Sheri Crosby Wheeler: Vice President, Diversity and Inclusion, Fossil Group

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Sheri Crosby Wheeler“I just thought to reach out and find the true picture of the world,” is how Sheri Crosby Wheeler describes leaving her Texas hometown, Brownwood, where she grew up economically disadvantaged and without African-American professional role models, for university and then law school.

Speaking of her background, she says, “I feel like it has given me the grit, the resilience, the fight, the get-up-and-go that I have to this day. I won’t see myself as ever being down and out, and I won’t stay in a ‘woe is me’ place, not for very long.”

The determination to seek possibilities beyond her circumstances has been vital to Crosby Wheeler’s career trajectory from law to diversity and inclusion (D&I).

When Mentors Are Absent

Throughout law school and her legal career, mentors were missing, and she didn’t know how to reach out.

“I wish at that time I knew that if you’re gonna go down a path, you should talk to people who have been down that path already so they can steer you clear of the potholes and the explosions,” she says, for example missing out on a judicial courtship. “I was just very much ‘I know how to do it’, because before that, I had done it all on my own.”

In the absence of mentors, “I crashed and burned, stumbled and failed,” Wheeler says, “I didn’t do well at my first law firm. And for someone who was used to doing well up to that point, it was kind of earth-shattering.”

Getting back up, however, taught her to take risks and eventually to leap paths.

Vicarious Mentorship

In lieu of mentors, Crosby Wheeler has “professionally stalked” role models she admires. This once led her to eventually join the law firm of a lawyer she followed for nearly a decade. Today, her “professional crush” is Vernā Meyers, VP, Inclusion Strategy at Netflix, who like her, holds a law background.

“I’m watching them from afar. What did they do? I’m gonna try that,” she says. “I tell people that the mentor you think you want to have may not be accessible to you one-on-one. They may not necessarily have the time in their day and career to mentor you, but that doesn’t mean they can’t be your secret mentor.”

Daring to Reinvent Herself

“Now initially, I will say I was fighting it,” recalls Crosby Wheeler about her desire to leave litigation. “I was like, no. I have chosen law. I’m gonna push, I’m gonna strive.”

But there came a moment as a contract lawyer when the work no longer felt aligned, and she realized “something has got to give.”

“In my mind, I always knew,” reflects Crosby Wheeler. “I didn’t know when, I didn’t know how, and I didn’t know where I would be going.” That willingness to stop pushing uphill and embrace the uncertainty of career change is a defining moment she is proud of.

After resolving to change paths, an opportunity appeared and became the shift that led to subsequent bigger moves, including three entirely new opportunities that landed on her D&I responsibility at Mr. Cooper, before moving to Fossil Group in 2021.

Sponsorship and Networking Are Essential

While lacking early on, sponsorship was ultimately key for Crosby Wheeler in reaching where she is now, particularly those people who looked at her, saw the potential and extended her the chance to expand into entirely new areas.

“If someone hadn’t put their skin in the game, I wouldn’t even be in this role,” says Crosby Wheeler.

Crosby Wheeler is now passionate about mentoring others. “To remember when I’m going forward, to continue to reach back to young attorneys, to other professionals,” she says. “To the extent that I can, I do. I know how important that is because some of that was missing in my journey.”

She also swears by a consistent network of friends and colleagues who can pick up the phone to support each other.

“I tell young professionals to right now start building that network. And don’t look at the network as what they can do for you,” she says. “Look at the network as what you can do for them. What can you give them? How can you help them? That is how you build a stronger network.”

“Real Good D&I, Not Feel Good D&I”™

“Now I am seeing that direct impact – the ability to positively impact people, businesses and communities,” Crosby Wheeler says of her D&I experience. “What underlies diversity work, and some legal work, is fairness and justice – and that’s a theme that has been a common thread throughout my life. That is what really speaks to me in this work.”


With racial justice issues at the national forefront, Crosby Wheeler sees this as a moment for companies to advance equity like never before. 

“More people are focused on it, caring about it, and understanding the importance,” she observes. “More people are willing to have the conversation. That’s what we’ve needed all along.”

“It can feel uncomfortable, but there is growth in discomfort,“ she says. “I don’t know about you, but I like to grow. I like to change. I like to get better. It’s just like people going to the gym. Your muscles are sore because you worked them. There was some discomfort there. Same thing. You’ve gotta work your D&I muscles for you to grow, for you to get better.”

Crosby Wheeler is observing a shift to “Real Good D&I, Not Feel Good D&I”™.

“‘Feel Good D&I’ can also be considered performative,” she says. “‘Oh yea, we just had this potluck and we put up a statement, woo!’ Well, that’s not changing things for people. That’s not changing systems, policies, procedures, laws, so ultimately it’s not changing things.”

An example of “Real Good D&I” is a company being transparent about where they are on the journey, and creating sustained organization-wide accountability to shift it.

“Having accountability that recognizes that it’s everyone’s issue, that it permeates the entire organization. That it’s not ‘that department over there, they’re doing this’.” she says. “No. Everybody is doing this, because this runs throughout the whole company. That’s what it takes – everybody working on it.”

Because “Real Good D&I” is sustained effort and change, it’s hard to gauge by quick metrics.

“It’s not like regular business operations where you’re looking at numbers, where it’s dry and objective,” Crosby Wheeler presses. “This is people, emotions, and feelings involved as well. So you’re trying to change hearts as well as minds. That’s not simple and that’s not easy and that’s not quick.”

Sourcing Growth From Adversity

Crosby Wheeler boldly chooses the experience of being fired from a legal job early on in her career as a key moment in her character development.

“It let me know that I can come back from a mistake, from what I thought was the worst thing ever.” she says. “I remember saying at the time ‘now I’m gonna find out what I’m really made of,’ and I did. I hope that I can exude that for other people to take in, and know they will also be okay too.”

And she does.

By Aimee Hansen

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Nhaman Pelphrey: Director, Abbot Downing

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Nhaman Pelphrey“If you’re asked to the table, or opportunities present themselves to you, don’t second guess it,” says Nhaman Pelphrey, a director in the Los Angeles (LA) office. “There’s a reason people are asking for your participation—you have inherent value to add.”

Pelphrey speaks about moving from private law practice to wealth management at Abbot Downing, and the valuable insights in personal development she’s gathered.

