Tag Archive for: change agent

Why Women Need to Learn AI — Not Fear It

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why women need to learn ai

By Jessica Darmoni

“Imagine you start a new job and your boss gives you a Mac, but you are used to a PC,” said Michelle Ann Gitliz, Founder & CEO of Change Agents Technologies, Inc. a SaaS company that leverages its proprietary AI and automation platforms to transform how businesses manage compliance. “It’s a condition of your job to work with it and at first it feels unfamiliar or uncomfortable but eventually you adapt because it is part of the workplace. AI will likely follow a similar path. Many future jobs will require workers to collaborate with AI systems whether they feel ready or not.”

Artificial intelligence is no longer a futuristic concept reserved for tech companies and science fiction movies. It is rapidly becoming part of everyday life, shaping how we work, communicate, create, and make decisions. Yet for many women, AI can still feel intimidating, overly technical, or disconnected from reality. The truth is that understanding AI is not just about career advancement; it is about empowerment, safety, and maintaining agency in a world increasingly driven by technology.

Leveraging AI for Efficiency and Modernization

“Engaging with the technology allows people to understand both it’s strengths and it’s pitfalls,” says Gitlitz. “One of the most important things to understand is that AI is a tool and like every major technological shift before it, the people who benefit the most will be those who learn how to use it wisely. “

Nancy Li is a Los-Angeles based consultant helping firms leverage AI and Machine learning to scale and scope their organizations.

“Many organizations genuinely want to improve efficiency and modernize legacy systems,” she says. “The reality is that implementation is difficult. Most businesses are still trying to figure out how AI can truly augment workflows.”

She estimates that we are still several years away from full-scale adoption across industries and that AI must solve real-world problems.

In the meantime, there is an important opportunity for women to learn, experiment, and position themselves ahead of the curve instead of being left behind by it.

A Successful Use Case

According to Li, there is one major area where AI has already demonstrated measurable success: programming and coding. AI systems can now assist with software engineering, data analysis, automation, and workflow optimization. However even in those fields, humans are still essential. Someone has to guide the system, verify the output, and determine whether the result is useful, ethical, and accurate.

Li believes the future workforce may evolve into teams of “quality control managers” overseeing AI-powered systems and digital agents. That future raises a fascinating question: what does work look like when technology can perform many of the repetitive tasks people once did for a living?

The answer may depend less on technical expertise and more on judgment, creativity, discretion, and taste. AI can generate endless amounts of information, but it cannot fully replace human intuition or emotional intelligence. Knowing what you want, understanding your goals, and evaluating whether an AI-generated solution actually makes sense will become critical skills.

Understanding AI as a Matter of Safety

Women do not need to become engineers to participate in the AI economy. However, they do need enough familiarity to ask informed questions, challenge assumptions, and protect themselves.

Gitliz reminds people not to click “agree” on terms of service without reading them, or hand over personal information without considering the consequences.

“Your data is valuable. Your birthday, browsing habits, preferences, and online behavior can all be used to build detailed profiles for advertising and targeting.,” she says. “What matters is knowing the options exist, understanding the terms of use, and recognizing the impact these tools can have on your life.”

Women especially should understand how their data is collected, stored, and used. Learning the basics of AI and digital systems helps people recognize risks, identify manipulation, and make informed decisions online. You cannot safeguard yourself from technology if you do not understand how it works.

Cathy Yoon, General Counsel at Harmonic, emphasizes that the human element is still essential when leveraging AI systems. She believes that AI is good to fill in workflow gaps but that humans still need to verify outputs.

“Verification is essential because AI systems can still produce inaccurate, biased, or misleading information,” she said. “Learning how to question outputs and confirm facts will become just as important as learning how to generate them.”

Meritocracy Matters

There is also a larger cultural shift happening around merit and opportunity. Increasingly, employers and industries care less about where someone went to school and more about what they can actually do. In some emerging industries, especially digital assets and technology, AI literacy will become the new college degree and a baseline expectation rather than a specialized skill.

