by Eva Glassman | Nov 11, 2024 | Blog, Featured
Lisa Collins is the CEO of Optum Advisory Services, a healthcare consulting firm within United Health Group. With an educational background in industrial engineering and healthcare administration, Lisa began her career in healthcare installing electronic medical record systems (ERMs). Passionate about the opportunities the healthcare space has to help people and evolve, Lisa has remained in healthcare to this day. Outside of work, Lisa enjoys outdoor sports like skiing (both water and snow), dirt biking, and golf, and enjoys family time with her husband and two adult sons. Lisa has been a member of C200 since March 2024.
Eva Glassman: Tell me a little bit about your role at Optum and what the company does.
Lisa Collins: I’m the CEO of Optum Advisory Services. We’re the 4th-largest US-based healthcare-focused consulting firm and sit within the United Health Group organization. We focus on helping payers and providers in the healthcare ecosystem with the challenges they face. For example, we help with setting strategic direction, addressing affordability, and driving efficiencies, along with leading our clients through digital transformation, AI, and automation, with a heavy reliance on data and insights in all we do. Most importantly, we’re always focused on creating outcomes and value for our clients.
EG: What’s your day to day as CEO of Optum?
LC: I attempt to balance my days by focusing on our clients, our talent, and leadership—and, of course, our key business and financial metrics. We continuously drive to meet our targets all while myopically focusing on delivering client value. I’m excited that we had 20% YOY growth last year and expect to achieve that again this year.
EG: What do you love about your job? What’s challenging about it?
LC: Certainly, achieving our key targets and growth rates are incredibly important. However, what I truly love about my job is the impact I make: 1) in helping our clients improve healthcare, and 2) with our people. I have a passion for helping women in leadership and encouraging them to be fearless, curious, and innovative. I’m dedicated in my desire to make sure other women don’t have to go through some of the struggles and glass ceilings I had to go through. I want to break down those barriers when and wherever possible. I hope that will be my legacy and not just: “Hey, she grew the business 20% YOY and hit the targets.”
The most challenging (and exciting) part of what I do is building and enabling a team that solves the difficulties within the healthcare industry—an industry far behind others in many ways. I am committed to incrementally improving the healthcare industry. There is certainly no lack of opportunities, and I will never run out of things to do before I retire!
EG: I’m curious about your educational background and career journey. When you first started your career, was this where you thought you would end up?
LC: I studied Industrial Engineering during my undergrad and have a master’s in healthcare administration. When I graduated college, I started my career at a company called Shared Medical Systems (eventually acquired by Siemens Medical) implementing electronic medical record (EMR) systems at health systems across the country. I fell into that job because it was convenient at the time; it was a mile from my parents’ house, so I was able to take the job, live at home, and save some money for a couple of years. That’s how I got into healthcare, but I feel extremely fortunate that I landed a career where I can truly make an impact to society, clinicians, and patients.
During my tenue at Siemens Medical, I gained experience in consultative and management type roles leading various sales, services, and development organizations. Eventually, I moved from the software side of the business to the medical imagining and laboratory diagnostics side, where I ran services for North America. I certainly gained a deep appreciation for the importance of having discipline around quality, compliance, and regulatory requirements throughout all parts of the business—something that was engrained in me and has helped guide me throughout the duration of my career.
After Siemens I joined Accenture, where I worked for several years running one of the regions within their healthcare space. Another fantastic organization from a culture standpoint, along with their ability to form and deform teams to bring the best to their clients. I left Accenture only due to an opportunity to move over to Cerner to run Global Services, which eventually acquired the Siemens Software business. Having worked with that business for so long, it was a logical transition and, in some ways, felt like going back home.
After Cerner was acquired by Oracle, I decided to join Optum for an opportunity to be the CEO of our Advisory Services organization. I’ve been here for about two years now and absolutely love the culture of United Health Group.
EG: What do you believe are the biggest factors that led to the success of your career?
LC: I had some fantastic mentors along the way, all of whom gave me great advice regarding how to navigate politics, how to intentionally and consistently plan and socialize my career, and how to tell my story to others so that people would feel compelled to sponsor me in my journey.
In addition, I believe my range of business experience contributed to my success and ability to be a good CEO. My overall goal always was to be a CEO. Given that, I consciously sought out experiences that would help me achieve that goal. It was important to have experience with leading R&D, Sales, and Services, and deep understanding of managing large P&L’s. I intentionally changed roles so that, by the time I could become CEO, I had the full breadth and depth of what was required. I knew where I wanted to go, what I wanted to be, and made sure that I was getting professional experience that was required of me to rise up the ranks.
EG: I want to go back to what you were saying about mentors. Did you have any women mentors over the course of your career?
