From Taboo to Transformation: Building a Menopause-Inclusive Workplace

by Eva Glassman | Apr 11, 2024 | Blog, Featured

By Mary Tinebra, Corporate Executive | C200 member since 2017

New Member Blog – Stephanie Penner

by Eva Glassman | Apr 2, 2024 | Blog, Featured

Stephanie Penner is a senior partner at Mercer, a global consulting firm that specializes in helping organizations with their human resources and financial needs. Stephanie is responsible for overseeing Mercer’s offices, employees, and clients up and down the US east coast and has been with the company for 26 years. Outside of work, Stephanie enjoys taking advantage of living in New York City and spending quality time with her daughter, who also lives in New York. Stephanie has been a member of C200 since November 2023.  

Eva Glassman: What is being a senior leader at Mercer like? 

Stephanie Penner: When I meet people and they ask me what I do, I usually say, “Before I tell you what I do, where do you work?” Odds are, their company may just be a client of ours! I lead the eastern region of the US, from Portland, Maine down to Florida, across all of Mercer’s service lines, overseeing 20-plus offices, over 2000 employees, and thousands of clients. I’ve actually been at Mercer for 26 years and I love what I do—you better love it if you’re going to be at the same place for that long. 

Mercer is a leading global consulting firm that works with employers around the world to develop and implement strategies for attracting, retaining, engaging, and ultimately retiring their workforces. 

I love what I do because of the difference we make in advancing the health, wealth, and careers of what is most likely the most vital asset at an organization: its people. For example, Mercer and our services became even more relevant during the pandemic when the health and well-being of employees became a top priority. Prior to the pandemic, we had often talked with clients about the importance of telehealth as an option for employees; this refers to the use of technology to provide healthcare services remotely, but the adoption of this technology was quite low. Now, that has completely changed as telehealth has demonstrated its potential to complement traditional healthcare delivery models and improve access to care in various situations. 

Another topic of great interest to our clients is how AI will revolutionize the nature of work and reshape the skills required in many industries. It can be scary, but also exciting, to think about the transformation of workforces through upskilling and reskilling and using machines to augment (not replace) human capabilities. 

We truly are in complicated, fast-changing times with concurrent crises in the world impacting businesses and their workforces. Every day we see in the news stories about economic, social, and climate pressures including labor shortages, inflation, mental health deterioration, technological change and disruption, population aging and longevity, chronic health conditions, and preparing for the future of work in the era of generative AI. I feel fortunate in working at Mercer to have the opportunity to find solutions to these complex people risks that have a direct impact on businesses, our economies, and people’s lives.  

EG: Where did you start out in your career, and what’s it like working at the same company for so long? How has your career journey been shaped by that experience? 

SP: I went to University of Pennsylvania – Wharton for an undergraduate business degree. I had an affinity for numbers and ended up becoming a compensation consultant with a competitor firm for around five or six years before joining Mercer. I actually interviewed with Mercer when I was two months into my maternity leave—because what else would a woman do during that time? [laughs] My daughter was four months old when I joined Mercer and I’ve never looked back. 

My journey at Mercer started off with me as an individual consultant, so I was focused on working across a variety of client projects and ensuring we were servicing and delivering on the commitments to those clients. Over time, I started to take on more management and leadership roles and broadened my experience across our entire portfolio. 

At the time, I was based in Philadelphia, but because Mercer is so large and complex, I was able to interact with many other colleagues and clients across and outside the US despite living in Philadelphia the whole time. I never felt stagnant as I was able to reap the benefit of being at a large global organization and build a network that was broad and deep in geographic and technical span.  

I lived in Philadelphia for 20 years and moved to New York City in March 2019 when I was asked to lead across all our business lines. I was able to experience a good year in the “city that never sleeps” until we all “went to sleep,” so to speak—when the pandemic hit. However, I ended up loving New York, even in the middle of a global health crisis, and I’m still living here today.   

EG: What factors do you attribute to your success and advancement in your career? 

SP: I’ve always been conscious of relationship building, making sure I cast a wide net of connections and nurture them along the way. I also make sure not to burn any bridges and understand the purpose of a connection at any point in time. Since there are 25,000 employees at Mercer, I never felt the need to go to another company to build new connections; there were always new ones coming. 