Be Open to Unexpected Opportunity

“Although it may appear from my bio that my career path was by design,” says Pelphrey, “looking back, each opportunity that was presented at the time felt like a departure from what I was thinking I would do.”

After graduating from The Pennsylvania State University, Dickinson School of Law in 2004, Pelphrey had her eyes set on becoming a real estate lawyer in the booming southern California commercial market. “I wanted to represent developers and be at the forefront of the action.” Minutes into an interview, she realized she had neither the experience nor the know-how.

Though she was quickly told that they needed someone with requisite training to hit the ground running, she remained curious about the firm and built a strong rapport with the managing partners. Although the firm did not have capacity to train a junior attorney in real estate, they took a chance on her and offered her a position in their trusts and estates practice. It was not what she had set out to do, but she gave it a try.

Eleven years later, she had already disrupted her career, two years into it, for the unexpected step of a master of laws degree in taxation from Northwestern University School of Law, and was now sitting in a premier boutique planning firm in Century City, with a client profile of ultra-high-net-worth individuals.

Feeling successful, having served on the executive committees of the Beverly Hills Bar Association and the LA County Bar Association, having cultivated many strong network relationships with the ability to elevate one another, she felt at the peak of her law career—so she ignored the recruiter calls.

Until a colleague and friend, who had herself left private practice for Wells Fargo, urged her to consider going for an informational meeting—emphasizing opportunities at Abbot Downing do not often come around.

“I was accomplishing all the things that defined success to me,” recalls Pelphrey, “so leaving private practice was not a decision I took lightly.”

Six years later, Pelphrey calls the move to Abbot Downing the best career decision she’s made so far, rising from a senior wealth strategist to a director and multi-generational relationship manager for ultra-high-net-worth families.

“When opportunities present themselves, even if unforeseen or not necessarily what you were looking for,” says Pelphrey, “be open to them for they can lead you down paths that you didn’t even know were right for you.”

Rewarding Client and Team Relationships

Pelphrey enjoys the depth of value that she can add through nurturing long-term relationships with her family clients, and feels she works with “the brightest and most personable team.”

Back in the billable hours of her private practice legal days, her journey with clients would often end after counsel and creation of the plan. Now she partners with clients from the inception of formulating the plan to the most important and crucial aspect—implementation.

“We really get to know these individuals and their families very well,” says Pelphrey. “We become a trusted advisor and that’s a very gratifying position to be in.”

One thing she appreciates at Abbot Downing is the collaborative nature of her dynamic team. “We raise each other up and put our client’s best interest at the core of what we do.”

Mentors Who Raise You Up, Higher

One of Pelphrey’s first mentors, a big-time tax attorney, taught her a valuable lesson through a bit of playful testing.

As a young associate, she was asked to research and draft a memo on how to structure a corporate reorganization. In the tax partner’s explanation of the assignment he referenced multiple Internal Revenue Code sections that she had never heard of before. When she got back to her desk, she immediately googled the sections. After combing through multiple legal research databases to educate herself on the code sections, it was clear that the code sections were not applicable or even worse, she might have jotted them down incorrectly. She mustered up the nerve to knock on his door and let him know that the sections he quoted cannot be used as part of a structural reorganization.

He congratulated her with a big smile for saving herself several agonizing hours of spinning her wheels, only to fit a square peg in a round whole.

“From that moment on, I realized its okay to ask clarifying questions,” says Pelphrey. “He taught me that asking questions is the best way to ensure that you understand what you’re being asked and what the other person really needs.”

Later in her career, she had another mentor who was highly skilled and well-respective modeled the ability to express complex, technical strategies in a simple and easy to understand manner with clients, treating them like partners.

But what most impressed upon Pelphrey as a lesson was his approach to mentorship in supporting her to learn, hands-on.

“He said to me, ‘I know that you’re capable and my goal is to help you become a highly technical attorney and to be better than I am,’” she remembers. “I heard the selflessness. He wanted to help me be even better than him, not just good as a reflection of him—and his actions were aligned with that.”

At Abbot Downing, Pelphrey eventually assumed the position of her retiring mentor, who groomed her to take over much of his client book. The mentorship first arose because they appreciated each other’s wit and banter, and could together devise creative client solutions.

Not only did he encourage her to expand roles using more of her talents, but he also taught her that being a generous, genuine resource for others will come back to you ten-fold in opportunities.

Embody Your Place at the Table

Throughout her career, Pelphrey has often been the most junior person at the table.

“One of the lessons I’ve learned is if people are asking you to participate, they see that you have an inherent value,” says Pelphrey. “More so as women, we’re invited to be part of something and it’s often easy to second guess ourselves – ‘Am I too young? What is my role?’”

Cultivating personal confidence has become key to her success.

“If I’m at the table with successful and savvy clients, it’s because they know I have value to add,” she says. “We come in as a team and we’re confident as to what and how we can provide for our clients.”

Supporting Each Other and Being a Mom

Pelphrey enjoys gatherings that merge the wisdom and experience of her colleagues and her clients.

She participates in annual events designed to connect with, inform and inspire the younger generations among her client families—as well as women focused activities – where colleagues and clients support each other.

Having a competitive personality, Pelphrey calls herself the tennis and basketball “Kris Jenner equivalent” of a sports mom to her two sons, six and eight years old.

She enjoys supporting their participation and the valuable life lessons that is organically gained through sports.

Pelphrey feels the same when her sons get the opportunity to witness their normally organized parents navigate unknown territory and unexpected turns during international travels.

“I love the kids to see that we don’t always have it all together,” she laughs. “But we end up on a great adventure even if it wasn’t the plan.”

By Aimee Hansen

Abbot Downing, a Wells Fargo business, provides products and services through Wells Fargo Bank, N.A. and its various affiliates and subsidiaries. Wells Fargo Bank, N.A. is a bank affiliate of Wells Fargo & Company.

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Veronica Willis: Investment Strategy Analyst, Wells Fargo Investment Institute

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Veronica Willis“I’ve learned a lot of strategies about productivity during this working-from-home time due to COVID-19,” says Veronica Willis. “I’ve also learned a lot about what really is high and low priority, so now I know what to focus on and I will take this back to the office with me.”

Wells Fargo’s Willis discusses a career shift into investment strategy, finding her own stride as a leader, and what the remote working environment has taught her so far.

Moving Toward Investment Analysis

A Chicago native, Willis graduated from Washington University in St. Louis, majoring in mathematics with a concentration in statistics and a second major in Spanish language and literature.