LC: Early on, my mentors were mostly men, mostly because there weren’t many women in executive roles at the time. In the last ten years, I’ve gained more and more mentors who are women—in fact, now they’re mostly all women!
To be honest, I don’t know if I’d even call them mentors at this point; we are all part of a “squad” that helps each other. I’m always trying to bring more women into our squad. Right now, there are ten or twelve women executives that I rely on heavily and we depend on each other for problem solving and general support.
Over the years, my view of “mentorship” has evolved from “true,” formalized mentorship to just a group of us that bring together different skills and talents. We certainly mentor and bring positive energy to each other.
EG: I love hearing how your idea of what mentorship looks like has changed—less formal and more human. It sounds like you’ve created a positive environment for yourself and for other women in your network. I know that many women, even if there were other women in their industry, didn’t feel looked after as they advanced through the ranks.
LC: I remember being in meetings where I was literally the only woman executive in the room—thank goodness it’s not like that at all anymore.
I’m one hundred percent about bringing women along. In my late 30s, early 40s, there was a shift in my mindset when I stopped and thought, “Okay, I’m confident where I’m going—but what am I doing to bring others along?” I also started thinking more about the gaps in my own skills and how to build diverse teams around me to fill those gaps.
I don’t understand leaders who create teams by hiring people who are exactly like them. What does that do for you, truly? I want a team that is comfortable to challenge and question each other, including me—this is what creates innovation and solutions. We limit the art of the possible if we don’t question and push each other!
EG: More to your point, the shift to more human-centric leadership within professional environments is good for innovation, and lots of women are the leaders for that approach.
LC: There was a day in the workplace when you couldn’t show who you were as a woman, whether it be any emotional sensitivity or just talking about kids (whether it be because you had them or wanted them). This is still a consequence for many working women today—it’s ridiculous. As much as I love my career, it’s still a means to an end; my family is what’s most important to me. At the end of the day, the company will go on without me, which is not a bad thing to admit.
EG: What does being a woman in business mean to you, if anything? How do you apply that thinking to what you do?
LC: Again, it’s about bringing a diversity of strengths to a single team. In general, women tend to be good connectors and more in touch with their emotional intelligence, which is critically important as a leader. It is possible to hold each other accountable, be strategic and innovative, and have humility and grace in the workplace.
I’m not into a hierarchical workplace culture. Recognizing and expressing gratitude for your hardworking team goes a long way, and it’s important to do it for all levels across the team; we’re all in the same boat together, driving forward. I encourage folks to bring forward ideas, whether they are an intern or SVP; even if the idea is a little off, it may spark something great.
I don’t know if any of this has to do with being a woman, but it’s what’s important about being a strong leader.
EG: Outside of work, what do you like to do for fun?
LC: Work hard, play hard! I’m a very active, outdoorsy person. I’m all about dirt bikes, wave runners, skiing—snow and water. I run and weightlift every day. Lately, I’ve had a bit more time on the weekends to golf—something I’ve always loved to do, but really enjoying having more time for right now.
And then, of course, I love to spend time with my husband and two sons. My kids are grown and have their own lives, but we still meet up for dinner and go on vacations as a family as often as possible.
As a boy mom, it’s always been interesting figuring out how to stay connected with my sons. I was always a bit of a tomboy, though, and had a dirt bike since I was twelve (and still have my first one—a Honda XL75). When my sons were young, I introduced them to all the outdoorsy activities I’ve always enjoyed, and we’ve bonded through them over the years.
EG: What is your advice to aspiring women business leaders to advance their careers?
LC: Network, network, network! I’m sure you’ve heard that a million times—but it’s still true. It’s important to have strong networks in the space where you spend a good portion of your time. That’s why I love C200; it’s another opportunity to forge strong networks with amazing women across other industries. It will be really interesting for me to learn from C200 members and bring my learnings back to the healthcare space.
It’s important to consciously work at it, to the point where I put it in my calendar to reach out to someone. Regardless of how you network—on LinkedIn, emails, social media, or grabbing a coffee—the key is to put in the effort, because the return can be significant.
EG: Basically, network before you need to.
LC: Exactly. You have to give in order to get in return. Even getting involved in your local community can be so beneficial—you never know who you’ll meet with and develop a connection. For example, I’m on the board for the Penn Medicine Chester County Hospital and involved with Community Volunteers in Medicine. It’s helpful to think about networking as opportunities to help others.