This might seem cliché, but I’ve found that the most successful people are those who find opportunity even in challenging situations, and when they encounter adversity, they’re able to have resilience coupled with a positive mindset. That not only allows you to figure out how to solve for something, but you also inspire others to work through change. That outlook really helped me over the course of my career. Change is a constant in today’s world, so having a muscle for it that I’ve built over time has helped me accept change as part of the everyday equation.  

Lastly, I have had champions, mentors, and advocates for myself over the years, people who’ve seen something in me that I hadn’t seen in myself. They are people I’ve been able to lean on for advice or an open door, and while I can’t pay them back in the same way, I often will pay it forward to others. 

EG: Tell me about the people you turned to for advice going up in your career. Were the mostly women? Men? 

SP: I absolutely did have female mentors, but they weren’t my only mentors. Many of my mentors were men as well, and I believe that ultimately benefitted me because they already had a seat at the table and were looking to make room for me. When I was entering the working world, there weren’t as many women leaders, and the women that were there were also still trying to prove themselves in a male-dominated environment. Now that I have a seat at the table, I help other women also get a seat. 

EG: How did you get involved with C200? What drew you to the organization and community? 

SP: My C200 journey can be summed up with the words, “Timing is everything.” I was introduced to C200 through Mary Tinebra. She’s a mentor of mine, but she’s also so much more than that. She’s been a champion and advocate for me over my entire time at Mercer. 

I started getting involved in some different groups when I first moved to New York that were more social, and I was still looking for a professional organization. Over lunch one day, Mary suggested I look into C200, right before the 2023 Empowering Women Summit in Atlanta. The timing could not have been better; I actually had a business trip to Atlanta planned that week, which was ending on the same day the Summit began. All I had to do was switch hotels! 

EG: That’s a sign from the universe! 

SP: Yes! It was telling me, “You really need to look into this group!”  

I was blown away at the Summit; it was such a unique experience. The whole agenda hit me in so many different places; one speaker who talked about the importance of patience in leadership really struck me. There were so many tidbits that I took away from the event and was able to share in my work world.  

I was also incredibly impressed by the C200 members in attendance—not only at the composition of the group, but also at how many female founders as well as corporate leaders there were. Some of them were in the consulting space like me, others on corporate boards, others small business owners, others retired. It was such a great array of experiences of successful, powerful, collaborative women, and I immediately knew that C200 had the diversity of the professional organization I was seeking. While there were several professional organizations I was exploring, C200 felt unique with a well-rounded membership and a variety of ways to engage, and I really valued that. 

EG: What does being a “woman in business” mean to you, if anything? And how do you apply that thinking to what you do in your life? 

SP: It’s hard for me to answer that question, because I feel so valued regardless of my gender. I also know that it’s an important question, because not everyone has that same feeling. I feel a certain sense of responsibility to demonstrate that I am a strong leader regardless of my gender; my career is not a story of feeling at a disadvantage for being a woman. 

I sometimes don’t even like some of the questions that women in the workplace get asked. For example, when I’m asked, “How do you create your work-life balance?” I know that a man would not be asked that question. And yet, I know that there are women who do struggle with that. 

As a woman in business, it’s important to be a role model for both women and men, to be a good leader regardless of gender. I often like to share about how I’ve made choices in my life that have allowed me to follow my true purpose, and I feel fortunate to have found that in my life both personally and professionally. I never felt like I needed to give 100% of my time in one place, and at the exact same time, 100% someplace else. That’s 200% of one person—that’s impossible. I’ve struck a balance for what has worked for me. Everyone has a different view on what the “right” balance is of all your priorities in life.  

EG: Some women find the question of being a “woman in business” easy to answer, and some find it difficult, but that’s exactly why a question like that is important to ask. It challenges us to think about why we ask certain questions about certain people, and to reconcile how we feel in the world versus how we’re perceived. Sometimes, those seemingly-contradictory answers can coexist. It’s super complicated, but I think that’s wonderful.  

