinking about where you want to be it’s important that you share those interests and those goals because without a doubt my husband has been a critical part of ensuring that I can take every opportunity, and I can tackle them almost like I didn’t have kids. [He and I] being on the same page with that was really critical. 

Her Agenda: You mentioned the positive impacts mentors have had on your career. What were some of the most impactful mentorships you had?

Kimberly Lau: My first boss at Hearst Magazines, was a man and he had been in the business for years. He was amazing because he took me under his wing. He knew so much about the industry, and about the company and was willing to sit down with me before every meeting and talk to me about what we were trying to accomplish. I didn’t really understand this at the time, but what he was really doing was walking me through his own thinking process so that I could take that and be able to understand why we had the conversations we had and what we were seeking to get out of it. One of the things Hearst has always done really well and that he sort of embodied for them was in thinking about strategic partnerships and how you partner with other companies. To this day that is part of my ethos and how I think about who we work with, why we work with them, and how we make them a successful part of our story. We have a partnership now at Scientific American and Springer Nature with one of our commercial partners, Takeda Pharmaceuticals, and one of the reasons it’s so successful is that it’s really a multi-year, multifaceted partnership where we spend a lot of time together. We understand across many levels what’s important to each side where our strengths are, taking the time to build those kinds of relationships really pays off.

Her Agenda: What advice would you give to someone who aspires to a leadership role or who is interested in business?

Kimberly Lau: An MBA can be super useful, but it depends on the person and where you are in your career. It made tons of sense for me. There’s a financial calculation you have to do for the investment and the cost of an MBA versus the return. 

The thing that I would just remind people is that by and large, it’s not rocket science. Budgets are just trying to figure out what your costs are going to be and how much you’re going to get back on that. Strategy is really just another word for making a plan. So my encouragement would be: number one, don’t be intimidated. Number two, don’t be afraid to ask about what you don’t understand. It’s also true that in every industry we can get into the habit of using acronyms or shortcuts to things and forget that people don’t know them. My first year working for Hearst I was using Google every five minutes, just Googling terms that I didn’t understand. And that’s after I’d had two years of business school. So don’t be afraid to ask questions. Don’t be afraid to Google. Just know at the end of the day, there are a million business people who are not trained in business. There’s a lot that you can learn on the job and in the moment. If people are interested in that, I would encourage them to take on leadership opportunities, be curious, and ask lots of questions. It will come in time.

This article A Peek Inside Her Agenda: Kimberly Lau was originally published on HerAgenda.com

Daphne E. Jones is equal parts daring and diligent. Daphne’s career has spanned decades including executive leadership roles in engineering at Fortune 50 companies like IBM, GE, Hospira (Now Pfizer), and Ortho Clinical Diagnostics (Johnson & Johnson). 

As a business leader, much of her career was dedicated to business transformation and process improvement —today her day-to-day has shifted out of the workplace as she has retired, but her goals have remained the same, to help people and to make the complex simple.

From her book ‘Win When They Say You Won’t: Break Through Barriers and Keep Leveling Up Your Success’ to her business focused on getting more executive leaders board-ready, Daphne wants to take her lessons from corporate America to teach the next generation how to reach their career goals.

Her Agenda: You’ve had such a successful career with lots of different titles, but what I found interesting is that someone told you you should go to secretary school. Talk to me about reckoning with the idea of going to secretary school versus what you actually wanted to do.

Daphne E. Jones: It was a conflict for me because my mother always told me that whatever has my mind has me. If education has my mind, then I’m gonna be well-educated. If that silly boy down the street has my mind that I’m gonna be that silly girl sitting next to that silly boy. So she was focused on education and I skipped first grade because she really hammered math and reading into me.

So on one hand it was her like, push, push, push. You can do it, you can do it. And then on the other hand was this man who was clearly paid to advise students. When you have somebody like that, then you sort of say, well, he must know what he is talking about.

And so I was diametrically opposed. I said, okay, well he knows what he is talking about. Let me go ahead and go do this thing. And because I asked him, why haven’t you come to see me about going to college? And he was like, ‘well, yeah, because you shouldn’t be going to college. Black girls don’t really go to college unless they want to become a secretary. You can go to secretary college.’ He said, ‘if you get in, you won’t graduate because you know you’ll probably fail. And if you do happen to graduate, nobody’s going to hire you.’

[To him] I didn’t represent a person who could be the CEO of her own startup or be the highest-ranking African-American in IT for all of General Electric. I didn’t represent that. I represented somebody who could watch his children or cook his food.

It was a dichotomy. [On the one hand, it was] don’t go to college, Daphne. [On the other it was] you can do anything with education. [Ultimately I realized that] he was wrong after I got my bachelor’s degree in three years instead of four, and I got my MBA in one year instead of two.

I’m like you know what? The word is not impossible like he gave me. The word is inevitable. It’s just a matter of time if you put your mind to it and you have the right mindset and the will set. You go to school, you get the skill set, and then you’ll have a skill set for life. I apply that every day of my life. 

Her Agenda: Why did you end up pursuing the STEM route over something like communications? 

Daphne E. Jones: That’s a great question. I have no idea. If I had known that what I was going into is what we now know as STEM, I would’ve passed out, fainted, then I would’ve quit.

Because I didn’t know, I just knew that I wanted to work for IBM. I got a job offer as a National Bank examiner to go around to the different regional banks like Chicago and wherever all the, the top, it was like seven or 10 regional banks in the country and going around to them.

So I had the IBM job. And I just knew that IBM was the baddest company on the planet. I saw their billboards, copiers, and mainframes and said, ‘God, I wanna work for that company.’ I didn’t know what they did but I know that they train you and they teach you what you need to learn.

I’m like that’s for me. And then I get in there and I’m learning how to cobalt, how to read assembler and binary. I’m like, what am I doing? But if he can do it, sitting next to me, then I can do it. 

So I didn’t know that that’s what I was getting into. And sometimes ignorance is bliss. 

