by Eva Glassman | Sep 10, 2024 | Blog, Featured
By Gay Gaddis, T3 | Chair Emeritus of C200 | Member since 2005
In her latest Forbes article, C200 member Gay Gaddis explores how embracing crystallized intelligence and reinvention can unlock new potential in life’s later years. Highlights include:
- Harnessing Crystallized Intelligence: Leveraging accumulated wisdom to drive innovation and growth.
- Embracing Reinvention: Transforming challenges into opportunities for personal and professional success.
- Inspiring Examples: Stories of individuals like Laura Ingalls Wilder and Iris Apfel who exemplify reinvention.
Learn how to navigate this transformative phase, boost your leadership potential, and maintain a fulfilling, vibrant life.
by Eva Glassman | Aug 27, 2024 | Blog, Featured
Michele Beilman is the CEO of Matlen Silver, one of the nation’s largest IT staffing and technology solutions company. Michele has worked at Matlen Silver for more than 10 years and credits her success, at least partially, to her strong work ethic. This is a trait embraced throughout company culture, as Matlen Silver often attributes business growth to their ability to “outwork” and “out maneuver” the competition. Michele is the mother of a young daughter, and as CEO and most recently as COO, she also knows that balance is key. Under her leadership, Matlen Silver recently introduced a comprehensive parental leave policy—a model program for the industry. Michele believes that no one should have to choose between career and their family, and her actions mirror her values. Outside of the office, Michele loves to paint, meditate, go for runs, and spend time with her family. Michele has been a C200 member since January 2024.
Eva Glassman: What’s your day to day like at Matlen Silver?
Michele Beilman: I believe that the role of a CEO, or any C-level executive, is foremost to be a service driven leader. I place a priority on people, and therefore I spend a large part of my day talking to colleagues, our clients, and respected industry associates. We are in the staffing business, but I imagine my role is not unlike most CEOs. I focus on building bonds with our employees and relationships with the leadership teams of our clients and prospective clients.
The staffing business is focused on problem-solving and providing solutions, while also being process driven in nature. That is not necessarily where the magic is; instead, it’s about being proactive on the front end of that cycle and managing complications on the back end. This is where I spend a great deal of my day as well: analyzing the job market, forecasting trends relative to our clients’ business needs, and making certain that they have access to our subject matter expertise in a way that is valuable to them. In short, I focus on making sure that Matlen Silver is showing up in the way that presents a competitive advantage for our clients in their respective businesses.
The other part of being an executive revolves around company culture. Everyone wants to be a “great place to work,” and we do, too. But I try to look beyond that “great place” criteria and partner with my leadership team to create an environment where our employees can do the “best work of their careers” with us at Matlen Silver.
EG: You’re the first woman CEO of the company and I also read that you established a paid parental leave policy at Matlen Silver. I’m curious what it’s been like to be the first woman in your position and how you feel like you’ve changed the company?
MB: Perspective. Prior to me being the CEO, I was the COO, and in both roles, I bring a different perspective to Matlen Silver based upon my experiences and my background. I believe in diversity of thought, and specifically that diversity of thought not only makes us collectively smarter, but more inherently aware, compassionate, and nimble to the action necessary to support the needs of colleagues and clients. Our parental leave policy is an example of awareness leading to action, as is our veteran’s program (The Valiant Workforce), and a few initiatives on the crux of being introduced.
I want to bring my perspective to our leadership meetings and surround myself with other perspectives that are different than mine. It is my job to cultivate the diversity of thought that will continue to drive our thoughtfulness, compassion, and agility. That may be targeted toward benefits and solutions for our workforce, or benefits and solutions for our clients. Both are wins for Matlen Silver.
One area of focus for me is a forward-thinking approach to work-life balance. I ask everyone to work hard, that is no secret, but I also encourage balance, and continually seek solutions, be they tools or policies, to help people do their best work of their career at Matlen Silver. That said, it was important to me that I established a plan that puts people and families first and provides whatever support we can to encourage people to grow both personally and professionally. It should never be a “this or that” situation; you should never have to choose between advancing your career or growing your family.
EG: I also read that you went to UNC Wilmington for your undergraduate. What did you study?
MB: I studied Studio Art—so not at all related to what I ended up doing for my career! [laughs] I loved art growing up; I painted a lot and got into ceramics as well. Nothing I’ve done in my career has been applicable to my major, but I still try to create art in my free time.
EG: I am even more curious about how you ended up where you are now in your career!