After joining Wells Fargo in 2012, she put her quantitative prowess into application in researching and running quantitative models for developed and emerging countries, commodities and currencies.

From working in heavy quantitative analysis, she began to investigate the strategic side and felt herself pulled in that direction.

“I realized the writing side was interesting to me,” says Willis. “I began to explore the research and strategy side, especially around commodities. And while the quantitative work still mattered, I found my interests were going in a different direction.”

In 2015, she began to move into research and recommendations around asset allocation with the head of asset allocation, bringing strategic market insight into advising investors on how to minimize risk and maximize success, in alignment with their investment goals.

Currently she is part of Wells Fargo Investment Institute, focusing on clients of Wells Fargo’s Wealth & Investment Management division —where much like bridging the rich diversity of her two university majors, she combines an aptitude for quantitative and qualitative insight.

Becoming a Leader

Willis is proud of the new tax efficient asset allocation models that launched on December 1, a project she worked on throughout this year and for which she took the lead.

“It’s been a great opportunity to show my leadership abilities,” reflects Willis. “It’s really amazing we were able to get this completed in this complicated year.”

As she takes on new leadership opportunities and challenges, Willis is coming into stride with the gear-shift that rising to leadership asks of her.

“As a leader, I’m excited to learn how to take the lead in projects, how to manage peers and take ownership,” she says. “That can be a fine balance if you move from working with people as peers to then being in charge of a project. I struggled a little with the shift at first.”

However as she ventured into this territory, Willis quickly gleaned?? that real leadership is never a one-size-fits all approach, but a matter of listening and attentiveness.

“I think the key is to figure out how people want to be managed, style-wise,” says Willis. “Some people want autonomy and to be left alone. Some people want a lot of check-ins. As a leader, you need to meet them in the style that is best for them.”

Willis is now enjoying expanding her experience in people management.

“I want to be a leader who develops people on the team,” she says, “I want to guide them in their careers, especially now in this remote work environment, as teams are geo-diverse, and there’s just not the opportunity to catch up in the office as there once was.”

Attuning the Work-Life Balance

Willis finds that the remote workplace has prompted her to increase mastery of her time management and prioritization skills.

“I’ve learned time management working from home,” says Willis, who produced a massive amount of intensive research during the volatility in the spring. “I used to pull long days and check emails outside of the office constantly. I realized when I was working from home that I had to draw some boundaries and stop at a certain time.”

Stepping away from the office, Willis has found it easier to curtail the 24/7 availability habits and instead create a better work-life balance.

“It’s very easy to stay logged in, checking and replying to emails, long after the work day has finished,” says Willis. “I’ve learned it’s okay to turn off the work phone, and I plan to continue to have the off-time delineation when we go back to the office.”

Mentoring and Supporting Others

During the first year of her career with Wells Fargo, Willis had a formal sponsor who advocated for her and still does to this day.

Willis has found that mentorship is very valuable in building up her transferable skills, and she wishes to pass that support onto others.

“My mentor helped me find my voice to help others and build my skills,” she says. “I mentor people who are now going through the same program that I myself started my career in.”

Outside of work, Willis also serves on a young professional board at the Saint Louis Crisis Nursery, focused on stopping abuse and neglect of children. She supports the organization in creating a safe space for kids to come and providing help-line support for overwhelmed parents in need.

Be Willing to Discern and Expand

If she could say anything to her younger self, it would be to practice discernment and own your ‘no’s’ as much as your ‘yes’s’ in alignment with valuing your time and professional goals.

“It’s okay to say no to some requests,” she reflects. “I was always saying ‘yes’ early in my career, and I would tell my younger self to be more selective, especially if you’re trying to build a specific skill-set.”

Her advice to others is not to let your past interests or roles define the latitude of your future possibilities.

“Don’t necessarily box yourself in — you don’t have to be what you studied in college. You can explore new things that interest you and that you have passion around,” Willis encourages. “It’s okay to build those skill, and then it’s okay to follow your passions and grow.”

 

Risks

All investing involves risks including the possible loss of principal.

 

Disclosures

Wells Fargo Investment Institute, Inc., is a registered investment adviser and wholly-owned subsidiary of Wells Fargo Bank, N.A., a bank affiliate of Wells Fargo & Company.

The information in this report is for general information purposes only and is not intended to predict or guarantee the future performance of any individual security, market sector or the markets generally. 

The information contained herein constitutes general information and is not directed to, designed for, or individually tailored to, any particular investor or potential investor. This report is not intended to be a client-specific suitability or best interest analysis or recommendation, an offer to participate in any investment, or a recommendation to buy, hold or sell securities. Do not use this report as the sole basis for investment decisions. Do not select an asset class or investment product based on performance alone. Consider all relevant information, including your existing portfolio, investment objectives, risk tolerance, liquidity needs and investment time horizon.

Wells Fargo Wealth and Investment Management, a division within the Wells Fargo & Company enterprise, provides financial products and services through bank and brokerage affiliates of Wells Fargo & Company. Brokerage products and services offered through Wells Fargo Clearing Services, LLC, a registered broker-dealer and non-bank affiliate of Wells Fargo & Company. Bank products are offered through Wells Fargo Bank, N.A.

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Amber Ghauri: Vice President, Wealth Advisor, Wells Fargo Private Bank

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Ghauri AmberAs one of the youngest advisors on her team with Wells Fargo Private Bank in Houston, Pakistan-native and single mom Amber Ghauri is not your typical VP Wealth Advisor. And she didn’t arrive to her position via your typical trajectory either.

Entering Finance on Her Terms

Born and raised in Pakistan, Ghauri moved to Houston, Texas in the middle of working toward her economics degree. Even though Amber experienced immense culture shock in a challenging international move, she completed her economics degree and then decided to stay at home for a few years to raise her first child.

While at home with her two and a half year old son, she began prepping to enter the University of Houston for her MBA in Finance. As part of the program she participated in the Cougar fund, student-led portfolio management hedge fund program.

“It’s a very sought after program and many Houston based energy and financial companies will hire you directly out of that program,” says Ghauri. “I was offered several positions, but didn’t accept any of those.”

Following graduation and expecting her second child, she stayed home for a few years, fully aware this would make her initial leap into a finance career more challenging. Adding to that challenge was the fact that she would not be coming directly out of her MBA, nor would she be licensed.