And I learned how to talk to people. And through my talking to people, they would buy the equipment from me or they would trust me that I would help make sure that the solution that they were getting was actually gonna be right. It wasn’t a pure STEM program all day long, it was also connecting with humans and people to help them get their dream, their vision of what they wanted the technology to do to help them. It became about people more than it became only about STEM. 

Her Agenda: How did you decide to open up to write this book after this amazing career? 

Daphne E. Jones: I started writing the book probably about 13 or 14 years ago, and so I didn’t have it in my mind just to start after my career.

One of the things that I did at IBM was I got promoted to a large systems instructor role. So I was teaching people how to manage and run mainframes. I learned that I love teaching people stuff. But of course, I couldn’t stay in that role forever because it was a transitory role. I could only be there for like a year and a half, two years, and I had to move on and move up.

I could not devote the time to really write the book from beginning to end, cover to cover from top to bottom but I knew that I had it in me. I knew I had to share all this stuff that I’ve [experienced] over the years, including when I was beaten up by a white gang and when my boss would move me away from my team because I had too much power.

And so this, it was in me. I decided that even though all these things happened to me, it was time for me to share with people that this is how you get to the top and this is how you stay there. 

I just started asking people who I knew had written books. How did you do it? Where’d you start? Can you introduce me to your publisher? Introduce me to your ghostwriter. Introduce me to all these people that I didn’t know who I needed. One thing led to another and it came out in November 2022.

Her Agenda: One of the things that stood out when researching about you, was that you like to use different acronyms. Talk to me about why you kind of use that to teach.

Daphne E. Jones: I believe that one of the strengths that I have is that I make the complex simple. I believe that when you can give somebody three letters or maybe four letters that make up a word, then they understand the concept and then they’ll remember the phrase. It’s not that it’s complicated, but how do you make it like this rolls off your tongue? And so that’s why I did the acronyms.

What I did was I chose to use my technology background, having been a programmer, there’s a cycle that you go through when you want to bake a cake, right? You buy the ingredients, you mix them together, you put ’em in a pan, you cook it, and you frost it. And every time you want to bake a cake, you do those same five things. So when I looked at writing programs, whether it be an app on your phone, all of those apps were developed using a cycle, wash, rinse, repeat, called the systems development life cycle. So every code that’s ever been written, people write using a cycle. They plan it. They build it, they run it, and then they maintain it. That’s the life cycle. So if an app can do that, if an app can be maintained and get bigger and better over time, why can’t we?

Why can’t we, as human beings, learn how to get bigger and better? And that’s where the thought of E.D.I.T. came from. E.D.I.T. is not a software development lifecycle, it’s a professional development lifecycle. So it’s not an S D L C, it’s a P D L C, and it stands for Envision, Design, Iterate, and Transform.

Just like you transform from not having an app To having that app, you can transform from being a person who doesn’t know how to swim to somebody who is transformed into a swimmer. You envision all that stuff. You design your plan, and then you step out there and you try it. You step out and try to go into the swimming pool and learn how to swim for the first time. You go out there and try it and you iterate. You won’t succeed always the first time.

That’s why you iterate. Iterate means you repeat the cycle. You learn from your mistakes, and you go back out there. You never quit. You keep going and then after you iterate enough times, trust and believe, you’ll be a swimmer. You may not be able to be an Olympic swimmer, but you’ll be able to swim and then you figure out, okay, now I learned how to swim.

What else can I go back and do? So you go and you’ve transformed into a swimmer, but you go back to the E and edit and you envision, well, now I want to learn how to be a lifeguard. Okay, so that’s your new vision. And then you design, well, how am I going to become a lifeguard? And then you design that plan, you know, and you take more lessons or whatever, and you try out to be a lifeguard.

Next thing you know, you’re a lifeguard, you’ve transformed, and then you go back and you say, well, maybe I could become a scuba diver. That takes another level of skill. So, you are improving yourself along the way. You are successful because you’ve learned how to envision. You’ve learned how to design a plan and approach. You’ve learned how to stick with it when you iterate, and the next thing you know, you’ve transformed and you haven’t only transformed yourself. You’ve also transformed people around you. People now say, well, boy, how did she do that? Well, she can do it. I know I can do it. You have transformed not only yourself, but you’ve transformed the people who are around you to learn how to win and not quit. 

Her Agenda: I like how you’ve broken that down in a way that’s a true framework. One more question, your current work is about getting leaders to be on boards, that’s always a big topic of conversation because we believe we need more representation. So tell me how your company is helping to solve that problem as well as what can our audience do today to set themselves up to be on a board.  

Daphne E. Jones: I have a mission-based company, even though it is for profit. My mission is to democratize board access and demystify it. We do that by going after those people who are overlooked, undervalued, underappreciated, and unrecognized. That’s usually women and people of color.

Not only diversity from a race and gender standpoint but also diversity of experiences and function. You can’t have all CEOs and CFOs on a board because there are issues around the supply chain, there are issues around human capital management and the quiet quitting, or the quiet reset, or whatever we want to call it. There are activist investors who want to buy your company up and get rid of the board. So you need people who understand mergers and acquisitions. You need all of that. 

I have represented my team as a CIO, a Black lawyer, and a former CEO, so what can people do to get ready? Number one, it starts with the mindset. You have to say, well, in about 10 years, 20 years, 30 years, I want to be on a paying board. And so you start by understanding what a board is and you start by getting on a not-for-profit board.

And then number two identify what your superpowers are. Like I said, everybody’s got a strength. Everybody’s got a superpower. If you are great at finance, you’ll be perfect on a board. People need to understand finance, sales, marketing, manufacturing and distribution, and warehousing. You don’t have to be an expert on all of those but understand the value chain of business and how you can speak the language of business.