MB: I graduated college in 2009 and during the Great Recession, so there were very limited job options for me, especially if I wanted to utilize my major. I candidly took the first job I could find, which was being an assistant property manager for HOAs and COAs in the Uptown and South Charlotte areas. I did that for three or four years out of college. It gave me a good work ethic and backbone, because I was facilitating meetings and talking to people about their homes or investments.
There were challenges with that job, however, that ultimately made me switch paths to the one that led me to where I am today. For example, I would be responsible for things like towing people’s cars and writing violation letters. I was also on call 24 hours a day; a lot of chaotic things happen when you’re managing condominium buildings, like fires and break-ins. I was 23 years old, getting calls at 2:00 AM about a major problem that demanded my attention, and so I had to learn to think on my feet, too.
When I was thinking about changing careers, my dad, who worked as a 1099 contractor, asked me if I had ever thought about going into staffing. I hadn’t; I didn’t know that kind of work existed, but he connected me with a woman that ran Matlen Silver’s Charlotte branch. I had no experience or any idea what I was doing, but I interviewed for the recruiter role and got an offer to be a part of a new “Future Stars” program where the company would hire young adults on contract and, after they hit certain performance metrics, convert them to full time employees. The pay was only $15 an hour; it was a huge pay cut, and while I wouldn’t be able to afford rent, I saw an opportunity. So, I called my mom and asked, “can I move back in with you for six months?” And with her affirmative response, I became a future star with Matlen Silver. I saw the potential, I had a plan, and I was determined to make it work. I’m also lucky that my family had always been so supportive.
At Matlen Silver, I started recruiting for IT roles and was very successful. I quickly realized there are a million recruiters out there, so I knew I needed to stand out somehow. I asked myself: How did they structure their days? How can I structure my days just a little differently so that I can capture opportunities that they’re missing out on?
I decided that calling people at their current job to talk about a different job wasn’t going to work, so I started working through my lunch breaks, picked two days a week to work until 7:30 PM, and working two Saturdays a month as well. In my first year, I qualified for our Presidents’ Club trip; and during my second year I was a $1 million producer.
From there, I advanced up the ranks outworking and out-maneuvering; promoted to sales, then to national account management, then to running our Southern Region, then to COO nearly two years ago before CEO this year.
EG: Something that really stands out to me about your story is your ability throughout your career journey to take a step back and evaluate how to best move forward. That seems like such an important part of the reason why you have been so successful.
MB: I always tell people that, if I can do it, you can do it. You have to be willing to make sacrifices—that’s the outwork part—and you have to keep an eye on your competition—that’s the out-maneuver part. People make their own luck, right? Being in the right place at the right time with the right resources is often orchestrated. And remember, you don’t have to be smarter than everyone else—you just have to outwork them.
EG: What about finding your way to C200? How did you hear about the organization, and what drew you to it?
MB: I met Joyce Russell, my nominator, about a year ago. She is such a respected name in staffing and has always been legendary to me. I just so happened to get invited to a lunch that she was attending as well. Both our companies do a lot of work with veterans and their spouses, so we connected through that mutual interest—and I took full advantage of it. I’ve learned throughout my career to actively seek out those opportunities and not wait for them to come to me; with Joyce’s incredible career, I knew she could help me from a mentorship perspective.
Around that same time, I was coming up on the renewal date for another women’s networking organization that I was a part of but wasn’t getting a lot out of. While they were good at scheduling monthly cadences with the members, I felt like the membership criteria was very diluted. I picked Joyce’s brain on it, and she suggested looking into C200 instead. With C200’s membership criteria being so stringent, I was certain I’d get the value I had been looking for at C200.
EG: You mentioned mentorship—I’m curious about your experience with mentorship throughout your career. Were there opportunities in your career to have female mentors in particular who can relate to a woman’s unique experience in the industry?
MB: I’ve been very lucky that a lot of people who I’ve worked for have really taken me under their wing. I think it is because I’m naturally inquisitive and willing to put in the hard work, and people appreciate that and want to help me. People have continually given me chances to step into a role or do something different that I didn’t necessarily have the experience or qualifications for. They saw my potential, and because they had gotten to know me, trusted me to learn and grow in that space.
Many of these mentors have been men, as we are still advancing towards gender equity in leadership roles in the staffing industry as well as many others. As a young mom to a young daughter, I have a job that requires me to travel or be in the office with long commutes. Traditionally, this tug-of-war experience between being a mom and building a company is uniquely apparent to women, so seeking out mentorships with women is helpful. The advice of “hustle, hustle, hustle!” is important and relevant, but prioritizing being the mom I want to be and being present for my family means I have to intentionally balance not being on the road or glued to my phone or email 24/7.
