Tag Archive for: LGBTQ Pride

Natalie Tucker: Head of Strategy & Operations, Radioligand Therapy

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Natalie Tucker “As a professional golfer, you either hire someone to run the business side of your career, or you run it on your own. I ran my own business, raised nearly a million dollars in capital, hired my whole team and traveled around the world,” says Natalie Tucker. “It was a great experience that taught me a lot about business.”

Tucker shares some unique insights from the golf course to apply in the workplace, why you should focus on influencing the influencers and the price she once paid for feeling unable to bring her whole self to work.

From the Golf Course to Health Care

Tucker was a professional golfer for ten years before she retired her golf clubs at the competitive level and moved into healthcare.

Though she realizes being a professional athlete, especially as a woman, is an inspiration to others to embrace your gifts and follow your dreams, she also felt compelled to find avenues to more directly impact the lives of others. Having been surrounded by the business of health as a golfer, she was magnetized to go into healthcare while leveraging the science-inclined side of herself.

“Being a professional athlete was fun and entertaining, but for me, it felt like something was missing. In my work now, I feel I am helping people and bringing value to them,” says Tucker. “The patients benefit from our work, and you really feel like you’re making a difference.”

After a period of working in a company that focused on artificial intelligence for skin cancer detection, she attained her MBA from Yale, before moving into consulting for pharmaceutical companies. Eventually she joined Novartis – where she heads strategy and operations for a business unit focusing on radiopharmaceuticals for the treatment of patients with various cancers.

Lessons For Navigating the Course of Business

In a unique training ground where her personal career depended not only upon her athletic ability but also on her business prowess, Tucker acquired many valuable lessons as an athlete that she continues to draw from, over 10 years after leaving the golf course.

Maintaining Calm Under Pressure

Tucker gives credit to her professional golf career for helping her learn to manage pressure and anxiety. Her ability to retain her LPGA Tour Card, and therefore her job for the following year, depended on her performance in a single four-day tournament. When the stakes are that high, with six-figure sponsors on the line, you have to stay in your center and focus.

“If you play poorly over four days, you lose everything. You lose your income, you have nothing,” she recalls. “So there’s a lot of pressure. I had to learn ways of self-calming: how do I quiet my mind, take two minutes and just relax, and empty everything out? I did that on the golf course to get through these really hard moments.”

“This is a hundred percent applicable to business. Before I go into an interview, before I give a presentation, before I talk with the CEO of the company – I take two minutes just to calm myself. All of the methods that help maintain an even keel transfer from golf to business.”

Visualizing Your End Goal and Pathway To Success

“In playing professional golf, you spend a lot of time visualizing or mentally planning what you want to accomplish,” she notes. “The best way to be successful in business is also to think about what you’re trying to accomplish, and ask yourself ‘What does the end goal look like?’ ”

Once you know where you want to go, it’s about setting the plan for how to arrive to that outcome.

“Unless you have a vision of where you want to go and a plan of how you’re going to get there, you’re not going to make it, this is true in golf or business,” observes Tucker. “When you play a tournament, you plan every single shot in advance and visualize yourself accomplishing it – For example, for each hole, you look at where the pin is, and you think of the best angle to approach it. This angle informs every shot ahead of it. It’s starting with the end in mind to inform your first move.

In business, not only do you need to identify ‘what good looks like’ and sketch a project plan for how you’re going to get there”, says Tucker, “but you also need to ask yourself who you need to bring in.”

Bringing In Your Support Team

“Running my own business as a professional golfer taught me how to work with people, and not just for the purpose of ‘transacting’. I learned how to understand what others’ needs are, and the importance of that knowledge to build a strong relationship,” says Tucker.

It’s a misconception that being a golfer is not also about being part of a team, as her team was essential to overall success.

“When I came into business, I thought I could be successful if I worked hard enough, but that’s not necessarily true. You have to bring others along with you for the ride,” she notes. “Similar to golf, the more you can bring the right team on board, the more successful you will be.”

Tucker feels that dialogue is what gives rise to the best solutions, as the combined insight from others is what often catalyzes the best path, not just your own thinking.

Influencing the Influencers

Previously very focused on personal performance, getting out of her comfort zone and moving towards greater focus on interconnectivity has ultimately been highly fulfilling and encouraged versatility.

“Taking the time and really getting to know people has been the most rewarding part of my career. I’m really happy that I’ve adjusted my style of work to look beyond the work itself, and broaden my perspective to focus on people.”