And I say the third thing is to find a board that you like. Look up Xerox. Look up Google, whatever board, and look at the people that serve on those boards. See the composition and say, okay, I see that person right there. They have my skill. Find somebody that you can get behind and follow them on LinkedIn and find out what they did to get to where they are, follow their background, follow their pedigree, what roles they play, and if they’re close enough to you, you may be able to follow their footsteps as a role model. 

My last point is to let the right people know when it’s time when you feel like you are ready to join a board. You let the right people know that you want to join a board. You let your boss know because some bosses don’t let you serve on a board, but if you start with a not-for-profit board, you’ll be fine and while you do that, you’ll get the experience behind you.

[Editor’s note: This has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Daphne E. Jones was originally published on HerAgenda.com

Lorelei Williams attributes her early interests and passion for public service to her 80s upbringing in Harlem. She recalls riding the bus from her Harlem neighborhood as a student into a different world that opened her eyes to the complexities of race, class, and gender in society.

During her 20 years as a philanthropic strategist Lorelei supported fundraising, program development, and social justice in both the nonprofit and for-profit sectors. In 2021 Lorelei was appointed as Warner Music Group/Blavatnik Family Foundation Social Justice Fund’s first Executive Director. She oversees the grant strategy that invests in local and international organizations on the front line of social justice.

During our interview, she shares her insights on the importance of language, and solidarity in our community through her own personal journey to help create a better world.

Her Agenda: Throughout your 15 years of experience there is a common theme around philanthropic and community work. What was your motivation for choosing this career path?

Lorelei Williams: It’s a two-part answer. The first part comes from growing up in Harlem the way I did in the 80s. It wasn’t the Harlem we have right now. My twin sister and I were raised in the projects. It was always a shooting, drug use, and just a lot of violence in the neighborhood. I got an up close and personal view. However, my environment began to change after my twin sister and I received a scholarship to Prep for Prep.

Riding the bus to this private school, we would watch the whole landscape change from the crack addicts and liquor stores and then you’d be on Fifth Avenue. I would see my classmates rolling up in town cars and limos. I started to understand very quickly the ways race, class, and gender informed what life choices and chances that I had. Through this experience, I began to get involved in activism and organizing as a high school student. This later carried forward to college. I was often involved in nonprofit spaces and was tasked with having to raise money for these organizations. However when I got a Fulbright scholarship and went to Brazil I founded a youth leadership program. In the midst of that hustle, I said, you know what, I don’t want to ask anybody for another cent, I want to be on the other side of the table.

Her Agenda: How did your collegiate experiences at both Harvard and Yale impact your definition of community and philanthropy?

Lorelei Williams: Yale to me was similar to an HBCU. I know people will think that is a crazy thing to say. While at Yale I was the head of the Black Student Alliance, and ran the Urban Improvement Corps a Black tutoring program that all the Black students at Yale participated in to connect with young people in New Haven. I was in the gospel choir, I went to the Black church at Yale. Everything I did I was surrounded by people who looked just like me. There was a sense of community that made building your own so easy. My sister and I later went on to become founders of a movement called the Black Solidarity Conference where we brought Black students across the country together. Yale was a place where I was able to feel and grow my passion.

At Harvard my experience was quite the opposite, I found the community was just in survival mode. Harvard gave me a degree and made me very strong. I knew I could overcome any challenge after that experience.

Her Agenda: What is your best piece of advice for readers who want to take the leap into social justice philanthropy?

Lorelei Williams: You do this work because you love it; because you believe in it.

People have this misconception that giving away money is easy and that working at a nonprofit is not as difficult as working at a for-profit/corporation. I’ve done both and I can tell you, particularly at the level of work that we’re doing there’s a lot of thoughtfulness and strategic planning that comes with this work. For me, it’s the love for Black folks, and also the love for conviction around social justice and racial justice.

It’s easy to get deterred from your path. It’s easy to get co-opted. So you have to know why you’re here and you have to have that vision for the long term. For me, like so many of the nonprofit leaders and social justice folks, you have to know that you would do this work if they paid you or if they didn’t pay you. You need to have that type of love for it. And I do, that’s why I’ve been doing it for 20 years.

Her Agenda: The mission of the social justice fund is to invest in global organizations that are aiding in creating equitable communities. Why was it important for the mission of the fund to focus on global impact in addition to local community impact?

Lorelei Williams: Two fold, Warner Music Group is a global company in 48 different territories. When everything was happening in 2020 around police brutality naturally the company got feedback from their employees and their artists globally, to do something about it.

We have to step up. This was a mandate that came about in a way not just from the US, but from all entities of the company. For someone like me because I wasn’t part of the founding, I came a year after; what attracted me to the fund was that they had a global vision and the diaspora at a vantage point. You can’t talk about Black liberation in the United States without talking about what’s happening in other multinational countries, right? A more just and equitable society doesn’t evolve in isolation.

Her Agenda: There is a total of 107 HBCU’s located across America. What inspired the decision to financially support the establishment of the Warner Music/Blavatnik Center for Music Business at Howard University?

Lorelei Williams: This was one of the first grants, a flagship grant of $5 million over five years and it came together before I became Executive Director. However one of the major motivations was that there is a large network of Warner Music Group & Atlantic Music employees that are Howard Alums. The network was pre-existing.

It’s the natural connection and that HU love. Howard plays a pivotal role both as an HBCU but also as an American University. The level of scholarship, the standard of Black excellence as a tradition at Howard, and just that sense of anchoring in the nation’s capital. We wanted to ensure a real pipeline, not just an infrastructure being created for training. We want to give and connect them with internships and mentorship opportunities that translate to jobs. This is a longer-term longitudinal plan that we have with this particular grant and relationship.

Her Agenda: Let’s talk about the Board of Directors. I noticed the board is not the typical norm you see within a corporate space. Was that their intentionality?