With this in mind, I’m hopeful that I can offer the mentorship opportunities that I received to the other women at my company or elsewhere in my industry. While mentorship from women was limited in my career, I believe joining organizations like C200 and meeting other women in and outside of my industry going through or having gone through the same situation will drive those opportunities. I can develop more of those relationships, learn from them, and hopefully pay it forward and be a mentor to other women that are coming up.
EG: What does being a “woman in business” mean to you, and how do you apply that thinking to what you do?
MB: It means leading by example—not asking anybody on your team to do anything you’re not willing to do or haven’t already done yourself. Because most women know the challenges they face to be a mother or caregiver in general, there is a human-centered approach to leadership that women bring into focus in the workplace. There are quite a few expectant mothers at my company right now. For a lot of them, it’s their first-time having kids, and I make sure to talk through their parental leave with them and be realistic, asking questions like, “Are you going to be able to jump on the road as soon as you get back, or are you going to be pumping? How will that be for you? How should we get the office set up where you feel comfortable doing that? Or do you just need to work from home initially upon your return?” I don’t want them to feel like they need to rush right back to work; I want them to know they have options and flexibility, and that we will support them however they need us to.
Being a woman, I feel empowered to have these kinds of conversations with other women and to be empathetic to their situations. I want to set them up for success versus them feeling like they can’t do both. When you’re empathetic, you can have real and honest conversations with people and build a different level of trust. With that trust, you’re able to hold people more accountable, push back when needed, and have really tough conversations that drive your business forward. And just because you’re empathetic doesn’t mean you have to sacrifice performance or let things slide; it actually lays a better foundation to challenge and push your people. Together, we can hit certain goals faster and better because people are invested in you as a leader and what you’re building as an organization. Empathy is an amazing tool that can really drive business and that women have really close access to.
EG: How do you spend your time outside of work?
MB: I spend a lot of time with my three-year-old daughter, but I also try my best to prioritize myself. I wake up really early every morning to meditate, do yoga, and go for a run; it’s a very consistent routine that’s really important to me. My job and my life are so busy and fast-paced, so having that outlet to move is a big priority. I can go for a run and, suddenly, this problem I’ve been tossing around for a couple of weeks has a clear solution.
As I said earlier, I loved painting and ceramics growing up and studied Studio Art in college, so it’s still something I try to make time for as a hobby. I have a little art studio at my house where I’ve got my pottery wheel and easels all set up. Painting or throwing clay allows me to get into that flow state and works my brain in a slightly different way.
Even though what I do professionally is drastically different from what I studied in school, there are things in my life—whether it be painting or going for a run—that are super important outlets that take my brain out of the super analytical thinking mode my career often requires. I think it’s really important for people in business to maintain some healthy hobbies, because you can solve problems while you’re doing it versus grinding it out and being in constant work meetings. You limit your brain capacity by having a work life like that.
EG: What is your advice to aspiring female business leaders to advance their own careers?
MB: I would encourage people to look at my story, how I came on at Matlen Silver and was able to rise to a C-level role. I was faced with an opportunity where I saw a lot of potential success, but I needed to take a step back before I could take those ten steps forward. I would encourage people to take that risk and bet on yourself every time.
Another lesson I would share is the importance of building deep, genuine relationships with people. I’m in the “people business,” and it’s incredible to look back over the years at the relationships I’ve built. They have transformed and evolved over time, which has opened up business opportunities for me and the ability to make connections with people to start a conversation. When you focus on building genuine relationships, you do things for people, and they do things for you. Having a community of people around you who have your best interest at heart gets you a lot further in your career versus you trying to do things on your own.
EG: Not only does relationship-building help you professionally, but it’s something we innately need as human beings; we’re social creatures. The benefits are twofold.
MB: If people can transform our view of “work-life balance,” so many pathways open up and balance comes naturally. It’s something I evolved to halfway through my career. I could think of my life in “work” and “not work” compartments, but work then takes on a negative connotation as a consequence. Instead, I think of my life more holistically; I do “this” during part of my day and “that” during another part.