SP: Something I’ve always told my daughter, who’s now a 26-year-old independent woman, is: “You are my top priority in life. You cannot be my top priority every day.” She grew up truly understanding that, and it’s actually made her appreciate the complexity of prioritizing, making choices, and being happy about those choices.  

Being a woman in business, I know that I bring a diversity of thought and different sense of emotional intelligence; I know that sharing my story is important and how I got to where I am. At the same time, I hesitate to say that women are more emotionally intelligent, because I know that’s a stereotype and generalization. For myself, I know I’m someone who has a greater influence because of my strong sense of who my particular audience is, and I can tune into that to truly speak to them. 

EG: To shift gears quite a bit: How do you like to spend your time outside of work? 

SP: I’ve been immersing myself in a wide variety of New York City experiences. Even though I’ve lived here full time since 2019, it still feels new because of the pandemic. I spend my time going to museums, seeing live music, Broadway shows, biking in Central Park. The concentration of arts and culture here in New York is so impressive.  

My daughter also lives in New York City. We both lead very busy lives, but we’re extremely close and get together weekly for lunch, dinner, or shopping. I love it and try to take advantage of city living. 

When I want to get out of the city, I always enjoy a long weekend somewhere. I recently visited the Dominican Republic for a beach vacation, and I love going to a lake house or going with friends boating on the Chesapeake Bay or skiing in Utah. Those are the kinds of travel experiences I like to weave into my annual calendar; travel doesn’t always need to be a full week or two weeks away. 

EG: You mentioned earlier that a lot of the people you mentor are women. What are the kinds of things you hear from them, and what’s your advice to them and to women in general going up in their careers? 

SP: A lot of the young women I mentor are trying to figure out their voice: when to speak up, how they speak up, what kinds of words they use, how they position something. Helping them find their voice in a way that feels authentic, meaningful, and powerful is something I focus on a lot. If we’re talking in a Zoom meeting or in person, I’ll give them immediate feedback if they are not presenting themselves in the right way. I’ll even do that to men as well! If you don’t present yourself authentically and confidently, you can actually diminish your credibility. I’ll say something like, “I want to hear every word you say; don’t dilute the power of your message with filler words.” They always appreciate the feedback; better to get it early on before it becomes a habit that’s hard to change.   

Another thing I help people navigate as a mentor is the politics of an organization. When you’re in any sort of relationship, whether it’s personal or professional, it’s not going to be smooth sailing the entire time. In personal relationships, you’re going to have fights; in professional ones, you’re going to disagree and get annoyed. The key is determining how to channel that negative energy in a mature, professional, and productive way.  

Finally, I always get questions about work-life balance and statements of, “I feel guilty if I don’t go to my kids’ _______.” I always share my perspective about my daughter being my top priority in life, but not necessarily every day. I was fortunate to have a very good support system for raising my daughter; her dad was always around and able to attend all her sports events. Again, you don’t need to give 100% here and 100% there at the same time.  

Related to the idea of work-life balance is the importance of choosing how to spend your hours wisely. We all have the same 24 hours in a day; within the past few years, I’ve made a consistent effort to remove from my vocabulary the phrase, “I didn’t have time to ______.” That statement isn’t an honest one. We all have time; what you’re really saying is, “I didn’t make time.” That reframe made me think differently about how I prioritize my time. Every day, I’m the one choosing where to spend my time. 

EG: Why C200? What are you most excited about as a new member? 

SP: I want to explore some of the different Committees and Councils available; I definitely want to become a more active member in C200. And definitely attend some in-person events! 

Leadership Strategy In A Time Of Geopolitical Unrest: The Contours Of Duty Of Care

by Eva Glassman | Mar 26, 2024 | Blog, Featured

By Lisa Pollina, Corporate Executive | C200 member since 2015

New Member Blog – Katie Calhoun

by Eva Glassman | Mar 19, 2024 | Blog, Featured

Katie Calhoun is an international sales leader with expertise in strategic partnerships and content strategy. She recently concluded a 17-year tenure at Getty Images as VP of Sales and Regional Marketing where she drove Getty’s enterprise business through phenomenal growth, elevating the brand and securing the company’s position as a market leader for visual content. She began her career in publishing as a photograph editor and writer. She has always been passionate about the power of storytelling and Diversity, Equity, and Inclusion in the workplace. A lover of art and culture, Katie enjoys visiting museums, galleries, and concerts with her family outside of work. Katie has been a member of C200 since November 2023. 