One of the biggest adjustments that Tucker felt coming into business, as a performance-focused introvert, was the necessary need to navigate the more strategic connections that are so often a large component of being effective in the business world. In golf, the bottom line of Tucker’s success was her performance down to the numbers. If she performed well, the right people would come to her.

“The hardest part about the corporate world is there’s no black and white success criteria. There’s nothing that says if you do well on this project, you will be promoted,” says Tucker. “It’s performance over time and there’s a whole communication network that took me a long time to understand, and adjust to.”

As she had to do with raising money in golf, Tucker has learned to engage beyond the people in her team, and not necessarily by going three levels up for visibility either. Her strategy has been to develop real connections with influencers to the decision-makers.

“What I see too often is people only building relationships with those people who are like them and in their comfort zone, often at the same level or nearby in the office,” she notes. “But people would really benefit by looking at an organization and asking: who are the key decision-makers, and who are the influencers to those key decision makers?”

“People often want to go directly to the key decision maker and say ‘get to know me’, but if you get to know the influencers of the key decision makers, you become an influencer in the organization as well,” she has realized. “When joining an organization, this is a good first step for those who are more introverted and looking to quickly create positive impact on the business because you’re able to have honest dialogues on key matters. It’s about reading the organization, and learning about its people – not their title, but who they are, and their communication networks. Once you understand the communication network of an organization, you can navigate it well.”

The Price of Not Bringing Her Whole Self To Work

As a professional golfer twenty years ago, Tucker’s brand was critical to her ability to raise funds and support her athletic career – and she went through a very tough lesson as a gay woman who did not feel she could risk being her whole self.

At one point, one of her major sponsors told her that he had heard rumors she was gay. If true, he made it explicit that this would be a dealbreaker for continued sponsorship.

“Now this was 20 years ago, and times were different, but I hid who I was. I changed my image, tried to behave and walk differently, and it destroyed my career,” Tucker states. “I was trying to be someone I wasn’t, and I wasn’t authentic to myself or to the world around me. If I could do it over again, I would have behaved differently, even though it would have dissolved my access to income at the time. Trying to hide who I was made it impossible to be great. I couldn’t be my best without being my full self.”

After leaving golf where success was so dependent on her image, Tucker found the protections of the corporate world to be a huge relief.

“There was a transition period, where I learned how to be who I was, without feeling that I was going to be retaliated against,” she notes. “Today, everybody knows my wife, Marion. I finally feel like I have the ability to be open, and to be who I am. But it was a learning experience for me, and it definitely wasn’t easy along the way.”

In addition to loving cooking, Tucker loves to be outside enjoying nature whenever she can, and still loves to compete. These days, squash, tennis with her wife (who she jokes is ‘not that bad’ on the court against her) and basketball, to stay in shape, are her sports of choice.

By Aimee Hansen

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LGBTQ+ Culture is Changing: Are Companies Ready to Redefine Inclusion?

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LGBTQGenerational change is redefining how we relate to identity, particularly among LGBTQ+ people. The traditional ‘category’ approaches to D&I have helped to form the basis of anti-discrimination policy, but are not suited to creating inclusion.

Last June, federal protections passed in the Supreme Court for LGBTQ+ people at work and the vast majority of Fortune 500 companies have strong non-discrimination policies. Yet policy is not the same as culture. Building inclusion requires weaving through every single level and interaction of an organizational culture.

As Boston Consulting Group (BCG) authors, in “A New LGBTQ Workforce Has Arrived—Inclusive Cultures Must Follow“, point out: “Yet despite these efforts, the unavoidable fact is that most LGBTQ employees do not feel truly included in the workplace.”

The LGBTQ+ Community Is Radically Changing

According to BCG, many organizations are failing at inclusion because they are failing to understand the changing and holistic identities of today’s LGBTQ+ community. BCG conducted a survey of 2,000 LGBTQ+ employees and 2,000 straight employees, in partnership with NYC LGBT Community Center, in March 2020.

They found the younger generations of the LGBTQ+ community look very different to their predecessors, and these differences matter.

Among the sample, 54% of the LGBTQ+ workforce is women, but that rises to 71% of those aged 25 to 34 and 78% of those age 18 to 24 (Gen Z). The number of women identifying as bisexual is rising strongly, and there’s a marked increase across all genders in those identifying as multiple sexual orientations or ‘other’ orientations.