Of course, there’s a lot you can do within your company to advance your career, too. Be the one who raises your hand, and step up if you have an idea. If you can jump on an opportunity that can get you recognized and differentiated within the company, people will see what’s different about what you bring to the table. Bottom line: be fearless!
by Eva Glassman | Oct 31, 2024 | Blog, Featured
By Lauren Herring | IMPACT Group | Member since 2009
Creating a thriving workplace culture is key to retaining top talent.
As organizations face mounting challenges in attracting and keeping skilled employees, the role of effective leadership cannot be underestimated.
In this Forbes article, C200 member Lauren Herring discusses how developing rising leaders—those below the executive level—can significantly impact employee engagement and retention. By investing in leadership development, organizations can create a culture where employees feel valued, supported, and motivated to contribute.
Read the full article here.
by Eva Glassman | Oct 29, 2024 | Blog, Featured
C200 is thrilled to welcome Cecilia Aviles, Sally Hurley, and Pavan Kochar as new Directors at Large, and Tara Abraham as Chair to our Board of Directors starting January 1, 2025.
Officers
Tara Abraham | Chair
Chloe Barzey | Secretary
Cindy Doe | Treasurer
Directors at Large
Cecilia Aviles
Dawnet Beverley
Maggie Bidlingmaier
Pamela Carter
Dana Fusaris
Sally Hurley
Adrienne Kirby
Pavan Kochar
Doris Meister
Pamela O’Rourke
Debbie Polishook
Chantell Preston
Corinne Ripoche
Suzie Scanlon-Rabinowitz
Thank You to Our Outgoing Board Members
C200 would like to thank our outgoing Board Chair, Maryann Bruce, for her dedication and passion for our organization and community. In addition, we would like to thank the outgoing Directors at Large, who will be concluding their terms at the end of 2024:
Susan Brennan
Tena Clark
Linda Coughlin
Edie Fraser
Lili Hall
Barri Rafferty
We look forward to another year at C200 working towards our mission to inspire, educate, support, and advance current and future women entrepreneurs and corporate, profit-center leaders.
by Eva Glassman | Oct 28, 2024 | Blog, Featured
Carrie Schwab-Pomerantz serves on the Board of Directors of the Charles Schwab Corporation. In 2023, she retired from her executive position at Charles Schwab, where she wore many different hats since 1983. Carrie is a nationally recognized expert in financial literacy and a leader in democratizing access to financial services. She is a force for addressing both business and critical social issues as a former Managing Director, Consumer Education and President, Charles Schwab Foundation. Since her retirement, Carrie enjoys playing tennis, civic engagement, angel investing, and taking care of her new puppy. Carrie has been a C200 member since March 2024.
Eva Glassman: What was your executive role at Charles Schwab?
Carrie Schwab-Pomerantz: I was a long-tenured senior executive at the Charles Schwab & Company and have worn many hats over the years at the company. I went from starting out as a file clerk, to working as a financial consultant serving clients, to building a national financial literacy program that permeated inside and outside Schwab.
Over my career, I’ve learned that people from all economic backgrounds lack financial knowledge. It’s a national issue to this day, and Schwab and I were able to do our part in spreading awareness and providing resources. One of my greatest prides was building longstanding partnerships with organizations like the Boys and Girls Clubs of America, Girls Scouts, and AARP, giving millions of people the knowledge and skills to have financial security in their lives. In addition, I was publicly educating and advocating for financial literacy with a national personal column, books, and serving on the US President’s Council on Financial literacy.
I was also Chair of the Board of Schwab Charitable for over ten years, which is the second-largest national donor-advised fund in the country for investors. Our clients were giving $4 billion a year to charity.
Fifteen months ago, I retired from my executive position and currently serve on the Board of Directors of the Charles Schwab Corporation, which I’ve been doing for the past two years.
EG: I read that you’ve been at Charles Schwab since 1983; not everybody has a career where they stay on with the same company for so long, especially one that is in the family. What was that like? I’m especially curious about this since, even today, there aren’t a ton of women in finance.
CSP: While I did work at another company for a few years and got my MBA in between there as well, my career pretty much has always been at Schwab. In fact, I started there when I was sixteen years old, when the company was a start-up. Recently, over breakfast with my dad, we were reminiscing about when the company had about ten employees, and our Christmas parties were in the back corner room of a restaurant. Now, the company has about 34,000 employees.
When I first started out in the company, it really just felt like working for my dad. Literally and figuratively, it was like a family to me. I was “one of the kids”—not just my dad’s kid, but the kid around the office that everyone knew. The culture, even today, is very inclusive and team-oriented. There are no false pretenses. I always felt very comfortable there and that it was a place to thrive as an individual in my career.