However, when Ghauri was ready in 2014, JP Morgan hired her for their investment department while supporting her to complete her CFP. She worked at JP Morgan with senior advisors for nearly five years, until she met the sponsor who would help her find her personal path to thriving.

Help in Finding Her Greater Alignment

While Ghauri was successful in her investment role at JP Morgan, she was ready for broader responsibility. It was during a single networking lunch with Amy Bracken at Wells Fargo that she received the kind of valuable external reflection that turns a key and changes everything.

“You’re not a behind the desk kind of person. You’re in the wrong role,” Bracken told her, according to Ghauri. “You’re a relationship kind of person, and that’s the role you should be taking on.”

Ghauri skeptically moved to Wells Fargo in a Wealth Advisor Associate role working for Bracken. Within three months, she was promoted to Wealth Advisor. Less than two years later, she was promoted to VP. Her combination of business acumen, investment knowledge and natural relatability propelled her to success.

As her sponsor and mentor, Bracken continues to be supportive of Ghauri whenever she is looking for career encouragement.

“Amy will impress you to no end, she is somebody that’s relatable, admires Ghauri of her mentor. “She gauges the goals of other women and enables them for success.”

Self-Advocacy, Learning and Honesty

Ghauri has thrived being a single parent, being an immigrant and being seen as young, relative to members of her team – and she’s proud of it. She shares some principles behind her success.

“I’ve always pushed for more. I was never shy in asking and putting it out there to leadership what I wanted,” she says. “If I got the opportunity or not, that’s beside the point.”

When it comes to self-advocacy, she recommends to let leadership know where your personal goals are, long term and short term.

“Talk to immediate leadership. Have the conversation you’re always hesitant to bring up,” she recommends using the opportunity of reviews. “Unless you speak for yourself, nobody else is going to.”

What energizes Ghauri in her current role is her ability to work with clients on their diverse needs through holistic wealth planning. She and her team help clients better understand their investment portfolios, create customize wealth preservation and transfer strategies, manage the asset and liabilities side of the balance sheet and provide other solutions including business valuations and M&A advisory services.

“Learn more than what you are expected to do, and more than what you’re doing in your current job capacity,” she recommends. “Broaden your knowledge base. Don’t be caught with a blank expression on your face when someone asks a question.”

Ghauri values honesty and efficiency and letting her clients know they are an important priority for her. “If you reach out to me, you’ll get a response from me quickly saying I acknowledge you”, says Amber stressing the importance of a responsive connection to others.

Coping with Disruption: Struggle To Growth

Speaking of honesty, Ghauri admits the onset of COVID-19 hit her really hard, but she has ultimately witnessed personal growth and an increased sense of her own leadership ability.

“I overcame many challenges moving to another country. I was not working until I was in my thirties. And now, the moment my career took off – I’m thinking, I’ve arrived,” she reflects. “And then COVID hit. I was feeling a deep depression.”

As a vibrant person who communicates with her entire presence, she felt the need to continue to explore ways to connect with clients in creative ways during the pandemic.

“I have a new approach and stronger bond with internal partners that has improved the way we serve clients,” she says.

When she felt concerns about the COVID having an impact on her performance, as a self-admitting strong Type A personality, she received valuable, nurturing advice from her leaders. During the stressful times of COVID, they have reminded her to put the emphasis on relationships.

“Focusing outside the relationships that sustain us can create a self-inflicted pressure which will only create more challenges” leaders advised her, according to Ghauri. They encouraged her to lean into her natural strengths of connecting and relating – even during the work from home period due to COVID.

Since Ghauri has focused her attentions away from the pressures of the job and more to the work which inspires her, she has felt herself thrive again, even though finding work/home boundaries are still a learning experience.

Ghauri has been indulging in her passion for cooking, and when she is able to, she will again enjoy avid world traveling with her two sons.

By Aimee Hansen

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Afua Richardson-Parry, Senior Medical Manager, Pfizer Ltd.

Afua Richardson-ParryAfua Richardson-Parry had always strived to be a hands-on person, prone to learning new things in keeping with the pace of a dynamic and changing healthcare ecosystem.

She didn’t set out to be a “Jill of all trades,” but rather to be adaptable and flexible. However, this drive shaped a sense of focus that sharpened when she came across a quote that really spoke to her; “Know your strength, staff your weakness.”

“That has changed my perspectives on teamwork and delegation in both ‘work’ and ‘play’ contexts,” she says. “Knowing what you’re best at and what others can and should do instead of doing it all yourself allows you to be your best.”

Keeping a Focus on Patient Needs

Richardson-Parry pursued pharmaceutical sciences because she was interested in research and exploration into how the body works and possible interventions to combat diseases. “I can say that now with almost 18 years in the industry, my desire to make an impact in healthcare has and continues to be positively fulfilled,” she says.

After earning a post-graduate research degree, Richardson-Parry began her career at the UK Department of Health – specifically the executive branch dealing with medicines regulation and licensing (MHRA). She then moved into the pharmaceutical industry, working within regulatory affairs and rising quickly into senior executive roles with increasing responsibilities.

Now a senior manager within medical affairs, compliance, governance and strategy at Pfizer, she appreciates her role as one that brings her close to healthcare professionals—and more importantly patients—through various educational initiatives. She views this as a great professional achievement – seeing the fruits of her passion for making a meaningful difference in the lives of patients through collaborative partnerships that help to optimize their health.

“I have had the privilege of working with and supporting leading experts, academics, healthcare professionals and clinicians, such as doctors, pharmacists nurses and specialists through a series of online and digital educational resources to enhance clinical practice and patient care,” Richardson-Parry said.

Working With Others to Learn More, Achieve More

Over the years, Richardson-Parry has had the opportunity to mentor and be mentored in personal and professional life settings. She has found being able to coach or encourage someone in the right direction is rewarding. Equally, being championed by fellow colleagues has tremendously bolstered her understanding of the business and corporate world. “In addition, I believe my career has progressed because of having a sense of purpose and focus. I live to better understand why I am here and what I am supposed to bring to this world. Also, having a strong conviction in my values and beliefs is just as important to me as being confident, hard-working, positive and resilient. Above all I have a personal desire for growth in every season of life.”

In addition, she cites former UN Secretary General Kofi Annan, Dr. Martin Luther King and Michelle Obama as some of her goal role models – both for their outlook on life and their sense of optimism even in the face of adversity and challenges.