Lorelei Williams: The board came together before I joined but this fund was born from people who cared most about the issue [of racial justice] and spoke up. At the time, the former CEO was attuned to this issue and listening to Warner Music Group people who were speaking up and who were particularly engaged in this work before the fund was born. This led to natural alignment when establishing a board of directors. It’s created an interesting composition: we have representatives from Warner Music Group; from the Blavatnik Family Foundation and a team of external advisors. It’s a nice mix of different viewpoints, people who bring external expertise, and those who are intimately connected to the music industry. It’s a sense of bridging aspects of community, industry, and engagement on the board.

Her Agenda: The WMG/Blavatnik Family Foundation Social Justice Fund was founded during the pandemic at the height of George Floyd’s murder. How is the fund addressing police brutality?

Lorelei Williams: It’s a huge priority for us. One of our core partners in this work is the Communities Transforming Policing Fund housed at Borealis Philanthropy. Through that work, we’re supporting about 40 different organizations that are working on issues surrounding police brutality all across the country. The organizations span from the policy level to community organizing.

The first key piece of that work is reframing the definition of public safety. The main focus is how do you keep Black people safe. That’s really what’s at the heart of it and continuing to think through how we can invest in the public safety of marginalized communities more broadly – by resourcing community-led approaches to policing, mental health supports, ending the school-to-prison pipeline and legislative reforms to reduce the number of deadly encounters with the police, among other strategies. Overall we are continuously asking ourselves the question of how we reimagine public safety and how we create more spaces that are life-affirming for people of color.”

Her Agenda: Having partnered with brands such as Ford Foundation WK Kellogg Foundation and Season Fund for Social Transformation. What is your strategy for garnering such prominent partnerships throughout your career?

Lorelei Williams: Integrity is the key piece and having a consistent north star which for me, is racial/social justice. Beyond the integrity piece, it’s about relationships. Relationships have been the catalyst to every one of the next subsequent opportunities throughout my career. I’ve never been strategic; it evolves naturally and organically.

Her Agenda: Outside of serving as an executive director you have a deep love for writing. In your own words, you mentioned it being your first love. How has writing helped with your self-care?

Lorelei Williams: Writing is like a mirror and a river for me. The river is transformative and cleansing and the mirror is my chance to reconnect and check in with myself. I’m a single mom, I’m in a relationship, I’m a caregiver, I do extensive work through my job. I move quickly, it’s a balance. Sometimes you don’t get a chance to really see yourself and understand how and why you’re moving in the world in certain ways. Writing has been important for me to process everything going on around me. Writing allows me to be vulnerable and connect with myself on a deeper level in the midst of it all.

Her Agenda: How has being a mom allowed you to lead with intentionality throughout your career?

Lorelei Williams: My daughter has taught me flexibility, patience, and understanding. I have a great sense of appreciation for the ways that people move in the world differently. Everybody’s not built the same. I have more of a curiosity about why people move and work in the world the way they do. Becoming a mom made me not have time for nonsense. My life is busy and demanding.

I’m not a flowery person even though I’m a poet, I’m pretty straight to the point. Having a child has made me disciplined. I have no choice but to be disciplined if I want to get things done. I have this sense of urgency now about the world I want to build for my daughter and the legacy I want to leave for her, and I want to equip these incredible organizations that we’re working with to build the same for young people in their community.

[This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Lorelei Williams was originally published on HerAgenda.com

When Carla Vernón joined The Honest Company as CEO in January, she also became the first Afro-Latina CEO of a U.S. publicly traded company.

Spanning two decades of growing consumer-driven brands, Carla used her leadership skills as VP of Consumables Categories at Amazon to lead double-digit topline growth in Amazon’s baby care, household products, food, beverages, health and wellness, and beauty categories and transformed the shopping experience, product selection, and seasonal merchandising strategy across Amazon’s beauty stores. She also guided General Mills as Corporate Officer and Division President to grow the brand to the second-largest maker of natural and organic food in North America and grew sales of iconic brands like Cheerios, Nature Valley and Lucky Charms to record growth.

Carla is down-to-earth, honest, and passionate about helping America’s multicultural groups get the recognition they deserve. In addition to her influence in the C-Suite, she serves as co-founder of the Princeton Tiger Sisters, a network of 1,250 female Princeton alumnae and students from the African American diaspora. In partnership with Honest’s Founder and Chief Creative Officer Jessica Alba, Carla is determined to take this new step in her business journey by expanding the awareness of Honest as a clean and conscious company with purpose-driven consumer products designed for everyone.

Her Agenda spoke with Carla about where she plans to take Honest, her corporate journey breaking the glass ceiling, and what she experienced to get to this milestone.

Her Agenda: How does it feel to be the first Afro-Latina CEO of a publicly traded company in the US?

Carla Vernón: It makes me emotional when I think about it. I’m so proud to be of Panamanian descent. We’re a proud but small group of people. And my father’s not alive anymore, but he was the proudest dad you could imagine. So I really think about what a punctuation this was on his journey as an immigrant to come to this country with barely anything but just a few belongings, and going to college with that ambition that so many immigrants come to the United States with for themselves and for their children knowing that this is something that we can accomplish.

Her Agenda: How does being the daughter of a Panamanian immigrant and one of NASA’s Hidden Figures influence your work today?

Carla Vernón: I start my life story by grounding it in my parents’ breakthrough journey as Black people in the United States. It is so important to set the foundation of why I was so focused to reach my own personal best by thinking about what barrier-breakers my parents were.

Many Panamanians are Black Latinos originally of Jamaican descent. When my father came to this country, he came to the United States from a country where he was free. He was seeking a better opportunity, which is really a big statement to say when you’re coming to a country where many of your rights and privileges will be taken away.

And my mom is such a barrier breaker. She was indeed a NASA Hidden Figure in Louisiana at the NASA plant that was just outside of Baton Rouge. She’s a game changer who was always striving to do things that were beyond what people defined women could do at her age and stage.

My parents both achieved their PhDs and always encouraged us to reach our maximum and personal best. Having a NASA Hidden Figure for a mom and a Panamanian father who came to this country during segregation sets you up to have the mindset that there’s nothing you can’t do if you give it your all and do not let anybody stand in your way of reaching your personal best.