When I was twenty-three, I had just gotten my broker’s license and was in our San Francisco headquarters. After I went through a rotational training program, I asked my father for his opinion about where I should go within the company for my permanent position. He said, “Carrie, if you want to learn the business, you should go out in the branches and serve clients.” Today, I can say it became the foundation of who I am as a senior executive. I understood how important it is for businesses to see things through the client’s eyes and have empathy and a pulse on their needs.
While I was serving clients in my younger days, I was very passionate about economic empowerment for everyone, especially helping women with their finances. Unfortunately, I’ve seen so many smart women—many of whom my friends and family—abdicate their finances, and it didn’t end so well. I organized lots of events while at Schwab and joined a philanthropic group of women in finance to help less fortunate women gain economic parity. Word got out within the company about this, and then I was asked to create and run what we called the Women’s Initiative, which allowed me to be even more vocal about the topic and ensure that Schwab was truly welcoming to women investors.
Running the Women’s Initiative really launched me as an advocate for women’s financial literacy and beyond—and because of that, I was asked to run the Charles Schwab Foundation. I refocused the foundation’s strategy to have greater impact on financial literacy for all to reflect the company’s heritage and collective passion. I wanted it to be something everyone at Schwab could own and be a part of. We could bring not only our money to the foundation, but also our expertise.
When I was asked to run the Schwab Foundation, many of my mentors advised me against it, since it’s “relegated as a ‘soft side’ of business.” However, I saw it as a way to create my own business, something that would be a complete asset to the company. While I had naysayers here and there, I stayed focused on what I was trying to achieve—to make Schwab a national leader in financial literacy. The foundation not only helped our communities, but it also helped Schwab expand its market and be a better partner to our clients.
EG: Financial literacy for women is still such an important topic.
CSP: It’s getting better today, but there’s still a difference between the way parents talk to their sons versus their daughters about money and investing. Over the years, I have read so many studies that show parents are more likely to talk about investing with their sons than their daughters. Several years back, Schwab conducted a study that showed young men were about twice as likely to have investment accounts than young women. Families aren’t equipping young women well enough to go out into the world and develop good financial habits so that they can have options and a more secure life.
There are so many financial issues unique to women that we need to be more prepared for. To name just a few: on average, we get paid roughly 80 cents for every dollar a man makes, we go in and out of the workforce to care for children or elderly parents, and we live longer than men. It’s imperative for young women to plan for these things early to protect their future—and feel comfortable doing so.
EG: What do you believe are the factors that contributed to the success you found in your career?
CSP: People talk about having mentors, but I honestly didn’t have a lot of mentors. It was much later in my career that I developed a community or network of support, which made all the difference for me going forward. In my early 40s, I went to the International Women’s Forum’s leadership development program for young, rising women, and it was a total launching pad for me in terms of confidence. I was exposed to the power of networking, but in particular, the power of women helping women. Creating that village fostered a lot of courage in me to do things and get out of my comfort zone. I used to be shy about asking somebody more senior than me to help me or talk about career things. Being in the opposite position now, it’s an honor to help young people. I wish I had started advocating for myself in that way much earlier.
Another factor that helped me succeed in my career is my ability to stay focused on my goals. I had a mission and vision for where I wanted to go, and while I had naysayers along the way who would try to bring me down, I didn’t let them take me from where I wanted to go and what I felt was right. I just kept my chin up and kept going.
EG: How did you find C200? What made you join?
CSP: I’m a part of many networks of women who have been there for me for different needs at different times of my life. Today, one group in particular happened to be mostly C200 women in the Northern California area. We became close, and they would invite me to their dinners. Eventually, I realized that I was the only one who wasn’t in C200! Somehow, they adopted me, and all advocated for me to join.
I wasn’t looking to join a group; when you get to my age, you have a lot in your life already. But these women bring so much energy, love, strength, and knowledge to me, that I thought, “Why not?” They were so happy to put my application in!
I always look forward to our dinners when we get together, and I can’t wait to host my own dinner. I’ve now been to one official C200 dinner and an overnight retreat. Both were so lovely; we talked about some very personal things. It’s a very trusting group that you can get great advice from.
EG: What does being a “woman in business” mean to you, and how do you apply that thinking to what you do?
CSP: As you can tell, my life has been about advocating for women to have equal opportunities. Recently, my college friends reminded me that I was a big feminist back then, when the Equal Rights Amendment was being tossed around. I think advocating for women is part of my DNA.
My parents divorced when I was nine. I saw my mom, even though she was very smart and had a great education, still dependent on having a husband. I knew it was not a good thing to see. In retrospect, that was a huge reason why I became such an advocate for women.