For example, among the 45-54 LGBTQ+ cohort, 57% identified as gay, 17% as lesbian, 29% as bisexual and only 7% as other. Compare that to the 25-34 cohort – where 15% identified as gay, 15% as lesbian, but 47% as bisexual and 23% as other.

The younger LGBTQ+ workforce is also far more racially diverse than their older counterparts. Only 7% of 55+ LGBTQ+ people are nonwhite, whereas 53% are nonwhite among 18 to 24 year olds. Only 5% among 55+ are Hispanic, whereas 34% of the Gen Z group identify as such. And only 2% of the 55+ community identity as women of color, but 28% among under 35 years do.

“Today’s LGBTQ workforce has undergone a fundamental, generational shift, both in how it defines itself and what it expects of workplace inclusion,” writes the BCG authors, also stating: “Consequently, the diversity, equity, and inclusion programs in place at many companies, while beneficial, are no longer sufficient.”

Persistent Gaps In Cultural Inclusion

LGBTQ+ people still experiences gaps in feeling open and comfortable at work.

BCG found that 40% of LGBTQ+ employees are not out at work, and among those who are, 54% are closeted with clients or customers. 36% have lied or “covered” parts of their identities in the past year. Three-fourths experienced at least one negative interaction related to their LGBTQ identity at work in the past year, with 41% experiencing more than ten.

According to McKinsey research, LGBTQ+ women are twice as likely as straight women to feel like an “only” in the room, to feel they can’t talk about life outside of work and to “play” along with uncomfortable sexual discussions and humor. They are about 1.5 times more likely to hear jokes about gender or sexist comments, and to have experienced sexual harassment.

BCG found that half of senior LGBTQ+ managers have experienced colleagues refraining from networking with them, though this is less reported among more junior levels, where the younger generation is more attuned and aware of inclusion.

“These numbers illustrate the difference between diversity (in which a company hires people from different backgrounds) and inclusion (those people feel free and encouraged to bring their authentic selves to work),” writes the BCG authors. “The gap between the two carries a steep price in terms of engagement.”

Culture Impacts The Ability to Thrive

When a person is able to be who they are, they thrive. When they do not feel they can be, or that they must edit themselves, their ability to show up suffers.

Back in 2018, Human Rights Campaign research found that 25% of LGBTQ empties stayed due to an inclusive culture and 10% left because of a non-inclusive culture.

BCG found that LGBTQ+ employees who routinely experienced discrimination were 13 times more likely to have quit a job and 7 times more likely to have declined a job offer because of company culture, compared to those who never experienced it.

“D&I leaders must focus on culture change in order to improve employees’ interactions with colleagues, direct managers, and leadership—what we call the ‘1,000 daily touch points.” writes the BCG research team. “Our research shows that breakdowns in these touch points are a major barrier to inclusion.”

Breakdowns are “comments or actions that highlight prejudice, demonstrate a lack of empathy, or make an individual or group feel isolated or unwelcome.”

When it comes to thriving in a culture, LGBTQ+ employees who did not experience discrimination, relative to those who routinely did, were far more likely to feel recognized for their full potential by their manager, feel they could risk the innovation of making mistakes and trying again and wanted to consistently do their best work.

Compared to closeted peers, out employees were twice as likely to feel safe to speak up. They were also 1.5 times more likely to feel recognized and empowered by their manager and safe to take creative risk.

McKinsey also reports that relative to closeted peers, out LGBTQ+ women leaders are more likely to feel they have equal opportunities and access to sponsors, and a positive and supportive relationship with their manager.

They’re also half as likely to plan to leave their current employer within a year.

Inclusion for All, As a “Segment of One”

Non-discrimination policies and practices, and equal access to benefits and resources, are now the baseline of D&I. But as BCG points out: “These programs tended to cover formal interactions but did not address daily, informal interactions. Nor were they meant to activate the entire workforce around inclusion.”

Inclusion occurs through the informal interactions that make up the 1,000 daily touchpoints of an individual experience. But traditional categorization approaches to D&I (of race, gender and ethnicity) can backfire here as relationships to identity evolve to be personal, intersectional, fluid and multiple, especially with younger generations.

Harvard Business Review (HBR) authors from Boston College found that “employees who identify in ways that do not conform to the norms used to define and categorize them at work are more likely to feel marginalized, and even threatened.”

When the way identity is represented is simplified and misaligned to the complexity with which an individual sees themselves, a person’s sense of “identity autonomy” and “identity legitimacy” are compromised. So is motivation, engagement, performance and satisfaction.