Eva Glassman: You recently left your role as Vice President of Sales & Regional Marketing at Getty Images. What was that role like? 

Katie Calhoun: I left Getty Images in November after more than 17 great years. By the time I left, I was managing 120 people across North, South, and Central America. I loved the company and my team—I still do—but I felt that I had accomplished what I wanted to accomplish there. My team had grown the business from a third-place player to a global leader. We had established important strategic partnerships and spearheaded a global content creation business that was contributing significantly to the bottom line; I had been part of the leadership team that successfully took the company public in July of 2022. And, importantly, I had been part of the steering committee that launched the Getty Images generative AI tool, which was really exciting and a great process to be a part of. Before Getty, I was in publishing on both the editorial and business side of that industry, so I’ve always been involved in communications and content creation with a focus on visual content.  

In late 2023, I had some unique opportunities to take a break and travel with my family, so I took advantage of that as a time to make a change. Now, I’m fortunate to have a chance to do some consulting and evaluate what I want to do next in terms of a full-time role. I want it to be the right fit: a place with a strong culture that values diversity and authentic leadership and where there’s a great opportunity to drive revenue with fresh solutions, especially around digital technology, content, and culture. 

EG: I want to know more about your career journey, but first I know you went to Cornell for undergrad. What did you study? 

KC: I have a degree in Fine Arts with a concentration in photography, of all things—not the most common degree! But it was a really valuable experience for me. At Cornell, it was such a rigorous program around critiques. You couldn’t just create artwork in a vacuum and be done; articulating your opinions of others’ work was a big part of the classwork. By the time I graduated, I realized how energized I was by talking about other people’s work. 

I’m originally from the suburbs of Chicago, but after graduating from Cornell, I was determined to live in New York City. I knew I didn’t want to pursue my own photography, and I needed to live and support myself— which can be especially challenging in New York. That’s how I got into publishing, starting out as a photo editor. I worked at a photography magazine and also did a bunch of freelance writing early on.  

Eventually, I landed at the American Heritage Division of Forbes and worked my way up to General Manager. At that time—or any time—the people who went on to run the world didn’t start as photo editors, even in publishing. So, I needed to develop new skills. I was lucky because I was given so much opportunity to grow at Forbes. I was there for 10 years and became very involved in the P/L, production, consumer marketing, and editorial, but the only thing I still didn’t know much about was sales. To fill that gap, I left Forbes and joined Hearst as Sales Director.  

I learned an incredible amount at Hearst from some wonderful people, but I remained really interested in photography. Then, it just so happened that a friend of a friend worked at Getty Images, and after hearing more about their work, I knew I wanted to work there. It was an opportunity to draw on both my creative and business backgrounds to have real impact in a rapidly-changing industry.  

When I started at Getty, it was largely a business to support advertising. As an editorial provider at that time, we ranked behind Associated Press and Reuters. It was perfect timing to invest in visual content because everything was going digital, and the use of photos and video was exploding. I was able to come in with a fresh perspective. The business had been bogged down with administrative and transactional workflows, and we moved it into a more efficient subscription business. Through that pivot, we were able to wrap up market share and grow the business in advertising, corporate marketing, and editorial.  

Today, you see Getty Images everywhere—for example, on Golden Globes night, Getty really dominated all the placement in media. I’m so proud of those results because they reflect the relationships and the business we built as a team. Getty is now such a leader in the market; when I started, some people would barely have meetings with us. 

I think the connecting thread that goes through my career is storytelling. In the end, decisions should be powered by data, but they’re animated by storytelling, right? Whether you’re in editorial and working to inform or educate the public, or you’re in advertising and marketing and looking to engage consumers and drive awareness—you’re doing that through storytelling and emotional connections. Research shows it’s those emotional connections that inspire action, influence behavior, and change perceptions—that’s the power of stories. 

EG: Why do you think you were able to find success in your career? What do you believe were the factors at play? 