I believe women having financial independence is a key factor for women’s overall freedom. That’s where I feel I can help women get started, particularly young women, so that they can focus on everything else, not worry about money, and be able to take advantage of it. I saw what my mom went through, being a single mom and a homemaker. I sincerely believe that financial literacy is a great equalizer—not the great equalizer, but a great equalizer. It’s foundational.
EG: Outside of work, how do you like to spend your time?
CSP: Right now, I’m obsessed with tennis. I’m playing on two USTA teams and I’m co-captain of one. I’m having so much fun and made a whole other group of friends from it. I find myself—how should I put it—inappropriately competitive! I have to laugh at myself, though!
My other obsession right now is my puppy, which I got three months ago. Her name is Mabel, after my grandmother, who was a strong-minded woman and somebody really important in my life.
EG: What’s your advice to aspiring women business leaders to advance their own careers?
CSP: Act the part. If you want to be the manager, senior manager, director—whatever it is, try to find ways to do the work. Perform like an executive or whatever position you’re trying to achieve. Get as much experience in different positions as possible. A general background in business, getting exposed to different disciplines of the business—marketing, finance, tech, general management, leadership etc.—is a huge win. Those skills are all transferable.
Be visible. It’s important to make yourself visible within the company, especially with more senior people. You can be smart and hardworking, but if you’re not being seen by people who might promote you, you might not advance at the pace you could be. You want yourself and your work to be known throughout the company. Networking and building relationships will help you gain advocates.
EG: Why C200?
CSP: The women! For me right now, the C200 women are who I want to connect with. Regardless of whether they are retired from executive life or still working, these women are still in the game, so to speak: continuing to grow, lead, and do important things in the world of business and beyond. That’s how I think of myself these days, and that’s how I want to be.
I am so excited to learn, grow, and be better because of my relationships with these incredible women. Everyone brings something to the table, especially at C200, where there are businesswomen across so many industries with so many perspectives. We all can and should learn from each other!
by Eva Glassman | Oct 24, 2024 | Blog, Featured
C200 wants to congratulate and honor our 2025 Legacy Class!
Gina Diez Barroso | Deborah A. McDermott | Peg Wyant | Sue Burnett | Susan McLaughlin | Jan Babiak | Dorrit J. Bern | Cordia W. Harrington
Legacy Members are individuals who have been a C200 member for 25+ years. The 2025 Legacy Class joined C200 in 2000 and will be inducted into the ranks of our Legacy Members starting January 1, 2025.
Over 60 of our 440+ members are among our Legacy status. We are grateful for our rich history as an organization founded in 1982; many of the women who founded C200 are still active members today. Our Legacy Members are shining examples of the long-term power and impact C200 has had over our 40+ year history, and the progress women in business at large continue to experience and fight for today. Without the influence of our Legacy Members, current and future women in business would not have so many opportunities to advance in their careers as they do today.
Gina Diez Barroso
Gina Diez Barroso is a businesswoman and philanthropist focused in developing projects in design, innovation and education. Gina is Founder of Grupo Diarq, a very prestigious design and real estate development company with offices in Mexico and the United States. Gina is also founder and president of CENTRO, Mexico’s first university dedicated to Design, Media, and Technology with a strong emphasis in business and entrepreneurship. She is also Founder of Diez Company, the leading commercial and residential lighting firm with operations in Mexico, Spain, and the United States, with a portfolio that includes the leading luxury hotel brands in the world.
Gina’s latest project, Dalia Empower, a global education platform ecosystem powered by AI, provides women with the unique methodology and tools to transform their thinking and succeed in their personal and professional growth by mastering “life skills.”
Gina serves as an independent board member and advisor to numerous organizations, including the Global Board of Santander Bank the Mexican Stock Exchange, Laurel Strategies, and ASCOA, and represents Mexico in the G20 Women’s Initiative. Gina is an internationally recognized speaker and has been honored with several awards, including the Gold Medal from the Council of the Americas in New York, the EY National Entrepreneur of the Year 2023, EY World Entrepreneur Of The Year competition in Monaco 2024, and was recently named Mexico’s Most Powerful Woman 2024 by Forbes.
In her philanthropic work, Gina has established three non-profit organizations: Diarq Foundation, focused on eradicating violence against women and children; CENTRO Foundation, which grants scholarship to students on creative careers; and Tatis Foundation, dedicated to improving the quality of life for people with disabilities.
C200 has been a cornerstone in my journey. Over the past 25 years, it has connected me with a powerful network of friends, who have not only inspired me but also challenged me to grow as a leader. The collective wisdom and support from this community have been instrumental in pushing boundaries.
One piece of advice I would give to women leaders is to trust your instincts and own your decisions with confidence. Your authenticity is your strength. Don’t be afraid to embrace it and let it guide you. Surround yourself with people who believe in you and push you to never underestimate the power of community and the power within you.