HBR authors found that organizations can no longer assume that identities can be naturally divided into singular or binary categories, that identities that individuals claim in one moment are fixed, that identities are self-certain, or even compulsory.

As BCG also highlights, several demographic factors and life factors contribute to a holistic identity that impacts how one LGBTQ+ person uniquely experiences the touchpoints within an organization. All of this means inclusion comes down to adopting a “segment of one” D&I lens that embraces the self-identified, overlapping and fluid nature of identities, now.

Grant Freeland, senior partner and managing director at BCG writes the “segment of one” approach is about: “accepting colleagues and co-workers as they are—and judging them on the basis of what they contribute to the greater good, not whether you approve or disapprove of the identity they embrace, or whether they make you ‘comfortable’ or ‘uncomfortable.’”

Inclusion is the current, nuanced and necessary organizational work of creating inclusion for everyone by fostering a culture that embraces each individual as he, she or they defines themselves.

By Aimee Hansen

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Lale Topcuoglu, Senior Fund Manager & Head of Credit, J O Hambro Capital Management

Lale Topcuoglu“Because I was gay, I felt my successes were always discounted by my family,” says Lale Topcuoglu of JOHCM.

But as she has built her career, she has realized that sometimes you find validation in the unlikeliest of places.

Making Her Voice Heard

Topcuoglu joined Goldman Sachs directly after college and stayed for 17 years, at which point she decided to take a few years off and “became COO of my household,” as she describes it. When she was ready to go back to work, she said it was a serendipitous event that brought her to her current firm, which she joined in September 2017. Right now she is focused on building a business from the ground up, which is challenging in such a competitive field, but rewarding for the sense of achievement.

One of the most positive aspects of her work has come from a partnership she has with Bloomberg, as part of its “New Voices” program. She was invited to audition to help bolster the number of women represented in Bloomberg News, a lack caused by many women’s inadequate media training or belief that they weren’t adequately prepared to participate in news media. Bloomberg encouraged her, offering enhanced media training, and she applied and was accepted November 2018. The credibility she has earned though her media exposure has been life-changing, she says.

“This exposure, on TV, radio and print meant that suddenly I was validated for who I am,” Topcuoglu says, noting that she wears her pride pin on live Bloomberg TV as “a silent but powerful statement of who I am.” She also mentions the role that her current firm has taken in this success. “Its entrepreneurial spirit was the driving force in ‘getting me out there,’ rather than having the decision on whether or not to participate in media events become wrapped up in politics as often happens in larger firms.”

She is proud of her tenure at Goldman and becoming a managing director in just 10 years, which was another important validation milestone for her. However, she reiterates that one of her most cherished professional achievements to date has been Bloomberg’s decision to make her one of the market voices, which has also led to commercial opportunities for her current firm.

“The power of media has been immense, as I’ve come to realize the visibility you gain being on TV: You’re more recognized, and people want to listen to you more. The credibility it has offered has been fascinating and rewarding, personally and professionally. I would now like to use that privilege to pay it forward.”

Bringing Others Along

A self-described “Steady Eddie,” Topcuoglu says she wishes someone had told her earlier in her career it was OK to change jobs to get more nuanced opportunities. In addition she wishes she had known the importance of networking earlier on. “When you join a top-tier firm, it’s easy to assume you’ve made it and you’re done looking for a job, and it can be easy to lessen your focus on networking,” she says. “But then life happens, and you might end up in a situation where you realize you want to switch jobs or end up losing your job and up not working for another reason, and it’s not like a flip of a switch to suddenly start networking. It makes you look inauthentic if you just reach out suddenly,” she notes.

Topcuoglu advises younger women to focus on setting goals and continuing to learn. And she says it’s vital to be aware of your sponsors and mentors and assess potential candidates if you don’t believe you are being sufficiently supported. She had excellent mentors during her time at Goldman, she says, noting that none were men, which she found interesting given that they usually hold the most senior roles.

Now she is eager to pass on what she knows as a mentor to others. “If I can be instrumental in getting one extra person on the show or otherwise help them along, that’s critical to me. Each senior leader who pulls along one female can make a significant difference.”