“This creates a unique opportunity for women from diverse backgrounds. AI has the potential to level certain playing fields because access to knowledge is more open than ever before,” says Li.

People can learn independently, build portfolios, launch businesses, automate workflows, and develop expertise outside traditional institutions.

The goal when women approach AI should be informed participation. The women who thrive in the AI era will not necessarily be the most technical. They will be the ones who stay curious, ask questions, protect their data, verify information, and learn how to use technology to supplement their strengths rather than replace them.

AI is coming whether we embrace it or not. The safest and most empowering choice is to understand it well enough to shape how it shapes us.

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Powering the Future: Erika Irish Brown, Head of Talent Management and Engagement, Citi

Erika Irish Brown“Future leaders will need learning agility above everything else,” says Erika Irish Brown. “The pace of change is only accelerating. Today it’s AI, but we don’t yet know what we’ll be navigating tomorrow. What we do know is that the leaders who thrive will be the ones who stay curious, stay open and embrace change rather than resist it.”

As part of The Glass Hammer’s Where Are They Now series, we are catching up with leaders we have spoken with before to see how their careers and perspectives have evolved over time. Erika Irish Brown, now Head of Talent Management and Engagement at Citi, has long been focused on creating opportunity and building inclusive workplaces. In this next chapter of her career, she shares how that mission is expanding as organizations rethink leadership, mobility and learning in an era defined by rapid technological change.

Q: What are you currently working on?

As Head of Talent Management and Engagement at Citi, my focus is on our global, talent centric approach to supporting our workforce—one that invests in people, creates opportunities for growth and fosters a culture where everyone can thrive.

Our team leads all of Citi’s efforts around development planning, talent designations, talent processes and succession planning. We also oversee enterprise coaching, our engagement activities including 12 global Inclusion Networks and Talent Management and Engagement Councils across each business and function.

Q: What is inspiring you to lead in the future?

What inspires me about leading into the future is the real momentum we’re building at Citi. We have a clear strategy, a leadership team driving meaningful change and a firm accelerating on every front, including technology.

AI is opening new doors for our people, helping colleagues find opportunities that match their skills and aspirations. As it becomes more integrated into how we work, it will continue to fuel growth, innovation and faster execution.

You can see this momentum in our focus on mobility. In 2025, we filled more than 55,000 roles with 44% coming from internal moves and promoted over 28,500 colleagues into new roles. And with initiatives like Development 365, more than 165,000 colleagues created personal development plans last year.

The combination of our strategy, our people and the possibilities technology unlocks makes the future incredibly energizing.

Q: What makes Citi special?

What makes Citi special is the combination of our globality and our focus on human-centered leadership. As the world’s most global bank, we have people on the ground in more than 90 countries, which gives us a unique level of cultural fluency. It allows us to connect with colleagues where they are, listen to their experiences and ensure our strategy reflects the realities of each market. Our clients tell us this reach is a true differentiator.

Our scale also means we tackle complex challenges across borders and offer a wide range of roles and career paths within one firm. That combination of global breadth and opportunity is hard to find anywhere else.

What also sets Citi apart is our leadership. Jane Fraser, our Chair and CEO, leads with a clear vision, and her leadership shapes a culture of understanding from the top. She is a trailblazer in financial services and the first woman to lead a major financial institution. Our global footprint – who we are, where we are, and the businesses we run—makes Citi a truly special place to grow and make an impact.

Q: What lessons in leadership have you learned working at the world’s most global bank?

I’ve had the privilege of working at several of the world’s leading financial institutions, and those experiences have deepened my understanding of culture and lived experience and reinforced that ambition and leadership show up differently around the globe. Leadership is packaged in all different ways, and that has underscored the need for our leadership frameworks to evolve.