KC: First, love what you do, and then work hard; you have to raise your hand, be tenacious, and be energized by a challenge. And you absolutely have to treat everyone with respect. Throughout my career, I’ve also had people who believed in me and gave me a chance. When I was promoted at Forbes, even though I didn’t know anything about consumer marketing or general management at the time, they asked me, “Do you want to try it?” 

EG: How did you hear about C200? What drew you to our organization? 

KC: My sister-in-law is Beth Ward, who’s been a C200 member for a long time. She’s an amazing role model and champion of this organization, and her enthusiasm is contagious. About a year ago, Beth was one of the first people I confided in when I was thinking of making a career move away from Getty, and she encouraged me to look into joining C200.  

One of the things that drew me to C200 was the strides the organization has made to address the diversity of their membership since the pandemic. At Getty, I was very involved with a number of DEI initiatives, so to see those efforts at C200 really resonated with me. I’m impressed that C200 already has great diversity in terms of industry and also geographical locations. So many other women’s organizations are really concentrated in cities like New York, L.A., or San Francisco, but C200 has so many different parts of the country and abroad represented with good quality.  

C200 women have really accomplished so much, and the community is so supportive. 

EG: Going up in your career, did you have any female mentors? What women are inspiring to you and why? 

KC: I’ve been reading some of C200’s new member interviews and learning about other members’ negative or competitive experiences with women colleagues as they advanced in their careers. I’ve been fortunate in that I’ve never had that experience. I haven’t reported to many women in my career, but when I have, they’ve been incredibly supportive. And I have had wonderful female peers who have been trusted sources of strength.  

At Getty, we’ve done multiple partnerships with organizations like LeanIn, Unilever, AARP, and GLAAD to create collections that challenge all sorts of visual stereotypes. In every one of these endeavors, it’s been the connections between strong women that cemented the partnerships and got things done—it really is the power of sisterhood! The power of the female network has always been deeply gratifying and energizing for me.  

Coaching and mentoring have always been an important part of what I’ve done, cared about, and what motivates me. A lot of people think of mentoring and worry that they don’t have any time to do it or anything to offer, but you get as much from mentoring as you give. 

EG: What does being a “woman in business” mean to you? How do you apply that thinking to what you do? 

KC: This is somewhat of a cliche, but women bring more EQ and fresh perspectives to the table. They’re more adaptable, nimble, considerate, and not reckless. I’m proud of what all professional women have done together and the progress we’ve made so far in terms of gender equality in business leadership, and I’m utterly committed to pushing more envelopes and challenging stereotypes and current trends to get us all to a better place. 

There’s still so much work to do! I recently had a conversation with someone I know about a male hire they made, and I asked them, “Were there no women? No people of color?” Anyone can continue explaining these hires away as one-offs (and, candidly, I’ve fallen into that trap myself). Change takes real intention. Old habits die hard, and the trends are slow to evolve. Fraternities can take a lot of different shapes and forms. 

There is so much data that show how companies perform better when they have women representation in leadership and on their boards. Yet the progress here is painfully slow. There are still issues with the pay gap; there are profound challenges for women of color; only 2% of venture capital money is invested in women-founded, women-run businesses…! I could go on. It’s both disappointing and motivating that we still need to fight so much for representation. But I’m up for the fight! 

EG: Shifting topics, what do you like to do for fun outside of work? 

KC: My background is in Fine Arts, so wherever I go, I love to spend time at museums and galleries. When I recently spent time with my daughter in Rome, we had such an incredible time admiring the art and architecture there. It’s been gratifying to engage more with art in the last month or so, along with all the cultural aspects of New York City. 

We’re a creative family. My husband is an author, and both my kids are artists—my son just graduated from college and is involved in arts education, and although my daughter is a psychology major, she’s also an artist. We do a ton of DIY projects as a family, which sounds crafty, but we’ve completed some great projects! 

And while this isn’t exactly a leisure activity, I was involved in a lot of generative AI initiatives at Getty, and that topic really continues to interest me. I love having conversations about everything that’s going on with intellectual property and copyright, what the implications are, and how quickly that’s changing.  