Being in more of a sales role, I tore down those borders that I created for myself and focused less on talking with my “clients” but with people I’m getting to know and helping out. Instead of having these very structured business type meetings with them, how can I engage with people on a human level? Maybe we go for a boat ride on the weekend, or they come over to my house, bring their kids, and we make pizzas on a Saturday night and watch a movie. Once you can get over that traditional hump of “work-life balance” and say, “This is my life; how do I make this life work for me?”—that’s when you can build real relationships with people that don’t feel “business-y” and transactional. People are more willing to go out of their way to help you out because it’s a true friendship instead of a business connection.
EG: Finally, what are you most excited about as a new C200 member?
MB: I’m excited to be a part of this organization already; there are a handful of members in the staffing industry that I’m already in touch with. I’m hoping to build out more of a C200 presence in the Charlotte area; we’re a small crew here, so I’m hoping I can encourage other ladies to join and create a regular cadence of things to do together, here in Charlotte.
No matter what industry you’re in, if you’re running a business, you’re going to come up with the same problems: building motivation, your culture, managing a P&L, finding that balance between capitalizing on profits and investing back into the business—the list goes on. I definitely love having a sounding board of incredible businesswomen to bounce ideas off of and hear how they are navigating those very same issues.
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Connect with Michele on LinkedIn!
by Eva Glassman | Aug 20, 2024 | Blog, Featured
By Jewelle Bickford, Paradigm for Parity | C200 member since 2007
Courage is not about the absence of fear but about acting decisively despite it.
We are excited to share this insightful Forbes article, written by C200 member Jewelle Bickford, recipient of our 2024 Luminary Award for Lifetime Achievement.
Jewelle provides actionable advice for leaders to enhance their effectiveness, inspire their teams, and navigate through challenges with confidence. She also explains how effective leaders must be courageous in making bold decisions, taking risks, and navigating through uncertainties.
Read the article on Forbes here.
by Eva Glassman | Aug 19, 2024 | Blog, Featured
By: Eva Glassman | Associate, Marketing & Communications at C200
Introduction
While women have achieved record representation in senior corporate leadership, many research experts are flagging warning signs that the progress we’ve witnessed over the past several decades may be stagnating.
Why is this happening, and what can we do about it? In this article, we’ll dive into the numbers and explore the state of women’s representation across the corporate pipeline, why research experts are warning of backwards trends in progress, and why mentorship and educational programming are vital resources for senior corporate women poised for the C-Suite.
Representation of women across the corporate pipeline
McKinsey’s 2023 Women in the Workplace report shares important progress in terms of gender equality across the corporate pipeline. For example, since 2015, the number of women in the C-Suite has increased from 17% to 28%, with representation of women at the VP and SVP levels increasing as well.
While that is a significant jump, it’s worth considering the following:
- The 11-point increase occurred over a gradual, eight-year period.
- Since women make up about half of the world’s population, the increase to 28% only continues to reflect the gender disparity at the high leadership level.
- The 28% of C-Suite roles going to women is a drop from 48% of entry-level roles.
According to McKinsey, the higher the position in the company, the lower the percentage of women representation; meanwhile, the percentage of men represented at each role increases towards the C-Suite (52% to 72%).
While progress has been unequal and slow, it may no longer be so steady.
This year, researchers have marked an alarming trend in the senior corporate landscape: a decreased rate in hiring women into those positions. The World Economic Forum’s recent Global 2024 Gender Gap Report finds that, in 2023, the rate dropped from 37.5% to 36.9%, and dropped again to 36.4% in 2024—to below 2021 levels.
While one may argue that these decreases are negligible, researchers urge not to dismiss them. S&P Global, in their recent report on this trend, says: “Exponential growth [of women’s representation among senior corporate positions] over a decade is showing signs of losing momentum. Growth no longer appears exponential. A waning focus on diversity initiatives […] calls our previous gender parity estimates into question.”
Year-on-Year Growth in Women’s Representation among Senior Leadership Positions in S&P Global Total Market Index Firms
Source: S&P Global Market Intelligence Quantamental Research. Data as Data as at 03/04/2024.
These numbers could be the very first warning signs of a trend backwards in progress for senior corporate women.
Mentorship and educational programming are invaluable resources to businesswomen.
With continued progress for senior corporate women coming into question, ensuring they have the skills, support, and connections needed to ascend to the C-Suite has never been more important—and with so few women at that level as it is, finding such resources and a community has never been easy, either.
A study from Development Dimensions International found that 63% of women have never had a formal mentor. When mid- and senior-level corporate leaders get access to mentorship and educational programming for their professional growth, it can make the difference when they are up for promotion to the C-Suite. However, educational resources cost time and money, and it can be hard to cut through the market to find something truly transformational.