Deborah A. McDermott
Deb McDermott serves as CEO of Standard Media Group LLC. She has a 25-plus year career leading broadcast groups- including COO of Media General and CEO-President of Young Broadcasting. As CEO, she spearheaded Young’s successful mergers with Media General and LIN Media. Ultimately, overseeing the combined company’s more than 70 television stations. Deb currently serves as Chair of the Board of Directors of MediaCo Holding Inc.
Among her many accomplishments, Ms. McDermott was inducted into the Broadcasting & Cable Hall of Fame in 2013 and the Library of American Broadcasting Foundation’s Giants of Broadcasting and Electronics Arts award in 2022. She currently serves on the ABC Board of Governors, the Board of Directors for Television Bureau of Advertising, National Association of Broadcasters and the International Radio and Television Society. She is also a member of C200 and CEO.org. Previously, Ms. McDermott served on the Board of Directors for the Country Music Association and Chair of the National Association of Television Program Executives (NATPE).
Stay connected to your women counterparts and reach out when the going gets tough…or give back when others need it! It will lift you up… Enjoy the Ride!
The women of C200 have played a wonderful role in my well being as a leader. At the lowest points of my career, they were there for me…Cordia Harrington, Nancy Peterson, Jan Babiak and many other women who just reached out. At a key point in my career with the public company I was running on the verge of bankruptcy, my husband seriously ill and trying to be a good mom to my 2 young boys….my husband forced me to attend a C200 retreat in Sun Valley. What did I receive from these women…clarity, strength, love. I went home with solutions. I will never forget the impact these women have made on my life, my career and my family…this is why C200 is more than a bunch of women talking business… we are women investing in other women.
Peg Wyant
The first female executive in the Fortune 500 after starting in Procter & Gamble’s iconic brand management and recently published author of One Red Shoe, Peg is a pioneering, national leader for gender equality in corporate America with a demonstrated history of working successfully in the real estate, consumer goods, marketing, consulting and venture capital industries.
Sue Burnett
Sue Burnett is the founder and president of Burnett Specialists (Houston, Austin, El Paso, and San Antonio), and Choice Specialists (Dallas). Her 50-year-old company is ranked as the Second Largest Employee-Owned Staffing U.S. Firm by NCEO, 5th Top Woman-Owned Business and #1 Largest Placement and #6 Largest Staffing Firm by the Houston Business Journal. Burnett Specialists was named one of the Top 100 Recruitment and Staffing firms in the U.S. by Forbes magazine. The Better Business Bureau has awarded Burnett the Pinnacle award multiple times.
Sue’s honors include: HBJ Lifetime Achievement Award for Most Admired CEOS, Texas Businesswoman of the Year, Ernst & Young’s Entrepreneur of the Year, NAWBO’s Woman Business Owner of the Year, WBEA’s Business Entrepreneur of the Year, Houston Business Journal’s Most Admired CEO, Most Powerful Woman Award by the National Diversity Council, Staffing Industry’s Top 100, Women’s Enterprise’s Woman of Excellence, Texas Diversity Council Woman of the Year and the Jr. Achievement’s Hall of Fame Award.
The University of Arkansas named Sue as a Distinguished Alum, a Tower of Old Main, and into the Journalism Hall of Fame. Sue and her husband Rusty were the donors for the “Sue Walk Burnett Journalism and Media Center” at the University of Arkansas.
Sue serves on the Boards of Directors of Junior Achievement, American Cancer Society, Houston Women’s Chamber of Commerce, Better Business Bureau, and Goodwill Industries. She was the founder of the Best Places to Work awards in Houston, Austin, Dallas & San Antonio.
The best years of my career have been from the age of 50-78. I am still working and enjoying it more than ever. Don’t retire too early! Your best years are still ahead!
C200 has been a life-changing experience for me! I have made some of my closest friends in Houston and other cities through C200. Also, the summer weekends away and the conferences have all been memorable and unique experiences that I would not have had. I truly love C200!
Susan McLaughlin
Susan McLaughlin is the Managing Partner of Meraki Search Group, a high end, retained executive search firm. She has earned her executive search credentials through engagements on both sides of the equation. She experienced the process from the perspective of one who, as Chief Operating Officer of AGL Resources, President of Bellsouth’s Consumer Services business, and in executive positions at Citibank and Eastman Kodak, filled numerous top executive operating positions.
Armed with knowledge from her hands-on experiences transitioning to executive search was a natural career progression. It is her unique understanding of client needs and what motivates prospective senior-level candidates to consider new challenges that gives her an ability to attract the best professional talent for her clients. A keen appreciation of the cultural fit between the client and potential candidate is a crucial factor in finding the right match. Her track record of success is revealed in an extensive list of superior executive placements in the FinTech/financial services, business services, healthcare and life sciences.