EG: You are clearly very passionate about women in business, mentoring, and getting more women in seats of influence. What’s your advice to women working to advance their own careers? 

KC: Believe in the power of your voice. It’s easy to think, “I don’t want to rock the boat so maybe I’ll edit my feedback,” but it’s hard to be effective without authenticity. You can get to a certain point without it, but authenticity, honesty, and voicing your opinions are how you expand your influence in your organization. If your voice isn’t valued and you feel like you’re in the wrong fit or in a toxic environment, you probably are. Make a change. Always believe you have options; people make bad decisions when they feel like they’re trapped. 

Be smart about where you create your allies, because you can’t listen to and be liked by everyone. Be very intentional about where you put your time and trust. You want to invest in the right allies and, in turn, be a strong ally yourself.  

Be generous. If you’re generous, the world pays you back—maybe not in the ways you’re expecting, and maybe it’s not transactional, but you’ll benefit. And you’ll be paying it forward.   

EG: Why C200? What are you most excited about as a new member? 

KC: The size of the organization is such that you can really reach out to almost anyone. When I went to the holiday party earlier this year, I can’t tell you how many people said to me, “What can I do for you? How can I help you with that?” And they meant it. You really feel part of a supportive group. I already feel such a connection to everyone because it’s one that comes out of shared challenges. 

C200 isn’t a huge organization, but considering its size, the depth of knowledge and experience is unparalleled. I can only imagine what some of the long-standing members had to experience professionally as trailblazing businesswomen in a man’s world. I just have so much respect for people who have come before me, especially from other industries where it was even harder for women to succeed. C200 represents a lot of that grit and resilience. I want to be part of a group that makes it easier for the next generations. 

New Member Blog – Mary Smith

by Eva Glassman | Mar 5, 2024 | Blog, Featured

Mary Smith is Co-CEO of the Tribal Abatement Fund Trust, managing over $1 billion in settlement funds to address the opioid crisis in the United States, particularly in Native American communities. She is also President of the American Bar Association and is the first Native American woman to hold the position. Mary’s undergraduate degree was in mathematics and computer science, but she ended up with a career in public service due to her passion for helping others. Outside of work, she enjoys traveling and is inspired by meeting new people. Mary has been a member of C200 since September 2023. 

Eva Glassman: Can you please describe your work? What industry do you work in? 

Mary Smith: I am the president of the American Bar Association, the largest voluntary Bar Association in the world, and am the first Native American woman to hold this position. I serve as an independent director of a global biopharmaceutical company, PTC Therapeutics. I am also Vice Chair of the VENG Group, a national consulting firm that offers multidisciplinary and technologically driven approaches to problem solving. Finally, I also serve as Co-CEO of the Tribal Abatement Fund Trust, overseeing the distribution of $1.5 billion worth of opioid settlements to Native American tribes across the country. 

EG: That is incredible work, and so is the rest of your career journey—you’ve worked in the White House! What I find most interesting is your educational background in technology, math, and engineering. How did you end up in law? 

MS: I actually didn’t grow up wanting to be a lawyer, nor did I imagine devoting much in my career to public service. I grew up in a family where neither of my parents went to college. My dad quit high school to join the Navy during World War II. My mother was a gifted student who graduated high school when she was 16, but she did not attend college even though her three brothers did. I know I’m biased, but I think my mom was smarter than all her brothers. She didn’t go to college because it was a time when girls really didn’t do that. 

My undergraduate degree was mathematics and computer science. I enjoyed all subjects, but I majored in mathematics and computer science because I knew that I would be able to have a career in that field. I worked as a systems programmer for a few years after college. The part of my job that I enjoyed the most was helping people with computer problems. I realized that I wanted to help people in broader ways, and that is when I thought about going to law school. 

After working as an attorney at the US Department of Justice for a few years, I became fascinated with politics and public service, so I offered to volunteer on a presidential campaign. I sent a letter saying that I would quit my job to volunteer full time for the campaign, and I was offered a position.   

I subsequently was very fortunate and honored to get a position in the White House to work on policy issues like equal pay for women, domestic violence and sexual assault, homelessness, civil rights issues, Native American issues, and consumer issues. After the White House, I worked at a Fortune 200 company in a senior role and also worked in a senior role in a gubernatorial administration in Illinois.   