Closer to home, she has found value in company networks that are designed to create a more diverse and inclusive work environment, which she finds essential for business as well as personal growth. “When women connect on professional and relational aspects, it can help ensure that they are well-represented in leadership, while having the freedom to balance family life and other social initiatives”, Richardson-Parry says.

She recently has been able to co-lead colleagues in the UK in continuous dialogue about race and ethnicity at work. She confirms that diversity and inclusion is a key focus of all levels of senior leadership at Pfizer. Through her local networks and workstreams in the UK, she joins a group of dedicated colleagues who are passionate about raising awareness about race and ethnicity at all levels of leadership.

“With a group of passionate allies, we are leading the conversation to effect lasting change so people feel confident to talk about racism and injustice, as well as create opportunities where all colleagues can thrive and progress in their careers, whilst bringing their best selves to work.”

Richardson-Parry, in collaboration with colleagues at Pfizer, continues to build lasting partnerships within academia and among clinicians through digital educational resources that may help them to manage patients with chronic disease and within the context of the current pandemic.

While she initially held the view that the corporate pharma world might tend toward being business- and transaction-driven, with little opportunity for the patient’s voice to enter key decision making, she soon learned that was far from the case. “Throughout my career in the industry and especially in my current role, I can share plenty of examples that attests to a strategy that puts patients right at the heart of everything that we do.”

by Cathie Ericson

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Gia Morón, CEO, GVM Communications, Inc & President, Women Grow

Gia MoronFrom entertainment to Wall Street to PR entrepreneurship, Gia Morón has repeatedly found herself in spaces she never imagined.

With a gift for drawing connections and a super keen gut instinct, she’s now at the forefront of women leaders driving diversity in the emerging cannabis industry.

Different Industry, Similar Skills

As Director of Promotions and Publicity for an entertainment firm in her 20s, Morón cultivated a passion for telling stories. When one day she was laid off, a staffing company suggested a curveball.

“There wasn’t an inkling within me that would’ve thought that I would be on Wall Street,” she says, having barely paid attention to the stock market. “I was thinking how different could this be? Only to learn that the same skill set still applied, just in a different industry.”

As Media Relations Officer at Goldman Sachs, she found that finance was as much about storytelling as entertainment was. She also soon realized that everything – including the entertainment world – came back to the hub of finance.

“I thought it was only a stepping stone,” she says. “But I don’t think school could’ve taught me what I learned on Wall Street.”

Becoming an Entrepreneur

“Oftentimes when we’re in the middle of something,” says Morón, “we have no idea what we’re being prepared for next.”

Morón worked with the 10,000 Women initiative at Goldman Sachs, which also launched 10,000 Small Businesses. So when the 2011 downsizing ended her 15 year stint there, she started her own public relations, brand and business development firm to try out similar consulting, this time on her own.

“I said let me take the time to do this now,” she remembers, “rather than regret not doing it. If it doesn’t work, I can always go back.”

Morón launched GVM Communications, Inc on April 20th, 2012, a date (4/20) that, in retrospect, seems auspicious.

“I wanted to try something different, but I went back to something I was familiar with,” she comments, on initially taking on finance and tech affiliated companies as her client base. “And I thought to myself, I’ve got to fire myself and really go into something entirely different.”

So she began to amass clients from fashion to plastic surgery, which she now sees as preparing her for the next development, which sparked when she started noticing a documentary series on legal marijuana on CNBC around 2013.

The Story Didn’t Add Up

“I am thinking this is prime time and they are focused on marijuana on a financial network,” Morón recalls. “There’s something I need to pay attention to. And that (intuition) I attribute to Wall Street, where you learn about forecasts.”

What also piqued Morón’s intrigue was that all the interviewees for these businesses were white men, whereas people of color from her old neighborhood were being arrested for the same thing that was now becoming legal, and lucrative.

“There’s a changing of the tide that really is only showing the success of a white male community, but continues to show the disproportionate civil injustices against Black and brown people,” she observed. “Well, that didn’t make sense to me.”

Stepping Into the Room

After discovering Women Grow in a magazine she was cover-pitching for a client, Morón apprehensively attended her first meeting, just off Canal Street in New York City.

She was surprised to find a very friendly room of people dressed in blazers with an atmosphere akin to an afterwork social networking gathering, but only five Black people present.

“I thought you could pick this room up and put it anywhere in the country, but you’d never know you were in NYC based on the lack of diversity,” says Morón. “And we’re talking about marijuana, right? Why shouldn’t there be a whole plethora of diverse faces in the room?”

“I walked up to every single Black person with a smile on my face, the five in the room, and I was very direct. I said, ‘Hi Black person, my name is Gia’,” says Morón. “I wanted them to know I see us in this room, and I recognize that it is important for us to acknowledge each other.”

She would then suggest they get to know the room, and regroup. This strategy worked and for the next meeting, she and the others brought ten more interested people of color.

“I think you can approach a situation like that and feel like you’re the only one,” she says, “or you can say, ‘I can invite other people and not be the only one.’”

She realized from the meeting that her PR skills were needed in the cannabis industry, and began to bring in new clients in 2015 to her GVM portfolio.

“That is when I learned that whatever people were currently doing in their jobs or their businesses could be applied in the cannabis industry,” says Morón, attributing her vision again to her time in finance. “And once that light went on, I recognized that cannabis would eventually make its way into every industry that operates today.”

Forging Diversity In an Emerging Industry

For Morón, Women Grow is the “gateway” into the cannabis industry for women, a network of diverse women bonded by the common mission of becoming leaders in this emerging industry.

“Oftentimes we come into a new space with old practices looking for different results that cannot happen unless we become intentional and conscious about what we need to change,” she observes.

Her organization has repeatedly witnessed the need to challenge and disrupt the familiar bastions that uphold the white men’s club – such as disproportionate access to licensing and capital – amidst the major obstacles of no federal legality, regulation or banking system.

Women represent 27% of cannabis leadership so far, ahead of other industries, and this is a direct result of intentional action to correct the course, now. Still Morón says more work needs to be done to see further leadership of women in the industry.

A new partnership with the Arcview Group’ Women’s Investment Network (“WIN”) will focus on educating, deal flow and networking around investment.

Creating a Legacy of Leadership

Alongside brilliant colleagues she admires and feels bolstered by, Morón has forged inclusion not only in the industry, but also at Women Grow.