We have to break the myth that there is only one archetype of a leader, especially when it comes to succession planning. Not everyone will say, “I want to be CEO.” Many people are quiet leaders, and that doesn’t make them any less ready for what’s next.

Leadership doesn’t begin with a title — anyone can lead, and leadership can be shown at every level. At Citi, we measure leadership against three principles: we take ownership, we deliver with pride and we succeed together. Whether you lead a large team or contribute as an individual, how you bring these principles to life is what truly matters.

Q: How have you navigated challenging moments, setbacks or self doubt?

Navigating difficult moments starts with remembering that meaningful and sustainable change doesn’t happen overnight. Impact builds over time. I try to focus on what I can control and release what I can’t. At the end of each day, its important that I am able to look in the mirror and know I used my voice—especially when it was uncomfortable or challenged the status quo. I believe silence is a form of endorsement; if I’m not willing to speak up, then who will?

Setbacks are part of the process, but I stay grounded in my competence and confidence. If you’re competent, you have every reason to be confident. Mistakes are okay as long as you take feedback, course-correct quickly and keep moving. Learning agility and making progress matters far more than perfection.

When things don’t work out, I remind myself that there may be something else in God’s plan. Faith helps keep everything in perspective. And if I can honestly say I fought the good fight and did my best on behalf of others, I can move forward with confidence.

Q: What skills do you think will matter most for future leaders?

Future leaders will need learning agility above everything else. The pace of change is only accelerating. Today it’s AI, but we don’t yet know what we’ll be navigating tomorrow. What we do know is that the leaders who thrive will be the ones who stay curious, stay open and embrace change rather than resist it.

Being a lifelong learner is no longer optional—it’s a leadership requirement. The leaders who succeed will absorb new information quickly, adapt their approach and translate what they learn into action.

At the heart of learning agility is staying curious —the willingness to ask questions, seek out new perspectives and lean into what you don’t yet know. Curiosity keeps you growing, keeps you adaptable and keeps you ready for what comes next.

Q: Who inspired or influenced you most on your journey, and what did you learn from them?

My parents are my biggest inspirations. They set high expectations, especially around academics and STEM. My mother was a junior high math teacher, and my father rose through the New York City Housing Authority to become Head of Computer Services. In our house, if your grades weren’t where they needed to be, the question wasn’t “Did you try your best?” It was “What happened?”

They taught me to be a change agent. If something wasn’t the way you wanted it to be, you had the power and the responsibility to fix it. That mindset shaped me. You have agency. You can challenge the status quo. You can create opportunities that don’t yet exist.

They also taught me the value of effort and the associated outcomes. What you put into something is what you get out—karma. Education, hard work and smart risks can change your life’s trajectory. Those lessons—accountability, agency and effort—have guided my career and influence how I lead today.

Q: What invaluable, specific guidance have you received along the way?

A few pieces have stayed with me:

  • Listen first. Let the culture shape your understanding. Listen to understand, not to reply.
  • Invest in people. Exposure, opportunity and access change outcomes. Meet people where they are, lift as you climb and bring others on the journey with you.
  • Lead authentically. People, including yourself, thrive when they build trust and feel psychologically safe.
  • Challenge the status quo. Commitment and persistence pay off. Be brave and use your voice. Innovate.
Q: What do you impart upon those you mentor — or would impart upon your younger self?

Be ambitious, take stretch assignments and stay curious. Don’t assume your work will speak for itself — advocate for your own growth. And always consider the legacy you’re building. Making a difference doesn’t have to be grand; it can start with creating an opportunity for even one person to succeed.

Q: Has coaching supported you in your journey, and if so, how?

I have absolutely benefited from coaching. At Citi, executive coaching is a capability we invest in as part of our Talent strategy because we know it elevates performance; it’s not about fixing a problem. Just as elite athletes rely on coaches to refine their craft, high performing leaders gain so much from trusted advisors who help deepen self awareness, strengthen impact and navigate complexity with greater effectiveness. When we prioritize continuous development, we position our leaders and our organization to succeed in an environment that is constantly evolving.