Later, I was offered the position of being CEO of the Indian Health Service, a $6 billion agency with more than 15,000 employees that provides healthcare to over 2 million Native Americans around the country. Part of the reason I took the position was to honor my Native American grandmother who grew up in a family of 16 children, only 10 of whom lived above the age of three due to lack of adequate access to healthcare.  

EG: I love how mission-motivated your career journey has been. What do you think is the biggest factor that led to the success of your career and having these really amazing and impactful roles? 

MS: I didn’t have a grand plan for how I wanted things to turn out. I had some plans, but I think it was being open to unexpected opportunities and seizing upon them that got me to where I am. I wasn’t afraid to stretch myself and feel uncomfortable in a new role. Wherever I was working, I continually tried to make a difference to help people and further the mission of the organization. 

EG: I really appreciate the strong thread through all your experiences: your passion for helping people, which stretches all the way back to your job in computer science. Every member of C200 shows this passion because they’re part of an organization where helping people—women in business in particular—is the bottom line. 

Speaking of C200, how did you get involved? How did you hear about C200 and what drew you to the organization? 

MS: I knew some amazing women from Chicago like Christie Hefner and Donna Zarcone who are members of C200. I was drawn to C200 because of the fabulous women who are involved in the organization. 

Before I was a member, I attended the Annual Conference in Chicago in 2022, including one of the dinners with a great group of women.  It was a wonderful evening because we had honest and genuine conversations about work, family, the pandemic, and relationships.  

Around the same time, which was after I left the Indian Health Service, I was beginning my board journey in earnest. During this time, I met two people who later became my nominators to C200, Joan Steele and Jan Babiak. They helped me tremendously with my board journey. 

My experience at the 2022 Conference and working with Joan and Jan on my board journey showed me the power of the C200 community. 

EG: Because C200 is about women helping women, it’s in part about mentorship. I was wondering about your own mentorship experiences going up in your career, particularly with other women. What women are inspiring to you and why? 

MS: I have had many female mentors who helped me in all stages of my career. One of them was and is Judge Ilana Diamond Rovner for whom I interned during my first summer of law school.  We’ve stayed in touch throughout my legal career, and she’s always been very supportive. 

Another person who has been an inspiration and mentor to me was Wilma Mankiller, who was the first Native American woman to be principal chief of the Cherokee Nation. She led an amazing life and made lasting contributions to the Cherokee Nation. She knew the power of making the impossible possible.  

EG: In your experience, what does it mean to be a woman in your field? How does that affect the way you go about your professional life, if at all? 

MS: Part of being a woman in business means bringing up people behind you, because no one ever gets to where they are by themselves.  

EG: How do you enjoy spending your time outside of work? 

MS: I enjoy traveling. I currently am planning to go to Japan with some friends, and I am looking forward to having sushi at the docks and enjoying Japanese culture. I also really want to go to Easter Island someday to see the Moai—maybe that’s my next trip after Japan. 

The other thing I like to do for fun is just meet new people. Even during the pandemic when people weren’t going out, I was able to meet a lot of people virtually. In fact, that’s when I met Jan Babiak, through a webinar. 

EG: What is your advice to aspiring female business leaders as they work to advance their own careers? 

MS: Stay true to and believe in yourself. It’s more important to listen than to talk, but you really have to listen with active listening.  

In my experience, one of the hardest things to do is differentiate between criticism that’s valid and criticism that you can ignore. It’s easy to get bogged down by people who criticize what you’re doing, so it’s important to know when to stay focused on meeting your goals and when to be honest with yourself and say, “You know what? That is really valid, and I need to work to overcome that.” 

EG: Why C200? What are you most excited about now that you’re a member? In your experience so far, what does being a member of C200 mean to you? 

MS: To me, being a part of C200 is a unique mix of continuous learning and a sense of community. At its core, C200 is about women helping women.   

Through C200, I have made some connections with some incredible women who I otherwise would never have met. I think the older we get, it’s harder to make new friends, but C200 instantly gives you an opportunity to connect with people who have lived interesting lives and who are really making a difference.