C200 has always been in the fight for gender equity in senior corporate leadership.
C200’s mission is to inspire, educate, support, and advance current and future women entrepreneurs and corporate, profit-center leaders. Since our founding in 1982, we have worked every single day to advance women in business and have grown our membership to over 400 incredibly successful businesswomen. Our mission to ensure more women like our members continue to exist, accel, and succeed has never mattered more than it does today.
Corporate executives make up over half of our membership, some of the most influential women in business in the world who know firsthand how easily progress can be undone; many of them were the first pavers of the progress for senior corporate women that we see today. The numbers we’ve explored in this article show us all that we need to be doing more for the next generation of women leaders if they are to succeed. As McKinsey correctly predicts, “These hard-earned gains are encouraging yet fragile.”
At C200, we see the numbers for corporate women: the progress, the room to grow, and the alarming trend backwards. However, we also see the path forward for women ready to advance into executive and C-Suite leadership—and that’s with C-Ahead®.
C-Ahead® with C200
Part of C200’s mission involves investing in and developing best-in-class educational programming and mentorship opportunities, and we’re proud to offer a variety of Advancing Women Programs for businesswomen at every stage of their journey.
C-Ahead® is designed for high-potential, senior corporate women at a critical point in their careers, the point at which it becomes much more difficult to ascend the corporate ladder into executive or C-Suite leadership. This is the inflection point where support, skills, advice, and community can make all the difference for these women—and that’s what C-Ahead® provides.
Ready to C-Ahead® to your future as a major corporate leader? Learn more and apply to join our next cohort by August 30, 2024.
References
by Eva Glassman | Aug 15, 2024 | Blog, Featured
C200 is thrilled to announce that JPMorgan Chase Commercial Banking is an official sponsor of our 2024 Annual Conference, which takes place on September 26-28 in New York City. C200 is a registered nonprofit that works to support and celebrate the advancement of women in business.
Our mission is to inspire, support, educate, and advance current and future women entrepreneurs and corporate, profit-center leaders. Our Annual Conference is a major touchstone, where women business leaders, founders, allies, and speakers convene to build community, network, access resources, and ideate new opportunities to advance our mission. It is through coming together with like-minded individuals and organizations that we are truly able to make a difference.
With JPMorgan Chase Commercial Banking’s support, C200 is able to expand educational materials and courses, networking and mentorship opportunities, and support MBA scholarships and other resources for women in business.
“We are energized to be partnering with JPMorgan Chase Commercial Banking for our 2024 Annual Conference,” says Myla Skinner, CEO of C200. “We know they are just as passionate about our mission as we are, and we look forward to all that we’ll accomplish together this year and beyond with their help.”
JPMorgan Chase Commercial Banking is committed to strengthening local and diverse-owned businesses and advancing communities. The firm does this through providing opportunities to access capital, expertise, networking opportunities, and financial solutions to spur business growth.
“Empowering women business leaders and founders drives stronger communities, companies, and local economies, which bolsters both national and international economic growth,” said Fred Royall, National Head of Diverse Businesses at JPMorgan Chase Commercial Banking. “We are proud to support C200’s work to create spaces, opportunities, and resources that help women in business from all backgrounds thrive.”
JPMorgan Chase Commercial Banking’s support and alignment with our mission will expand our opportunities to advance women in business this year and beyond. C200 looks forward to continuing our investment in women business leaders and founders around the globe through this relationship.
You can learn more about JPMorganChase’s work supporting women in business here: https://www.jpmorgan.com/commercial-banking
You can learn more about C200’s mission, membership, and Advancing Women Programs here: www.c200.org
by Eva Glassman | Aug 15, 2024 | Blog, Featured
Nicole Ganier is VP of Operations at Equus Workforce Solutions, a workforce development services provider across North America. Nicole attributes her passion, drive, and purpose for empowering individuals from watching her father’s entrepreneurial and people-savvy nature growing up. Outside of work, Nicole spends time with her daughter and finds joy through her volunteering for the LGBTQ community experiencing homelessness. Nicole has been a member of C200 since March 2024.
Eva Glassman: What is it like being VP of Operations at Equus Workforce Solutions?