Her Agenda: How has being yourself helped you to recognize trends in consumer shopping at Amazon and General Mills?

Carla Vernón:​​ It allows me sometimes to see the data differently.

I’ll use an example from when I was managing all of the household, beauty, baby, and grocery categories at Amazon. Sometimes we would look at our competitors’ top-performing items and I would see which ones were doing well at other retailers that weren’t doing well at Amazon.

I could look at that data and say, ‘Oh, these are beauty products used by people of color.’ And I remember saying in a meeting, ‘This looks like it was in the top 25 or 50 items at another retailer. They must have a better selection for people of color.’ Nobody else on the phone was of Black or Latina heritage, so they were like, well, how do you know about these particular products? And I said that those are brands I’m very familiar with. I know what kind of comb that is. That’s a comb for people with curly hair. Those were brands that were very familiar to me because my lived experience was different and not familiar to anybody else in the room.

"At The Honest Company, we want to design and build our products and how we talk to consumers in a way that recognizes what today's people look like."

Carla Vernón

Her Agenda: So I want to ask you about your role as CEO of Honest. Where are you planning to take the company?

Carla Vernón: The Honest Company is such an amazing, superstar company. In the four months, I’ve been at Honest, I’ve become more confident about the products made by the Honest brand, the inspiration of our founder, Jessica Alba, and the path we have ahead.

When I came to Honest, one of my main observations was that Honest is this little-known gem waiting to shine its light in more homes. We’re only in 4% of households today, even though the products are some of the best formulated. There are 3,500 ingredients that we don’t use in our products because we’re always on a journey to have clean and sustainable considerations when we develop a product. And yet the products work so well.

At The Honest Company, we want to design and build our products and how we talk to consumers in a way that recognizes what today’s people look like. I’m very excited to continue to push on that and make sure that this generation of shoppers sees that the Honest brand speaks to them authentically in our marketing and product development.

Her Agenda: How are you planning on getting Honest’s products into more households?

Carla Vernón: One of our newest product launches is a great example of how we want more people to know about Honest.

It’s a green juice serum. It comes in this gorgeous glass bottle that’s green because the ingredients come from fruits and vegetables. It was developed because we know that Latine households really value products that bring a benefit from nature.

We wanted to make a product that would speak to this growing constituent of households. We also wanted to make sure that we brought it to life in our marketing campaign with relatable, Gen Z influencers. So I think that that’s a great example of how we can make sure we have different ways of reaching different consumer bases to introduce them to Honest at earlier stages in life.

Her Agenda: Sometimes corporate bosses try to put you in a box, but you rose and became the CEO of Honest. How were you able to navigate those barriers and be authentic?

Carla Vernón: I started in the corporate world in a different millennium, when the rules were pretty specific about what you should wear and that you should speak in a corporate, rounded way in order to get your point across.

Many times, I was given coaching that encouraged me to be more like the middle of the bell curve. The average of what people look like versus the unique ends of the bell curve, which is probably where I gravitate more to. In corporate America, there was very little about me that fit. And what I came to notice was that when I tried to squeeze myself into the prototype that reflected the average and norm of corporate America, it was so constricting and confining.

When I finally recognized that that was tiring and it just wasn’t working for me and I broke out and said, I’m going to sprinkle a little more Carla into all of this, I had more energy. My innovation and creative ideas were actually more breakthrough and more unique. Those insights are why I’m different because they are the ones that allowed me to spark growth in businesses and see opportunities or consumer groups we were leaving out in ways that others couldn’t.

Her Agenda: For any woman of color aspiring to enter the C-Suite but facing hardships in the corporate world, what advice would you give to them?

Carla Vernón: My advice to anyone who’s still on the bumpy roads and uphill moments of the journey is to always remember what you believe about yourself.

You will get so many signals from either the work being very hard, everything not being a win, or people who just don’t see your gifts in you. If you know you have your own assets and your own gifts, never stop reminding yourself what you know to be true about your gifts. That is your inner superpower. That is your battery pack to stay energized for the tough sledding that we will all encounter. And one day, while making that pace up the hill, you will be on the top surveying all that you’ve conquered and be thankful that you remembered to stay true to your own self-knowledge of your gifts, skills, and talents.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Carla Vernón was originally published on HerAgenda.com

Community, passion, and leadership are words to describe the President and CEO of the New York Urban League, Arva Rice. For years, Arva has dedicated herself to creating pathways to success for young people, primarily girls and women of color. With more than 15 years of experience working in the nonprofit industry, she also has extensive experience in collaboration building, strategic marketing, fundraising, and marketing. As the CEO, leading the way for underserved African Americans, the New York Urban League has ignited over 1 million Black people to achieve their highest aspirations.

Her Agenda spoke with Arva to learn more about leadership from the perspective of a CEO running a philanthropic business, as well as a little bit about the woman behind the business.

Her Agenda: Outside of being a CEO, what do you spend most of your time on? And what do you enjoy doing the most?

Arva Rice: I think the thing that I probably spend the second most amount of time on, honestly, is serving as the Interim Chair of the Civilian Complaint Review Board, which is New York City’s largest oversight agency for the police department. I would like to say that the second thing I spend the most time on is being an auntie, which is something that I truly love and enjoy. I have four nieces and one nephew, and I absolutely love spending time with them!

Her Agenda: In your experience, as a CEO, what do you believe constitutes a successful organization?

Arva Rice: Oh, what a great question! I think a successful organization has a positive, measurable impact on the community, and the staff feels like they are valued and supported in their work.

Her Agenda: As a CEO, what does leadership look like in your position?

Arva Rice: Leadership — I often say, and it’s a quote from Ruth Messenger, ‘Leadership is about doing things that make your stomach hurt.’ And I continue to believe that. Leadership is doing the thing that’s scary, but you think is right. Leadership is being willing to stay the extra hour, the extra day, leadership is, being able to be more connected to the mission, than who gets the credit. Leadership is believing in your cause, and doing all that you need to do in order to realize it.