Sue’s prior Board of Directors roles have included Target Corporation, Delphi Automotive, nTelos Wireless, Blue Cross/Blue Shield of Rochester, Federal Reserve Bank of New York, Spelman College, and Mary Baldwin University. She has also served on the Board of Atlanta-based Prime Revenue, where for her role as Lead Director during a capital raise and ownership transition, she earned an Atlanta Business Chronicle/NACD Director of the Year award in 2015.
For many years, Sue has been active in C200 (formerly Committee of 200), a global association of top female executives and entrepreneurs who promote and foster the advancement of women in business leadership. She recently completed her term as the organization’s Chair. She is also a member of the International Women’s Forum, Women Corporate Directors, and the National Association of Corporate Directors.
In addition, she is a member of Business Executives for National Security, a nonpartisan group of senior industry leaders who support initiatives to enhance national security.
I recall feeling like I was walking into a warm embrace at the opening reception the first time I attended the annual conference. The room was full of accomplished, gracious, and colorful women, many of whom have become dear friends and advisors. I hope that each new member has the same experience.
I am so aware of the women who came before me, whose efforts began clearing a path for other women to executive leadership, board, and other positions of power. We have an obligation to keep those efforts going – sponsoring, mentoring, and referring the outstanding pool of female leaders around us – and having fun doing so.
Jan Babiak
Jan Babiak spent 28 years with EY with the last 20 based in London before starting her ‘portfolio board career’. At EY, her roles included board level and global P&L leadership roles over Technology Security & Risk Services; Regulatory & Public Policy; and Climate Change & Sustainability and related ESG reporting while serving on the firm’s most prestigious clients in financial services, technology, energy, media, transportation, retail, and more.
Jan’s board service draws on her broad P&L leadership experience with a focus on companies that have complex global systems and structures with market competitive, cutting-edge digital platforms and related opportunities and exposures. Her role also includes providing experience and insight into how digital and legacy technologies impact M&A, business transformation, cyber risk, cyber security, strategy, operations, and stakeholder engagement from customers to suppliers to the investor community.
In 2012, she joined the boards of Walgreens and the Bank of Montreal. She sits on the Nomination and Governance Committee and chairs the Audit and Conduct Review Committee for Bank of Montreal, the eighth largest bank in North America with assets of over one trillion dollars and significant operations in Canada and the USA. Following a strategic merger at the end of 2014, Walgreens is listed as Walgreens Boots Alliance, Inc. and has annual global revenues exceeding $135 billion from retail, wholesale, distribution, and its strong digital presence in the pharmacy sector. Jan is Chair of the Audit Committee as well as a Finance Committee member. In 2016, she joined the board of GHD Group, an employee-owned, privately held, Australian-based engineering, architecture, and environmental consulting firm with 200 offices operating in more than 90 countries where she serves as Lead Independent Director. She also serves the board of Boldyn Networks, a London headquartered CPPIB owned global shared network infrastructure provider. She terms off GHD in November 2024 and the Audit Committee chair role at Bank of Montreal next year and is actively seeking replacement board roles.
Her prior board service includes Euromoney Institutional Investors plc, a UK-based FTSE 250 company, from 2017 until its sale to PE in late 2022. She was Senior Independent Director and sat on the Nominations and the Remuneration Committees. She also served on the board of the Royal Mail during its successful IPO from full UK government ownership directly into the FTSE 100. From 2017 to 2021, she served as board member and Audit Committee Chair for GlobalLogic, a private equity owned digital product development services company that helps businesses design, build, and deliver their next-generation products and digital experiences until its acquisition by Hitachi for $9.6 billion. From 2010 until its sale in August 2012, she was a board member and Audit Committee Chair for Logica plc, a then UK headquartered FTSE 250 publicly traded technology company.
In 2024, Corporate Board Member Magazine included her in the Top 20 Value Creating Directors in America. In 2017, she was named by NACD Directorship magazine as one of the most influential people in the boardroom community. Agenda, a Financial Times publication for board members, named her in their ‘International 100: Top Board Candidates with Global Skills’ and the Confederation of British Industry named her as their inaugural First Woman of Technology. She was lead author of a then definitive book on board level oversight of IT and cybersecurity ‘Defending the Digital Frontier: Practical Security for Management’ and is published on sustainability, cyber security, governance, technology, digital transformation, and diversity.