Nicole Ganier: It’ll be four years this Fall that I’ve been with Equus. We are the largest workforce development and health and human service organization in the US. We partner with cities, counties, states, and the federal government to provide workforce and health and human services on their behalf. My responsibility is overseeing our operations west of Texas all the way to Hawaii. I have three colleagues who cover the remainder of the country, and together we provide services in 35 states. Typically, our projects are county-based and have 30-40 employees who engage with participants and employers to make an impact in the communities we serve. I have a wonderful team of Regional Directors supporting our operations and working with our Funding community to ensure we’re meeting their objectives.
I came to this work from the private sector after spending over 25 years in the staffing and recruiting industry. Working in the public sector now, my team and I directly support individuals who have found themselves out of work for a multitude of reasons. Our customers are trying to find a career pathway that provides financial stability and food security. Our tagline is: “We change lives.” Although that might sound a bit corny to some, we take pride in that! Our real mission is not just changing the lives of the participants that come through our doors—from young adults to seniors—but also the team members we employ who find purpose and passion in the work we do together.
Many of our participants experience homelessness. I’m based in California, a state where the national homelessness crisis is most prevalent. During the pandemic, homeless individuals were especially vulnerable to contracting COVID due to how quickly it spread in shelter-type environments. Because of this, San Diego County asked us if we would consider helping to oversee the effort to temporarily house individuals experiencing homelessness as well as COVID in a non-congregate environment, and we accepted the challenge. Through that opportunity, I helped to birth a new organization called Equitable Social Solutions. Equitable provides an array of homelessness prevention and housing supports with the goal to place individuals and families in permanent, stable housing, and provide the necessary tools and support to develop self-sufficiency.
I love the work we do. It was a perfect segue for me, having worked for and led large-scale sales and operations teams in staffing organizations, to now being able to have my pulse on the worker—the actual individual person—who’s in need of guidance, coaching, and support to find their way on a path to success.
So many individuals—whether it be because of addiction, layoffs, or mental health—find themselves unemployed and easily homeless if they don’t have supports in place to weather that time. We’ve really leaned into that work and now operate and oversee projects specific to solving the homelessness crisis in California, Oregon, Illinois, and Wisconsin. I’m very proud of this as it is a passion of mine: every person deserves a safe and affordable place to call home!
EG: I read that you graduated from California State University (CSU) and studied sociology in Spain. What was your initial educational background, and how did your career evolve from that point? Did you wind up in the place you thought? What did you learn from it all?
NG: I always like to mention my study abroad experience in Spain, because we all have experiences that call us to step out and start finding our own voice, either by choice or necessity. For me, that was studying abroad, choosing to experience the rest of the world and see what else was out there. It was my sociology professor who suggested it; to this day, I consider it one of the best years of my life because I really grew up during that time.
I’m the youngest of three girls, and all of us have great careers. We’re fortunate we grew up in a two-parent household, which—especially as time has gone by—was truly a luxury. My parents will celebrate 65 years of marriage this year. I’ve had such great role models throughout my life, but having a close-knit family really allowed me to spread my wings.
In my early 20s, I considered entering a career in law or advocacy of some sort, but I had trouble envisioning how that would look. As I got older, I realized that my father being an entrepreneur had a profound impact on what mattered to me. He had his own construction company, and his team just adored him because he was personable, really cared about them, and the work gave them a sense of livelihood and the ability to take care of their families. Witnessing this connection created a strong impression on me and made me realize I wanted to create that for others in my own career. I knew I wanted to support and help people in finding work—the everyday human who has to work hard to take care of their family—like my father did.
Right out of college, I taught high school English for two years and realized quickly I couldn’t afford this path. Through family connections, I realized that I could be a strong salesperson because I like to talk, I’m sociable, and pretty confident most days. I landed a position with ADP, which provided me the professional sales training I needed, and grew from there.
While at ADP, I’ll always remember a recruiter calling me with an opportunity at an employment agency, which I had no idea what they were at the time. Learning more about employment agencies marked the start of finding work that meant something to me personally. I was able to connect it back to what I appreciated most about my father’s work.
I became a relatively successful salesperson within the staffing industry, making different leaps over the years. When I was 28, Janice Bryant-Howroyd, who owns the ACT-1 Group of Companies, gave me the opportunity to join her company as a Director. I quickly became a Vice President, and then her right hand in running ACT-1 as their Executive Vice President. Janice saw something special in me! She invested in me professionally and personally. Her investment helped me to gain greater confidence in myself. The opportunities she provided created a solid career trajectory for me going forward. I will always be grateful to her!