Her Agenda: Wow, I need to write that down. That was spot on!

Arva Rice: [Laughs]

Her Agenda: No, seriously! [Laughs] What are some tough decisions the organization has faced and how did you navigate them?

Arva Rice: There are lots of tough decisions we’ve had to make along the way. I think that the most recent is we have three brownstones that we own in Harlem. And, the organization has gone through financial ups and downs throughout the course of over 100 years. We had to figure out whether we would sell them or dig our heels in and try to raise the money in order to help to renovate them. It’s a Black organization owning buildings in Harlem. And so we decided that we would try to figure out how to keep and hold them, and have started our fundraising efforts and have been fairly successful to this point in time.

Her Agenda: What would you say are some misconceptions when it comes to nonprofit work? And what do you think is something that people should know about them?

Avra Rice: [The most ideal one] is when people think that you can’t get paid [when] working [at] a nonprofit. People don’t realize the breadth of nonprofits that are out there, that there are some nonprofits whose budgets parallel the size of a small business or even a medium-sized business. And then also, sometimes people just assume that nonprofits don’t run like businesses, that they’re all mom-and-pop shops, and that’s not true, either. There are nonprofits that can have more of a corporate feel or run more like a business and some that are less so.

Her Agenda: In the New York Urban League, are there any of your mentees that have joined that remind you of your younger self?

Arva Rice: Oh, funny! [Laughs] Yeah, certainly, I see elements of myself in almost all of the young women that we work with! Individuals who are incredibly talented, and need the support and opportunity to rise to the next level, and sometimes just doubt our ability to get there and just need that extra push, that extra drive. I definitely recognize that in many of the young women.

Her Agenda: What is your motto?

Arva Rice: So my personal mission is to make a difference in the life of a girl. And I think in terms of mottos, I always try to remind my staff members and remind myself that the only people that don’t make mistakes are people that aren’t doing anything.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Arva Rice was originally published on HerAgenda.com

The truth can be painful. In spite of that Debra leans into her truth and brings forth a deeply honest and transparent narrative that brings us wisdom from her hard-earned lessons as a high-powered executive in entertainment.

After starting her career at a law firm Debra went on to become general counsel at Black Entertainment Television (BET) and eventually went on to become CEO. She retired in 2018 with 32 years at BET (and 13 years as CEO) under her belt. Currently, Debra serves as a Board Member for AT&T, Burberry, Marriott, and Procter & Gamble. Her legacy is undeniable.

But no matter how much you gain in life, it doesn’t protect us from the losses. On the journey of writing her new memoir, I Am Debra Lee, Debra’s son, Quinn Coleman, passed away. It was during the pandemic and he was just 31 years old. While anyone would understand the desire to drop everything, instead, she did what her son would have wanted her to do, which was to share her story with the world.

Being honest when things are not picture perfect can feel scary but Debra chose to push past the fear and her perspective on the challenges she experienced as a CEO in a male-dominated company and the reality of the relationship she had with Bob Johnson.

We had the opportunity to speak with Debra about her memoir, the highlights of writing her book, the lessons learned from her career, and tips for becoming a CEO.

Her Agenda: What inspired you to write your memoir?

Debra Lee: I believe what Michelle Obama said, that ‘We all have a story in us.’ I also have always loved books. When I stepped down from BET around 4 years ago, I decided it was a good time to tell my story and focus on my career. I wanted it to be half memoir and half business advice. So I decided the best way to give my business advice was to tell stories about how I grew up, about how I made decisions at BET, and I’ve always believed that people remember advice more if you put it in the form of a story so that’s why it was the right time to do it.

Her Agenda: What do you want people to take away from your book?

Debra Lee: A very important one is to be yourself and to find a career that you’re passionate about whether it’s an organization, a company or a cause, and to get a good education – my dad taught me that. The second is to work really hard but to leave time for self-care. The part a lot of us forget is no matter how driven you are and how ambitious you are, you need to take care of yourself, your family, the people around you, and only surround yourself with people that will add to your self-care. Also, take care of your mental health. We saw a lot more mental health issues after COVID and it’s important that if you are having issues, you should get help. Some things that helped me throughout my career were talking to friends and to a therapist. So I want people to focus on self-care and mental health.

Her Agenda: What is your strategy for creating harmony with your commitments to motherhood, executive life, and being on the board of so many organizations?

Debra Lee: In terms of self-care, you also need to get help. At home and at work, I had three or four people working for me at home to help me make it, especially when I became a single mother after I was divorced. You have to be okay with asking for help. Then in terms of the organizations and corporate boards, I was on and still on, I love that work and it’s a great learning experience for me to learn about other industries and give advice to other CEOs. So you have to make room for the things you enjoy and hopefully one of those is working. But you really have to find the time and there is no balance. You just keep moving forward and trying your best to be there for all the important moments in your children’s life and your spouse’s life at the same time as you’re having a successful career. I would also add that you cannot get all of your satisfaction from work. It’s great to do charitable work and be active in your community but you shouldn’t expect to get all of your satisfaction from work.

Her Agenda: What has been or what was the biggest challenge you had as a businesswoman and how did you overcome it?

Debra Lee: One of the biggest challenges I had was making the transition from General Counsel to COO because when I became COO of BET (and I talked about this in my book), I had to learn new parts of the company; ad sales and programming areas I hadn’t dealt with before. So that was a real learning experience and at the same time, I had to manage other people who were mostly men who knew more than I did about their areas of specialty, and I had to get them to want me to be successful and want the company to be successful which was a challenge. It depends on what time it was but when we went public, that was an amazing experience but also challenging. Then another challenge was raising a family at the same time and just being a woman in the workplace because we still don’t see a lot of CEOs especially not Black women CEOs – and we have to work harder on that so it’s not such a rare thing anymore.