She holds a BBA in Accounting, an MBA, and a US CPA license. She is also a current Certified Information Security Manager (CISM), a Certified Information Systems Auditor (CISA), and a British Chartered Accountant (FCA). She sits on the Advisory Board of the Nashville Chapter of NACD and is co-founder of the Tennessee Chapter of Women Corporate Directors. From 2011 until 2019 when she termed out, she served the Institute of Chartered Accountants in England and Wales as a Council Member.
Jan has dual US and UK citizenship. She maintains strong UK business ties and a London residence with a primary residence in Nashville, Tennessee with its central US location and multi-airline services providing convenient and frequent flight options to travel anywhere in the world.
If you don’t feel valued in a role more often than occasionally, find or borrow the courage you need to make a bold and dramatic change as soon as possible.
Wherever I am in my career or life, C200 has given me a rich tapestry of blessings through the time, talent, camaraderie, support, challenge, insight, wisdom, and fun provided by both new and longstanding female friends—my family ‘by say rather than DNA’.
Dorrit J. Bern
Dorrit Bern was formerly the Chairman, President and CEO of Charming Shoppes Inc. from 1995 – 2008. Charming Shoppes was a $3 billion Fortune 500 corporation and owner of brands Lane Bryant, Fashion Bug, Catherine’s Plus Sizes, Crosstown Trader catalogs, Petite Sophisticates, and Publisher of Figure Magazine. Dorrit joined Charming Shoppes from Sears Roebuck & Company, where she was an Officer of the Corporation and Executive Vice President in charge of Home Fashion and Women’s Apparel.
Dorrit was formerly a member of the Board of Directors at Southern Company, Brunswick Corporation, Pennsylvania Real Estate Investment Trust, OfficeMax Incorporated, the National Retail Federation and Wet Seal. She is currently a member of the board at the Foster School of Business at the University of Washington, the Jay Baker Retail Board at the Wharton School of the University of Pennsylvania, and Advisory Board Member of the Women’s Leadership Center.
Over these 25 years the Committee of 200 has provided an opportunity to meet some of the most important friends in my life. I wish I had taken the time to attend more events and make even more lasting friendships.
Cordia W. Harrington
Cordia Harrington is CEO and founder of Crown Bakeries, a highly automated, high-speed baking company that makes over 15 million baked goods daily and employs more than 1,700 people, serving elite customers in the United States and the Caribbean. As CEO, Ms. Harrington guides the executive team to successful planning, business development, sales and marketing, and brand management.
Ms. Harrington serves on the Global Crossing Airlines Board of Directors and the Belmont University Board of Trustees. She is the immediate past Chair of the American Bakers Association Board of Directors and past Chair of the Chief Executives Organization Board of Directors.
Under Ms. Harrington’s leadership, Crown Bakeries have received many awards, including the 50 Fastest-Growing Women-Owned Businesses, Business with Purpose Award, and Nashville Business Journal’s Best in Business Award. Ms. Harrington was listed on Forbes magazine’s list of 100 wealthiest self-made women in 2020, 2022, 2023 and 2024. C200 recognized her as an Entrepreneurial Champion with their 2024 Luminary Award. The University of Arkansas awarded her an honorary Doctor of Humane Letters degree in 2020 and named a building in her honor in 2022 (the Cordia Harrington Center for Excellence). Ms. Harrington was named Nashville Post’s 2020 CEO of the Year and was inducted into the American Society of Baking Hall of Fame in February 2018. She has been recognized by numerous other organizations for her commitment to excellence and entrepreneurial spirit.
Ms. Harrington attended Kansai Gaidai University in Osaka, Japan; she graduated from the University of Arkansas with a Bachelor of Science degree. She currently resides in Franklin, Tennessee, with her husband Tom. Together they have five children and eleven grandchildren.
As women leaders, say YES to every opportunity…whether you feel “ready” or “not”… be bold and brave and jump in and figure out how to do something you have never done…no one is ever “really ready” for that next big opportunity…just say Yes!
Our C200 friends will be there for us, all of our lives, our ups and downs…because their life is so similar…powerful women in business have a unique way of thinking, and I found “my people” with C200! I am grateful for these lifelong friendships.
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by Eva Glassman | Oct 22, 2024 | Blog, Featured
Employee engagement is at a critical turning point, with Gallup reporting that only 30% of employees are actively engaged—the lowest in 10 years. In this Forbes article, C200 member Laura Ritchey tackles this urgent issue, exploring how leaders can reignite engagement, even in an era of remote and hybrid work.
She shares that it’s not about relying solely on technology or annual surveys. Real change comes from going back to the basics—building open lines of communication, listening to employees without hesitation, and fostering creativity through meaningful dialogue.
Read the article on Forbes to learn practical strategies for bridging the gap between disengagement and connection.