After that, I had the opportunity to serve as President of a Magic Johnson Enterprise organization, Magic Workforce Solutions, then on to Volt, Manpower, and AMN Healthcare. It wasn’t until I found myself here at Equus that I fell in love with what I do. I was at a point in my career where I felt like I could do my work with my eyes closed. I had great opportunities, met amazing people, been a part of wonderful teams—but it was still work, it was about trying to get to the next level up the ladder. I’m also a cancer survivor, and after that experience, I wanted to make sure that my work was purpose-driven.
Now, I’m in a position where I truly, genuinely enjoy what we do. I feel and see the impact of the decisions I make within our organization’s culture and how that impacts team members within Equus and Equitable and throughout the communities we serve.
I believe I’m an example for black and brown women that hard work and resiliency can open the door wide to possibility, but you then have to make an intentional choice to walk boldly through it. At the end of the day, I was raised by two parents who only had a high school education but believed in family, love, and hard work. I point to my sisters and myself, all of whom are college graduates and professional women, to show what’s possible. There’s no formula for success; much of it is working to make things happen for yourself and being your own advocate.
Growing up, I always heard, “Find a job that you love,” and so I always kept that in mind, constantly seeking but never quite finding it. I was good at my job and successful at it, but what did that really mean? It wasn’t until I was 51 that I found the answer to that question (I’m almost 55 now).
I can’t sit here and say, “Here was my plan!” The plan has always been to be a good person, to be thoughtful and kind, to do good work, and to be a great mom. As women, we have to appreciate the experiences and the journeys we go through to realize where and who we are. It’s all part of your path, the important steps in order to realize, “What does happiness really look like? What does success look like for me?” When I was in my 20s and 30s, I thought it meant a great paycheck and a title. Now, as I continue to grow in the ebb and flow of life, I know what purpose-driven living really looks and feels like.
EG: What about C200? How did you find out about this organization, and what or who made you join?
NG: When I joined Equus, I was fortunate to have the opportunity to do work I’m passionate about. Last year, I realized I needed to make sure I was being challenged and inspired by other professional women outside of my circle and across other industries. I’m an ambitious person, and I like to surround myself with other women leaders who create inspiration. I have been in situations in my career where I have reached out to other women leaders who didn’t necessarily give me the support or uplift I was needing. Back in the day (and yes, even now), it’s not uncommon for career-driven women to see each other as threats. I just want women to have an easier road, so I’m interested in anything I can do to lend to that conversation and be action-oriented towards that.
When I saw that Janelle Bieler joined C200 last year, I put it on my radar. We worked together many years ago at Manpower and I’ve always been a fan of hers. I finally reached out to C200 about joining after seeing pictures from the 2023 Annual Conference in San Diego on LinkedIn. I could see the genuine sense of camaraderie among the C200 women, and I could tell that they are all about making change and opportunity for each other as well as others who are coming up behind us. I thought, “I’m going to join for myself.”
The more I learned about C200, I realized this point of my career journey doesn’t have to be the final chapter, and this would be a great organization to learn from and give back to. These women recognize they have been afforded wonderful opportunities, and it’s a way to ensure the next generation of women have an easier time reaching success. Joining C200, I feel as though a synergy has come together because that ethos is who I am. If I can help, I am always all about it, especially to another woman.
EG: Speaking of, I’m curious whether you had any female mentors over the course of your own career.
NG: There have been three main women in my life. The first is my mother, who has never worked for anyone, but always saw her family and raising my sisters and I, her grandkids, and great grandkids as her job. I always respected that, because it was the example of doing whatever you do at 100% and making sure you’re successful at it. I know my mother looks at the success of my sisters and I as her achievement.
The second woman is my oldest sister, who is an executive for a local television station here in Southern California. She was in the world of venture capital for several years, then entertainment, and such an inspiration to me as a professional woman. She showed me what was possible! Sometimes, when I’m doing speaking engagements, I actually hear her voice in my head.
Finally, Janice Bryant-Howroyd, who I mentioned before, was a wonderful mentor of mine who gave me that first big opportunity to lead her company, ACT-1 Personnel Services. As an African-American woman herself, Janice is someone who I admire, and because of her, I was able to gain the confidence needed to be the effective leader I am: asking the right questions, putting people first, pushing back when necessary, speaking to big rooms of people, and presenting myself authentically. We’ve lost touch over the years, but were very close and she’ll always hold a special place in my heart.