Her Agenda: Do you have any advice for women who want to be CEOs? Especially Black women? Do you have any advice on what things they can do or the avenues they can take?

Debra Lee: If you’re interested in being a CEO, the first thing you should do is get as much experience as you can in all aspects of the company or organization because [when you are the] CEO, you don’t have to do it all but you have to understand it all. You have to understand what drives the business, and how you generate revenue and profit. It really is a question of learning over the years and you can’t be too narrowly focused. Luckily, as General Counsel, I was involved in a lot of the deal-making and new business and contracts. So I had seen a lot of the company but I still had to learn some of them. But when I’m on corporate boards, I see people (men and women) that are interested in being CEOs, they rotate around the company. They don’t stay in one division or one department. If it’s an international company, they go overseas for part of their careers and they just have to prove to the current CEO and to the board that they’re interested in the entire company – and it becomes a great decision point for the board when it’s time to appoint a new CEO.

Her Agenda: Did you have any challenges writing your book and how did you overcome them? Specifically, did you have any fears, doubts or worries when you were writing and publishing your book?

Debra Lee: Of course, the first fear is whether anyone’s going to buy it and be interested. But as you get into it and realize you have a lot to say, that goes away. My son passed away while I was writing this book. It was during COVID and that was really hard but I kept going and said, this is something he would want me to do. The other thing is, I talk a lot about my personal relationship with Bob Johnson and that was hard to talk about publicly because I have never really done that before. But it was an important part of my story and I felt like I had to tell it. I wanted young women to know that there are unfortunately abusive and harassing relationships that you might have to deal with even though they start out really nice and great. We had a great relationship for a number of years but then it started affecting my career.

I talk a lot about my personal relationship with Bob Johnson and that was hard to talk about publicly because I have never really done that before. But it was an important part of my story and I felt like I had to tell it. I wanted young women to know that there are unfortunately abusive and harassing relationships that you might have to deal with even though they start out really nice and great. We had a great relationship for a number of years but then it started affecting my career.

Her Agenda: Let’s talk about a highlight real quick. Were there any highlights or any favorite moments while writing your book?

Debra Lee: I guess reliving some of the incredible experiences in my life. Being CEO of BET was amazing. Getting to know celebrities and politicians. The eight years that the Obama’s were in Washington, I lived in Washington and got to know them even better and that was incredible. Meeting my childhood idols like Smokey Robinson, Diana Ross, and Aretha Franklin. Getting to produce programming and having it be successful. I’ve had an amazing life. I want that to be the takeaway; that it’s been an amazing life. I’ve been able to live out my dreams and be successful, but I’ve also had challenges and I wanted people to know both. So that’s why I tell a lot of the stories about celebrities, learning from them, and learning how to say no to them which is not an easy task when you admire someone so much. So writing the book helped me relive those experiences. I’ve always had a sense of humor so I tried to tell them in a funny way because part of my secret sauce is my sense of humor and being able to get through tough times by reliving these moments and telling them in a way that people enjoy them and remember them.

Her Agenda: What is your personal motto?

Debra Lee: My personal motto is to live my life honestly. Sometimes you have to do things you don’t want to do but a recent motto for me has been, ‘No is a complete sentence.’ If you can’t do something, tell the person, the executive, or whoever, and don’t feel guilty about it because we can’t do everything and we can’t make everyone happy. You just have to live your own life. We only have one chance.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Debra Lee was originally published on HerAgenda.com

Plastic could potentially be the death of us all.

But thanks to people like Nanette Medved-Po and her organization, Plastic Credit Exchange (PCX), we have a fighting chance of making sure this world lasts for thousands more years instead of decades. Nanette is the Founder of PCX and Chairperson of HOPE, Inc., and focuses on healing the world by helping businesses turn plastic into plastic credits. She has been honored as the recipient of the prestigious Asia Society’s Game Changer Award (which has also been awarded to Malala Yousafzai and Naomi Osaka) and her company, PCX has diverted more than seven million pounds of plastic waste from nature, invested over $2.7 million into the plastic circular economy, and has driven 54,000 tons of carbon reduction from coal replacement!

Nanette is recognized as a Climate Hero for creating environmental programs that address the plastic problem humans are facing today. She has also launched her own initiatives in public schools that provide agriculture interventions for smallholder farmers.

Her Agenda had the opportunity to speak with Nanette to learn more about her organization, being an entrepreneur, and what we can do as businesses to decrease plastic use.

Her Agenda: What inspired you to start saving the planet?

Nanette Medved-Po: Growing up mostly in and around southeast Asia but specifically in the Philippines, we feel the impacts of harm to the environment very intimately. We are on the front lines of the climate crisis. Lots of disasters, typhoons, etc. I’m sure in your research, you’ve seen that the Philippines is the third worst offender of ocean plastic pollution. So, this is something that we experience in our everyday lives, and being on the board of WWF (World Wide Fund), I get that very scientific sort of hardcore data that backs up just how bad things are and how bad things are going to get – and so, I don’t think it’s unique that I care about the environment. I just happen to be in a position to do something about it given my little bit of a platform.

Her Agenda: Love that you pointed out, “ I just happen to be in a position to do something about it,” because a lot of people don’t realize that most of us are in positions to do something or contribute in some way, shape, or form. What is one mandatory thing that people need to know about environmental issues?

Nanette Medved-Po: Well, it’s very complex. A lot of folks tend to see the headlines or the sound bites and assume that the solutions are easy or that the demons are one bucket of people. But the truth is these problems are highly complex and I think that there should be some understanding that the solutions are going to be very varied – and in the case of plastic specifically, people say, ‘oh well we should just recycle or we should just get rid of plastics all together’ and it’s not that easy. I’d be the first one to support any perfect substitute for plastic so that we don’t have to deal with it anymore but I also realize that isn’t just going to happen anytime soon so I think we need to be very, very aggressive in coming up with solutions on how to deal with it since it’s here for a bit. Even if we do find the perfect solution tomorrow, there’s still 80 years worth of plastic consumption that is polluting the environment that we need to take care of right? People need to understand that this is very complex and that they should have a little bit of patience and pragmatism when it comes to figuring out what the solutions are going to be.