“White women often see diversity as gender first. Whereas women of color see diversity as cultural first, then gender,” she discerns. “I didn’t recognize that until I was having these amazing conversations with women across the industry.”

Morón talks about releasing the fear and judgment that arose as she ventured into cannabis, and how every stereotype that could come up has been blown apart. She said the biggest misconception most people have is that they must consume cannabis in order to be in the industry, which is not the case. Learning about the plant and regulations that vary from state to state about the industry is most important.

“My gut feeling kept telling me over and over, you’re on the right path,” she says. “I had to recognize every time I trusted my gut, it didn’t fail me. I’ve experienced small fails, but not complete failures.”

“I am so proud to actually be in an industry where I find people who look like me – women and people of color, coming together, having the backgrounds we have, doing the work we are doing, and I get to say this is my network of people,” Morón beams. “We are literally part of the bricklayers of building this industry.”

“Our ancestors or people from our communities have paid the price,” she says. “And now our responsibility is to execute and make a positive impact. We believe in an industry where we can thrive, and not just survive, but moreover really create legacies for our own families and communities.”

by Aimee Hansen

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Iris Colón, Manager, Transformation & Growth, BDO

Iris ColonIris Colón names her biggest learning moment as being able to recognize the power in your own voice, especially as a woman of color.

That confidence often comes from accumulated knowledge, but since she has been fortunate to work in a wide variety of industries, she knew that she couldn’t have amassed as much industry knowledge as others; however, that didn’t make her opinions less valid.

“Even if someone had more longevity, I can speak from different perspectives, which is especially important in today’s climate,” she says, adding that she also likes to be the voice for others who feel there is too much risk to speak up or take action. She learned to advocate for herself as a teenage cancer survivor.

Pivoting Among Industries

”Winding, with some roundabouts” is how Colón describes her career path. Her first role out of college was as an assistant at a nonprofit working to improve afterschool programs by enhancing the skills of afterschool staff. She believes being discovered for the role was serendipity as she had applied online, and by coincidence, the CFO had been the program director of an afterschool program she had attended many years ago and recognized her name. Then, she was interviewed by someone who had attended her college and lived in Washington Heights where she grew up.

After her stint there, Colón went to work in NYC government on workforce development, first holding positions as an analyst and then a manager. Her next pivot was to technology since she had planned to move to Connecticut, and many New York City agencies require you to be a resident. She was able to land the job because of her transferrable skills in data management, which she had performed for all the workforce development programs. While there, she pursued her MBA while working fulltime.

After graduation, Colón decided to seek consulting roles with a human component and took a position with a healthcare company, where she helped implement multiple organizational changes, such as the Fully Integrated Duals Advantage (FIDA) program. Then as the firm confronted transformation, she decided it was a good time for her to seek other opportunities.

She held a client-facing role at McLagan an Aon company for three years, where she worked with fintech firms helping them establish their vision and HR initiatives, as well as with major financial companies in the Caribbean. Now she is at BDO, working on a team focused on Strategy, Operational Efficiency, Mergers & Acquisitions, and Learning & Development for the Advisory division.

As she has moved between roles, she has always prioritized finding a company that lives its values. To help assess that, she treats interviews as a two-way fact-finding mission, asking how they treat employees of all races and genders.

Her proudest professional achievement encompasses two facets: She is proud of her workforce history where she’s been able to adapt to so many types of industries, with a personality that lends itself to be a good fit with a wide variety of people and projects. However, she’s also proud of her education. As a Latina, graduating from college as a first-generation student was an amazing achievement, and then earning her MBA, as one of the few women in her classes, and also taking a leadership role in student government while she was at NYU Stern.

Giving Back is Part of her Nature

Colón believes strongly in the value of mentors. When she graduated from high school, she was awarded a scholarship and partway through her college experience she was assigned a mentor who could help her through her schooling and choosing her major. But Colón adds that she wishes she’d had more mentors who looked like her and shared similar experiences and backgrounds. Nevertheless, she says she was fortunate to have had multiple female bosses, and therefore was able to note qualities that were both good and bad to emulate or avoid.

Sometimes she believes women can see each other as competition, which can hamper a working relationship. She found it vital to identify a boss who was supportive of what she wanted to do and saw her potential and then was willing to help her grow. “Your boss needs to be an advocate for you and show they want you on the team,” she says.

Currently, Colón is active in her firm’s Multicultural Alliance that helps to plan events and also makes sure that company leaders back up their words with actions related to diversity and inclusion. Outside of her firm she gives back to organizations that have been important to her, such as the Women’s Bond Club, where she initially received her scholarship. The group has since expanded its programming to include internships and mentoring and now awards multiple scholarships.

She also participates in several alumni groups connected to NYU, including the Black and Latino Alumni Group of NYU Stern and NYU Alumni Club in Connecticut, and Haverford College, Multicultural Alumni Action Group. As a young adult cancer survivor, she is part of the First Descents and Stupid Cancer communities.

As a native New Yorker, she never anticipated moving to Connecticut, but enjoys a full life there with her husband, Anthony, and three-year-old son, Justin. And now she shares her newfound love with others, as a member of the Newcomers Club of New Canaan’s social committee dedicated to helping new residents connect with each other and get involved in the town.

“Diversity can infuse every part of your life,” she says.

by Cathie Ericson

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Heidi Pellerano, Chief Commercial Officer, The Confederation of North, Central America and Caribbean Association Football (Concacaf)

Heidi PelleranoWorking in the sports industry makes Heidi Pellerano very visible as a woman.

But she is able to lean on a philosophy that helps athletes themselves as they strive for success. “I might not be the best athlete, but no one will outwork me,” she says. “You might have to work harder if fewer doors are open, but it’s something I’m proud of.”

Connecting Her Passion to a Career

Many professionals take unusual paths, but that is an understatement to describe Pellerano’s career. She studied as an electrical engineer and worked in the field for three years as a military consultant. But then, she had “that moment” where she was considering that she had a long career ahead of her and wanted to make the most of it. “It was a difficult process and took some soul searching, but making a shift allowed me to be true to myself.”

Although she didn’t come from a typical “sports family,” she’d always been passionate about them and decided to see what paths might open up. As a girls basketball coach at the time, she leaned on some of the parents to help set up informational interviews as she realized it was a tough industry to break into, especially given her background. “I offered to work for free and do whatever it took, but nobody picked me up on my offer,” she says. Through the advice of the parents, she identified an opportunity to earn a master’s degree in sports management at the University of Massachusetts, which would demonstrate she was serious.