Q: Looking ahead five to ten years, what kind of future are you hoping to help create?

Looking five to ten years ahead, I want to build on the true meritocracy here at Citi. My focus is on a deep, durable leadership pipeline where the next generation is prepared for and stepping into senior roles, ready to run the firm and succeed our most senior leaders.

Equally important is an environment where inclusion shows up in outcomes. Our leadership should reflect the communities and clients we serve, and every colleague should have the same opportunity to grow, to lead and to succeed based on performance, potential and ambition. If we keep investing in people and creating real mobility, Citi will be even stronger, more inclusive and positioned for long term success.

Q: What practices help you sustain energy and resilience?

Staying connected to purpose, spending time with my family and staying close to colleagues keeps me grounded and energized. And for balance, I carve out one hour of Orangetheory Fitness almost every day– the best reset is 60 minutes of self-care.

Q: What are you passionate about in your personal life?

Outside of work, I’m passionate about giving back, especially when it comes to youth development and community programs. My years with the Riverside Hawks — as a parent, board member and advocate — have been some of the most meaningful experiences of my life. I also serve as Vice Chair of the Bedford Stuyvesant Restoration Corporation, which has been a cornerstone of Central Brooklyn for decades.

Service has always been a big part of who I am. I’ve been an active member of Delta Sigma Theta Sorority, Incorporated for more than 35 years, and I’m also a proud member of The Links, Incorporated. And staying connected to my alma mater is important to me too, so I continue to give back through my work on the Columbia Business School board.

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Sam Rapoport: CEO, Blue80

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Sam Rapoport“In this work around gender equity, I know I may never see the full fruits of my labor in my lifetime. But I want to be the one who plants the seed,” says Sam Rapoport. “If others can water it and sustain it, then I’ve done what I came to do, and I’m okay with that.”

Sam Rapoport knows that there is value in playing the long game. When it comes to change, she knows that you have to put in an intentional effort. As an out LGBTQ professional, Rapoport also knows that being yourself means betting on yourself.

As a high school and college quarterback growing up in Canada playing tackle, touch, and flag football from a young age, Rapaport honed the ability of making rapid decisions under pressure.

“You have three seconds to get rid of the ball, and you are making a hundred decisions in those three seconds,” she says. “You have five people in your face trying to attack you. I taught myself at a young age to become calm in those moments.”

The instinct to remain focused, fast, and forward-thinking shaped not only Rapoport’s playbook on the field but also guided her career at the NFL (National Football League). Over two decades, she rose from intern to changemaker, pioneering trailblazing work in gender equity. More recently, she made the fearless decision to step away from her full-time role, choosing to share her hard-won lessons more widely as a consultant and keynote speaker.

“I want to help organizations around the world achieve progress more quickly,” she explains. “Because this work is so much bigger than the sport of football.”

Learning to Shoot Your Shot

Rapoport’s emergence as a changemaker in professional football began with an unconventional pitch. “In 2003, I submitted a resume to the NFL with an actual football. On the football I wrote, ‘What other quarterback could accurately deliver a pass 3,806 miles?’ which was the distance between my university and the league office. That stood out to someone in HR.” It earned her a coveted internship and foot in the door of a historically male-dominated league.

However, Rapoport’s proudest achievement was not just breaking in, but helping other women do the same.

“For the last 10 years at the NFL, I created a program that served to introduce women into coaching. I took on the Boys’ Club. I took on an establishment that had done things the same way for a hundred years, which was putting men in coaching roles, and I questioned it and then I created a platform that changed the game for women in coaching.”

She continues, “now as of this past season we have 15 women working in full time coaching roles, which is more than double any male professional sports league in the world.”

Rapoport emphasizes that the program’s success didn’t happen by chance. It was the result of years of focused effort and a deliberate strategy, or “a blueprint for accelerating change”. A key element of that blueprint is a framework she learned along the way: the 20/70/10 Rule.