As co-head of the LGBQT+ employee resource group for EMEA during her tenure at Goldman, Topcuoglu focused on mentoring and helping bring attention to their historical underrepresentation. At her current firm, J O Hambro, she is part of the newly established Diversity Council. “When you are presented with statistics, it looks a lot more real,” she says. “We always wanted to determine how to attract more of the community to financial services, and the only way to do so is to have more role models across all lines of the firm. I am very excited to be part of the Diversity Council to tackle some of the challenges and help pushing initiatives forward.”

She says that being aware of the issues related to diversity can be important for anyone’s career. “We are frequently on the road, meeting institutional and retail clients. It’s important to be able to connect to your client base that is as colorful as the rainbow.”

As the mom to two kids, ages 4 and 11, Topcuoglu stays busy just managing day-to-day life and a full career. “Family is a full-time no-pay job, which I certainly learned when I took time off between jobs.”

by Cathie Ericson

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The Value of Being Out as a Leader

LGBT flag_PixabayBy Aimee Hansen

With Monday’s ruling, this moment could offer a new permission slip for coming out at work for many.

In a victory landmark decision, the Supreme Court ruled that existing U.S. Federal Law (Title VII of the Civil Rights Act of 1964) protects LGTBQ workers from discrimination.

The statutory interpretation declared that the current prohibition of “sex” discrimination is inclusive of sexual orientation and gender identity.

Yet, for nearly half of us in the USA, being in the closet at work is a painful reality.

According to 2018 research by the HRC, 46% of LGBTQ+ workers in the U.S. remain closeted at work, only 4% less than the 50% figure ten years earlier.

Major factors for staying in the closet are fear of being stereotyped, fear of making others uncomfortable, fear of losing connections and fear of having attraction to others projected onto them just for being LGBTQ+.

Over 60% of all employees agree that spouses, relationship or dating conversations come up casually at least once a week, which can mean a lot of emotional energy on covering up. Yet, 50% of LGBTQ+ say that they know no openly out employees at their workplace. 28% admit that they lie during these conversations.

Fear of being unaccepted contributes to social avoidance at work (25%), feelings of unhappiness or depression (31%), distraction (25%) and emotional exhaustion (17%), among other negative impacts.

Not only does coming out require a sense of receptivity and support in the workplace, but also bravery, vulnerability and discernment.

It is only an individual choice, but it’s one that has positively surprised some major leaders who took the step.

Top executives speak to coming out of the closet

Top executives who are out offer personal insight on their coming out journey in Bloomberg, many reflecting retrospectively that the cost of not bringing their whole selves to work was too much… and they paid it for too long, perhaps unnecessarily.

Across stories, they express that while everyone’s experience is different, they wish they had known how much acceptance would show up for them once they decided to show up for themselves as LGBTQ+, unapologetically.

“I wish I had known earlier how well I would be accepted by my colleagues at Dow. I would have come out earlier, and my decision would have been far easier. I feared a lot of negativity that never came to fruition,” says Jim Fitterling, CEO of Dow, Inc, who came out only when already senior in the organization. “I would never tell anyone to come out when they don’t feel comfortable, but I know from experience there is a toll you pay when you try to hide part of yourself, and that the perceived pain of coming out is often worse than the reality.”

“I would say be yourself; bring your whole self to work. Please don’t go back into the closet—because you will be the one who fundamentally suffers for it,” says Inga Beale, ex-CEO of Lloyds of London. “And if you’re out at work, you and your business will benefit…I definitely, definitely regret not coming out earlier.”

Owning your LGBTQ+ belonging as an asset to the workplace

“I personally feel an enormous sense of responsibility to take that empathy and the fight I got from growing up different from the majority of the population in the world and draw on that to make sure that every space I’m in,” says Kim Culmone, Senior vice president, Mattel Inc in Bloomberg. “ I’m bringing the voice of perhaps the marginalized or forgotten community into that room of influence and power.”

Dr. Steve Yacovelli, author of Pride Leadership: Strategies for the LGBTQ+ Leader to be the King or Queen of their Jungle, identifies six traits that out LGBTQ+ leaders can leverage to magnify effectiveness as leaders, not only amidst your reports but overall in your greater leadership influence.

These include: being authentic, leading with courage, having empathy, effective communication, building relationships and influencing organizational culture – all of which are competencies that LGBTQ+ leaders more often have in spades.

“You see the concept of authenticity in generic leadership everywhere,” says Dr. Yacovelli, in OutFront Magazine, “and if I look at folks in our community living authentically as themselves, we’re already exercising that muscle just naturally by being who we are.”