During her program, Pellerano became uneasy as she started hearing about the decisive plans her classmates had, and it became clear that even if it wasn’t a long-term goal, she needed something that would differentiate her. It was the 1998 timeframe when women’s sports were growing, and she realized that could be a niche. She specialized all her projects to establish herself, and was approached by a classmate whose dad wanted to bring a WNBA team to Orlando, which opened the door to an internship.

Recognizing it’s an industry that’s all about networking and connections, she focused on meeting other professionals, which paid off when one of the women she had met went to work at the NBA in New York and hired Pellerano. Soon she decided that a marketing degree would complement her skills so she went back to school at Duke University, where she once again was vocal about her goals. A classmate referred her to a small consulting agency in Raleigh, North Carolina, OnSport, which became her entry point to strategic consulting in sports and entertainment.

When the firm was sold to industry giant Wasserman, Pellerano stayed on and just left last year to become Chief Commercial Officer at The Confederation of North, Central America and Caribbean Association Football (Concacaf), one of FIFA’s six continental confederations. She is excited to tell the story of the group’s 60th anniversary next year as the most recent hire of a recently transformed leadership team. “There is a tremendous upside and potential with all the changes that have happened in recent years.”

Making Your Voice Heard

Today when she meets with prospective hires or conducts informational interviews, Pellerano sees potential that others might not. That’s because she had been pigeon holed by her major, without someone to help connect the dots. By doing it herself, she has been able to create the career she wanted, and today can help others with a non-traditional background see where they might fit.

She has realized sports is an industry where it’s easy to be overlooked—one not designed for introverts, meaning she has to make adaptations as one herself. “The extroverts are very comfortable being seen and heard, and I’ve talked to a lot of people about how it’s fine to be introverted, but you have to understand how to shine at the right moments or it can have a limiting effect on your future.”

She acknowledges that as a former military consultant, she has gone from one male-dominated industry to another, and it’s important to focus on developing relationships.

At Wasserman she worked with an HR specialist, who posed an analogy that helped the issue of diversity and inclusion click. “When you look at the network of those in leadership, it will look like people like them, which is how underrepresentation continues,” she says. “Therefore, the best way to increase inclusion is to commit to open doors and advocate for advancement.”

“In many organizations, the biggest hurdle for women and minorities is they feel like they are meeting a quota,” says Pellerano. “If that’s the case, then forget what opened the door and prove them wrong.”

In fact, she exudes what she calls the “boxer mentality.” That means you may wonder how someone can withstand the pain, yet still have that attitude of never giving up. “Someone else has to call them out; it won’t be them,” she says, noting that there are days you wonder whether the struggle is worth it. “You have to realize everything will pay off for the next generations.”

Sports remain a passion in her personal life, and she also enjoys traveling with her family and friends, with favorite destinations being anything outdoors. “Since my job requires me to spend so much time inside, I love to get fresh air, whether it’s mountains, oceans or rivers. A beautiful landscape makes me happy.”

by Cathie Ericson

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Virginia Johnson; Senior Vice President, Head of Corporate Legal; Global Atlantic Financial Group

Virginia JohnsonNever check your bag. Those words of wisdom have stuck with Virginia Johnson throughout her legal career since one of her first business trips as a first year associate. Traveling with a senior partner to embark on a lengthy trip, she arrived at the gate and when he asked where her suitcase was, he was shocked that she had checked it. “’Didn’t anyone ever teach you Associate Travel 101?’ he asked me.” Fortunately for Johnson, the bag quickly emerged from baggage claim as expected, but the advice has stuck with her…fast forward over 15 years and it still rings true, she says.

Wearing Many Hats Creates Exciting Opportunities

Of course, that’s just one small, but colorful, piece of advice that has helped propel her successful career. Johnson started as a corporate lawyer in 2002 at a large international law firm, Weil, Gotshal & Manges LLP, where she served as a securities and complex commercial litigator for nearly 9 years. She transferred from New York to Boston during her time at Weil, and eventually moved to a smaller Boston-based firm as a partner, where she could build her own book of business in an entrepreneurial environment. In 2012, she came across an opportunity to join the legal department of a wholly owned subsidiary of Goldman Sachs, and as she had always been intrigued by the idea of going “in house,” she made the leap.

Since its spin-out from Goldman in 2013, the company, which rebranded as Global Atlantic Financial Group, has dramatically transformed itself, in ways that Johnson says makes it “feel like it’s been 20 different jobs.” There, she currently heads up the corporate legal group and oversees just about everything a corporate legal department would need to handle, including contracts, licensing, cybersecurity, data privacy, litigation, employment, intellectual property, governance, risk, strategic transactions, cross-functional projects, business integration, and more.

She loves her current role where she can serve as a legal advisor but also assist with developing and shaping business strategy. “I am proud that I have been able to cultivate such a rewarding career, but also that I have built a reputation as a dependable problem solver in many contexts—a seasoned generalist who can jump into different types of situations,” she says. “As my expertise has adapted, I’ve been tapped by numerous leaders and have been able to expand my skill base. Business partners often tell me that if they don’t know who to call, they call me, as I have become known as somewhat of a ‘fixer,’ someone who can take on anything and just figure it out.”

Currently that covers leading her company’s response to the coronavirus pandemic, including introducing new initiatives, advising the business on legal risks and regulatory compliance, and conducting analysis of workplace safety logistics, company policies and procedures, employee benefits, and other aspects. While she acknowledges it is challenging, she also sees it as a chance to feel positive about something that is otherwise tragic. “Working on our response efforts is a way I can pour myself into the crisis and make a positive impact,” she says. “Most importantly, we are making sure we’re being flexible, fair and caring to our team and our customers.”

Johnson also is involved in a number of technology initiatives at Global Atlantic, an area for which she has a personal passion. This is a time like no other, she says, to spotlight the importance of innovation. “I have seen attitudes change almost overnight toward remote work and the urgency of digitizing our business capabilities, and it’s vital to embrace it, not be afraid of it. This forward-thinking attitude is critical to the future of our workplaces.”

Building Relationships and Learning on the Job

While Johnson says that sponsors can play an integral role in a career she also sees the benefits of networking at all levels.