“I have found that 20% of any organization understands what needs to be done to make the change – they’re bought in. 70% want to do the change but have no idea how. And 10% wants nothing to do with it,” she explains. “Focus your energy on moving the 70% into the 20%. Ignore the 10%. The ground moves from under the 10% statistically anyway.” For Rapoport, it’s about shifting the focus from fighting resistance to fueling momentum.

Today, Rapoport continues consulting to the NFL Women’s Forum and is helping build the league’s first professional flag football league, one of her childhood dreams. She is also advising organizations like the USTA (US Tennis Association) on engaging more women in coaching. And one of her latest accomplishments includes working with USA Flag Football on creating a path to the sport being featured in the next Olympics. Finally, she makes sure to leave time for keynote speaking, which she describes as, “probably my favorite part of my job because I can deliver a lot in a short period of time on how to create change.”

On Being Yourself – Truly

As she worked to open doors for others, Rapoport also navigated what it meant to “be herself” in the workplace.

“I wasn’t out in the first decade of my career at the NFL…Everyone always says, ‘Be yourself,’ but that’s easy when you look and act like the default person at an organization,” she reflects. “It’s a lot more challenging when you are a member of the gay community, or the Black community, or the Latinx community.”

She continues, “when I felt confident enough to make the change to come out and be myself unapologetically…I started to thrive.”

Beyond being out at work, Rapoport defines being herself as, “finding the middle ground between professional you and weekend you. It’s about dropping the act, ditching the corporate lingo, the need to sound like a textbook, or mimic your boss, and just being real.”

However, Rapoport is quick to acknowledge the privilege required to let one’s guard down. “There’s a privilege in seniority to be able to do that. Younger people have a harder time.” She emphasizes that safety is paramount, both in professional and personal spaces. “It’s up to the environment. The environment owes it to you to make it safe to come out. I came out when it was safe, and before, it didn’t feel that way.”

Betting on Yourself

When it comes to navigating moments of self-doubt, Rapoport is clear: it’s not about faking it until you make it. “In my opinion, that’s the worst advice you could give anyone. If you fake it, then imposter syndrome kicks in.” Instead, her mantra is “publish and iterate.” Try something, learn from it, refine it, and keep going.

“I have a lot of things, but I don’t have imposter syndrome,” she says. “I’m okay with putting something out there and maybe running away after I do, but I’ll fix it from there.”

She and her wife even have a motto: “We’re betting on ourselves.” Whether it’s stepping into a new gig or turning down one, the calculus is simple: “We’re literally putting all our chips on us. And if it works, great. If it doesn’t, we learn.”

A Pragmatic Path to Meritocracy

With years of experience in gender equity, Rapoport offers an informed perspective of what’s falling short in DEI and what has the potential to move it forward. “We need to stop with these massive pendulum swings,” she says. “It has to be apolitical.” She believes real progress is possible and meritocracy is about removing barriers so that everyone has the same access to opportunities. Rapoport is also adamant that true equity work must be intersectional stating it to be critical to ensure access to all women.

At the heart of her work is a long-term vision that stretches beyond any single organization or lifetime. “I think ahead 100 years, and I think of what the NFL can look like with all genders being ubiquitous,” she says. “With half of the head coaches being women. Half of the general managers. Half of the owners.”

Rapoport is not pushing for dominance, but for balance. “I don’t believe the future is female, I believe in balance, and I believe the future is everyone – equal representation of great people. That’s how you start to take down very destructive structures that hurt marginalized people.”

Outside work, Rapaport is “massively into plants,” plays three instruments, cooks, paints, and has a list of future hobbies she is excited to learn. But her greatest joy, she says, is her family. “I am so proud of how functional and healthy and happy my family is,” she laughs. “And I’m very passionate about putting my energy there over anything.

By Jessica Robaire

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