Yacovelli notes,“…I’m seeing more folks saying leadership isn’t just your direct report or organizational structure, it’s about who you influence.”

LGBTQ+ leadership is good for business

The benefit to business of having LGBTQ+ in leadership is no secret.

Research across data for 132 countries has demonstrated that more human rights protection for LGBTQ+ people is good for economic development. Despite this, 70 UN member states still criminalize being gay, let alone being transgender or gender non-binary.

Coming out is foremost a personal decision, and one to be made by each of us.

But it’s also a true leadership choice that has the potential to expand beyond your personal experience to create a ripple rainbow effect within any organization and all who you interact with.

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OP-ED: Be an LGBTQ Ally to Help Your Daughter or Son Come Out

By Katherine Dean, head of Family Dynamics, Wells Fargo Private Bank

Have you ever worried about a child?

Wondering what’s on their mind and whether they are doing OK? And how things are going with school and socially for them? Any parent, as well as grandparents, aunts, and uncles, would most likely answer “yes,” especially as a child becomes a young adult.

My husband and I certainly don’t have this whole parenting thing figured out. What we have stressed with our 10-year-old son and almost-15-year-old daughter is the importance of two-way communication. And we’ve been intentional in saying repeatedly, “We love you. There’s nothing you can tell us that will ever change that.”

Giving Our Daughter a Safe Outlet for Her Feelings

During our daughter Grace’s eighth-grade year, we started to pick up on small things that made us wonder if she was gay. We knew it wasn’t our place to ask; we needed to wait until she was ready and comfortable to tell us that she was LGBTQ, and to see if that was even the case.

We had just decided to connect her with a therapist so she would have a confidential outlet to share her feelings and thoughts with a neutral third party. This point of connection was about navigating life as a teen, entering high school, and dealing with new social situations. As I remember from my own teen years, it’s a tough transition!

Grace’s Coming-Out Story

I’ll never forget the day. I was at work when I received a text message from my daughter asking if she could talk to us later. We hit a “parenting stroke of luck.” This was a moment of parent PRIDE here as this was a signal we were doing something right!

That evening, we pulled up with her privately in her room and asked what she wanted to talk about. She struggled to say anything and kept trying to get her words out, but they wouldn’t come. We could tell this wasn’t easy for her, but we continued to encourage her to share. She finally asked if she could write it down.

She proceeded to write on a scrap of paper: “I AM GAY.” Instantly, we could see her relief in sharing this news. We immediately got up and hugged her long and hard. We talked about how much we loved her and how thrilled we were that she decided to tell us, and we asked if she needed us to do anything to support her.

Right away, she shared her one request. She asked if our entire family could march in the 2019 San Francisco Pride Parade. Already involved in PFLAG (an organization for family, friends, and allies of LGBTQ people), I made a call to get our family added to the parade roster.

Celebrating Pride as a Family

Our family of four, plus our daughter’s best friend, met up with PFLAG in San Francisco for the big day. Grace wore a Pride flag proudly as a cape, and the rest of us adorned ourselves with Pride gear ranging from flags to beads to hats.

When we arrived, we were greeted by amazing floats, crowds galore, and a very positive vibe. It was inspiring to be surrounded by the strength and beauty of so many.

As the parade started, our daughter, unplanned, decided to carry the PFLAG banner in the front of our group, along with a few other girls around the same age. Our son donned a massive head-to-toe sign across the front of his body that read: “I am a brother.” Moving forward, the emotion overtook me as the crowds cheered and clapped, leaving me teary-eyed and so appreciative of the LGBTQ community’s acceptance of its newest member.

I left that day incredibly full of PRIDE. I was grateful that my daughter trusted us to share her true self and that, as a family, we were able to experience this amazing moment together. I thank all those who came before her for your hard work. The next generation is loud and proud and will continue to carry that work forward, alongside with their families and friends.

Sharing my own experience

Believe it or not, I attribute much of our parenting success to my job. At Wells Fargo, I am grateful to be a part of the Family Dynamics team. We focus on helping families flourish beyond their finances — we help them build communication and trust, prepare future generations, and create shared family purpose.

In my role, I often engage with families having communication challenges. I’m not sure these families realize it, but when I help them, they help me. I strongly believe that we all learn from one another and that everyone has important perspectives to share. I’m proud to be able to give back by sharing my own personal experiences.

To My Daughter and to the LGBTQ Community:

I am a mother. I am a friend. I am your ally. I will always be there for you. You are loved.

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