“During my undergraduate studies and law school, I believed that if you simply buckle down and work hard, that would be enough, and by becoming a subject matter expert, people will seek you out. But now I know, it’s more than that: You have to network and build relationships,” she says, adding that she makes sure to tell her mentees not to underestimate the value of your network and to begin to grow those relationships immediately in your career. Too many times she has seen people focus exclusively on their work, and then find years later that they are building those relationships from scratch.

She credits her career transitions with seeking out and nurturing connections that would pay off in years to come. Success in the world of law entails a blend of talent and effort, along with some luck, she says.

As she considers the many mentors she’s had, the traits she admires most are having a mastery of skills and a devotion to excellence, while still maintaining a life outside work and a sense of humor. “These things aren’t mutually exclusive,” she explains. And, she appreciates those who put a premium on diversity in hiring and foster an environment where people can offer divergent opinions and dissenting views.

Johnson is proud of helping found a women’s network, which has become a firmwide presence at Global Atlantic, offering a large network across all the offices. Acting as a senior sponsor, she finds the most rewarding part has been the ability to empower younger professionals as “office champions” to plan events and initiatives. She sees it as a way to both retain talent and attract new professionals.

A Full Life Inside and Outside Work

In addition to her mentoring work within the company, Johnson is active in external mentoring with Big Sisters and Mentorloop, a virtual networking site that matches pairs according to interests. While she has spent much of her career in the financial services industry, she is an innovation enthusiast who loves learning about emerging technologies, and she often attends tech-focused events and peer chats to satisfy her curiosities.

Johnson also loves music, film, theater, and travel, and looks forward to resuming those activities after the pandemic clears. Since working from home full-time during the coronavirus outbreak, she has enjoyed being able to exercise more, favoring virtual boxing classes and yoga. And she treasures time she can spend with family, friends and her pets. “It’s important to have a well-rounded life outside of work. It gives you valuable perspective in making business decisions and also when you’re done with the workday.”

by Cathie Ericson

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Cristina Varner; Senior Vice President, National Life Science Practice Leader; ABD Insurance & Financial Services

Cristina Varner

In her 25-year career, Cristina Varner has heard a number of buzzwords come and go, but one concept that she was delighted to first hear about and see endure is “sponsorship.”

“When that term came up it really resonated with me…who’s in the room talking about you when you’re not there?” she says, citing studies showing women tend to be over-mentored and under-sponsored. She recalls a former boss who was a strong producer, and they gravitated toward one another. “We didn’t put a name on it, but it was sponsorship as she helped me be my best,” Varner says. “She would tell me that I was passionate, not impatient, as others might call me. In that way she would replace what sounded like a negative that I might be thinking I needed to fix and reframing it in a way that was positive.”

That’s why everyone who wants to grow in their career needs a sponsor, says Varner.

A Career Pivot Proves Successful

Turns out Varner had a lifetime “sponsor,” even though she just called him “dad.” That’s because she had initially planned on being a fashion buyer, but when she joined Nordstrom during a tough economic period, it didn’t take long to realize that buyers weren’t soon going to be giving up their jobs.

Her father was in insurance, and while he’d always said that insurance was a great business, she hadn’t intended to follow in his footsteps…and yet since he was nearing the end of his career, she joined to see what it was all about. “He was very old school and treated me like any employee,” she says. But that taste of the industry worked, and from there she decided it was what she wanted to do, embarking on what would become a fruitful and fascinating career.

Since Varner didn’t want to take over his business, he recommended she consider becoming a retail broker on the commercial side. She was willing to learn and also realized it was the right time as it was the Silicon Valley heyday, with companies unable to hire people fast enough. Varner started on the ground level and worked her way up, primarily working with tech companies at the time, before a pivot moved her into the life science industry. Since then she’s built two life science practices from the ground up, and that has led her to the professional achievement she is most proud of so far—building robust teams and being part of watching younger people grow and make names for themselves.

Her current company, which she spun out with a core group in 2012, is now in its eighth year.

A Fearless Leader

While she doesn’t recall having specific assumptions starting her career, she realizes the importance of not only having a strong work ethic—being willing to raise your hand for new opportunities, but also the power of being a non-conformist. Varner describes herself as not “cookie cutter,” but rather fearless, a trait she didn’t recognize as unique and valuable until she was farther along in her career.

That instinct was on full display when she and a small group decided to leave a large employer to spin off their new company, an unusual and courageous decision, given that insurance people in general are risk averse in their careers. “It took a leap of faith to believe in a new CEO and leave much of my team behind.” And of course, that sowed doubts: How would I be able to do this? Will clients come with us?

One of her biggest fears was that people wouldn’t come along with her, but her biggest client followed her with words that stuck with her, “I don’t do business with companies; I do it with people.”

Even with initial misgivings, looking back, she knows it was the best career decision she has made. “It allowed me to start fresh in that I could come up with creative ideas, and that was the biggest turning point in my career,” Varner says.

Building Support Mechanisms

Varner has been proud to be part of creating culture at ABD, including a Diversity, Equity and Inclusion Council formed last year. She also founded the ABDHer Employee Resource Group (ERG), a passion that comes from the fact that she was strongly challenged, inspired and mentored by female leaders in her career and wanted to pay it forward.

The group has spearheaded a number of initiatives, including currently hosting webinars with other female leaders. Recent offerings have included topics like how people can successfully lead in times of tumult.

“When I started my career, we were expected to just figure it out, but I think it’s important that we now have much more focus to help people navigate their careers and growth and build skills.” She also finds that men gravitate toward the group, many of whom had been supported by a strong female figure in their own lives, to show their support.

While Varner has had her share of mentors, she also looks to other avenues for inspiration, including Maya Angelou and Oprah Winfrey, citing the quote, “When people show you who they are, believe them the first time.” Varner heard this early on and became a devotee of her teachings, which she has found to be very impactful on her career.

Aside from her work, Varner is married and enjoys spending time outside, boating or just enjoying the summer weather, along with her “two spoiled dogs.” Her passion for dogs inspired her to connect with a local man who helps feed the dogs of homeless people and eventually started the nonprofit “Project Open Paw.” Varner also is close to completing training to be a crisis counselor for Crisis Text Line, which she heard about when she caught a podcast with the CEO. “It resonated with me as something outside of my career or normal hobbies,” she says. While it’s daunting, she is excited to make a difference. “You should always be doing things that scare you.”

by Cathie Ericson

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