Her Agenda: You mentioned it’s very complex and challenging so what has been your biggest challenge building your organization and how did you overcome that challenge or if you’re still overcoming it?

Nanette Medved-Po: Yeah, I think we’re still overcoming it. The truth is, the world is pretty broken. Pick your armageddon! There’s all sorts of things going on at the same time and plastic pollution is just one of them and when we started to really gain momentum, the pandemic hit and nobody’s wanting to hear about that. Everybody’s just focused on survival and trying to figure out the coronavirus. So, we’re competing in a very crowded space for attention, that’s one thing. But there are also all the other things that people are dealing with whether it’s coronavirus or it’s climate change, right? Dealing with the carbon issue. We are competing in a very, very noisy world. So I think that continues to be a challenge. However, we’re very fortunate that the UN (United Nations) is moving quickly and with full conviction on the plastic pollution crisis and they have a much larger soap box to speak from and everybody listens to them. So the fact that they’re moving so urgently on this issue helps to cut through some of the noise for us as well and draw some attention to this issue.

Her Agenda: You mentioned that there are about 80 years of backed-up plastic. That’s crazy! And it just made me think that there are probably over 10,000 product-based businesses in the world and more keep popping up every day. So do you have any advice for product-based companies that use plastic?

Nanette Medved-Po: Yeah, let me back up a little bit on that 80 years and put that into context; so the estimates on the amount of plastic that’s been produced in the past eight years is anywhere between 8-9 billion tons of plastic that will threaten the environment or already does to a certain extent. If you think about that debt, that is huge, right? And that’s only increasing because plastic usage is increasing. We really need to think about how we deal with this because if we do nothing by 2050, there’s going to be more plastic than fish in the ocean and that is a frightening thought. Regarding product-based businesses, the truth is there is such a thing as essential plastics and we fully recognize that, but there is a whole swath of usage that is unessential and I think that any business that has unessential plastic in their supply chain should absolutely find a way to transition out of that as soon as possible.

I realized there are some constraints and again, it is a complex situation, but I really would encourage them to transition out of plastics – and for those who are in the essential plastic space, think about the medical industry or pharmaceuticals, please have a plan to deal with plastic post-consumer because that’s what we’re worried about. Plastic plays a wonderful role in food security and safety, and health applications when it’s in use but when it’s post-consumer, what do you do with it once you throw it out? It gets stuck in the environment. So, if you can have some sort of extended producer responsibility plan within your company, whether voluntary, there are a bunch of countries around the world that are doing mandatory EPR (Extended Producer Responsibility), which is fantastic. But for anyone who isn’t, especially in large markets like the US, if they can think of voluntary programs within their companies to take responsibility post-consumer for their footprint – it doesn’t need to be the exact piece of plastic that was produced in their factory – but at least for their footprint, that’ll go a very, very long way in solving this problem. I know that my origin company is HOPE so I don’t mean to be optimistic by default, but the truth is, we do believe, given the tangible nature of plastic, that we could be the generation that actually solves the plastic pollution crisis. We do have the tools today to deal with it. It may not be the perfect solution but it is a solution to make sure that it doesn’t threaten the environment.

Her Agenda: On the topic of business, especially as a woman business owner in the environmental space, have you faced any challenges while building this organization, raising funding, or getting partners? If so, what do you believe has helped you to overcome these challenges?

Nanette Medved-Po: I’ve been super lucky so far. We have our legacy business in southeast Asia so I haven’t done a whole lot of pitching in the U.S. or trying to advance the initiative in the U.S. So not sure how that’s going to go but we will be doing that more and more now especially because the U.S is the largest producer of plastic waste per capita in the world. We feel like we should go there, but so far, we’ve been very fortunate. I think the people in our neck of the woods tend to really understand the plastic issue and are happy, believe it or not, to see us when we come because they have made super public commitments that, ‘we’re going to do this by 2030 or we’re going to do this by 2025,’ and have absolutely, no way to get there! So, when we come in the door, they’re like, ‘Hey, you’ve got an idea. Let’s try it because we’ve made a commitment and we don’t know how to get there.’ So they’re super happy to see us and at least give us a try and so we’re very fortunate in that respect. However, as I said, I think we’re competing against a lot of other urgent issues that folks are dealing with whether it is just health and safety with Covid or their businesses recovering from the pandemic shutdowns or carbon. People are very, very focused on climate change right now. Although plastic does have a very strong contribution to climate change, it’s less direct than dealing with carbon. So, we are competing against a lot of other issues out there, but to your point, so far folks are listening at least in our neck of the woods. Let’s see! Maybe with articles and pieces like yours, we’ll get more attention in the west.

Her Agenda: I love to hear that you didn’t have that many challenges and it makes sense because business is all about solving problems and you’re solving a huge one. But for the entrepreneurs who maybe want to build an organization like yours or in the climate space, do you have any advice for those kinds of women?

Nanette Medved-Po: Oh my god, just go for it! I totally had no business being in this space. I knew nothing about it! It was like, ‘you’re going to do what!?’ right? I literally knew nothing about it, I just cared about it and I think that you don’t have to have a Ph.D., you don’t have to have a career in waste management, I think if you care enough about it even if it’s just in your own household, it eventually can spill over to your neighbors, and then you’re starting to organize your community.

Don’t be afraid. Just take baby steps and after a while, you’ll be amazed at where that takes you. So don’t be afraid!

Her Agenda: What is the personal motto you live by?

Nanette Medved-Po: Try not to be a waste of space.

[Editor’s note: This interview has been edited for length and clarity.]

This article A Peek Inside Her Agenda: Nanette Medved-Po was originally published on HerAgenda.com