While he’s not a woman, Shelley Stewart was another strong mentor. He was the chief procurement officer for a global corporation, and he took me under his wing when I was with ACT-1. I will always remember I was at an event with him for the National Minority Supplier Diversity Council. I remember he literally took my hand and said, “You’re coming with me,” and it was into this room full of the CEOs of big companies like Bank of America, Disney, and Merck. It was in that moment I realized, they’re just like me: they all have stories, an upbringing—some good and some bad—and it’s all about somebody grabbing your hand and saying to you, “Look at what’s out there for you.” If you can envision it, it’s possible.
The only barrier, quite honestly, is yourself, and a defeatist mentality. If you dream big and can see it for yourself, then you can definitely make it happen for yourself.
EG: What does being a “woman in business” mean to you, if anything? How do you apply that thinking to how you lead and to your professional life?
NG: Being a woman in business is how I live. It touches upon every aspect of my life as a professional, a mom, a daughter, and a friend: being thoughtful, empathetic, and considerate, but also strong, direct, and a voice for others.
For example, seventeen years ago when my daughter was born, she became my biggest inspiration and motivator. I didn’t have the ability to be a stay-at-home mother like my mom, but I was determined to be the best mom I could be. If I wanted to be the main influencer in her life, I needed to make sure that I lived my life right. I wanted her to be strong and an independent thinker, which meant that I needed to dig deep to project that.
This is how I lead my professional life, too. There are a lot of people that look to me as an example, especially because I’m a woman of color. I can either run away from that, or I can own it and accept it as a part of who I am and my purpose.
The more you experience in your lifetime, the better leader you become, because time allows you to gain the self-awareness and perspective to evolve. I sometimes think back to when I was a leader at 27, 28 years old. What did being a leader mean to me then? How did I move in that position? Completely differently than how I do today! Now, I know titles matter more to some; my title is within myself. Of course, I want to get paid as equally as my male counterparts, but I really don’t care what I’m called. I just know why I’m here to do the work that I’m doing.
I have a board in my office that always shows the number of employees I’m directly responsible for. Right now, it shows 848. That’s 848 human beings I am responsible to make good decisions for on their behalf. For me, being a leader is making sure I’m representing every single one of their concerns and the work we all do together.
EG: Outside of work, what do you like to do for fun? How do you spend your time?
NG: My world is focused around women’s basketball right now. My daughter is quite the player and is being recruited by some great universities, so leaning into her needs and traveling with her club team is a huge commitment. I don’t have lots of free time because it’s a full-time job managing the opportunities that are coming her way—I guess I’m her “momager!” In all seriousness, she is truly my joy. Next summer, the time I’ve been dedicating to her so she can realize her dream of playing Division One college basketball will come to an end. She’ll be off to a fabulous university, and I am looking forward to giving my time to something else and looking forward to getting more involved with C200.
A lot of my joy comes from the volunteer work I do addressing homelessness as well as being an ally for young adults in the LGBTQ+ community. As a proud mom to a gay young woman, I have met so many girls who aren’t comfortable standing strong in who they are, as my daughter does, and I’d like to continue to be a resource for them and their families.
At this point in my life—while I’m never going to turn down a great massage, spa day, or some travel from time to time—it’s really about the people in my life and the impact I’m able to make.
EG: What is your advice to aspiring women business leaders to advance their careers?
NG: Don’t expect it to happen—make it happen. You have to go after it. It’s taking control of your destiny and deciding what you want. Some people make it seem like you must create a strict plan, but I don’t see it that way. It’s deciding what you want to be or do, and start living it, even before people give you the title or the responsibility. That way, you’re projecting into the world who you are. It becomes simple to others why you should have the next position or opportunity because you’ve already been assuming it.
Also remember: we’re not in control of the universe. We can only “control the controllables.” Many women in leadership positions are type-A personalities, so this is especially important to come to terms with. You have to be willing to pivot and understand there are going to be times when success comes, and there are going to be challenging times when you have to stay focused and resilient. When I was growing up, I always heard that a woman can do anything and everything she wants. You can do it all, but that doesn’t mean you’re going to do it all wonderfully. There’s always a consequence, right? Prioritize and understand what’s important at the time and understand it may change in a year or two, and that’s okay. I’ve gotten some opportunities over the past few years I’ve declined, because I wanted to be home and present with my teenage daughter during crucial years. I knew what was most important for me. We all have to make choices that are best for us and don’t worry about judgement from others!
Throughout my journey, being resilient is the quality that has allowed me to overcome life’s challenging times and to always come back stronger than before. I believe in positive self-talk and believing in my abilities. You can’t expect someone to believe in you if you don’t believe in yourself! I’m a vulnerable and transparent leader—this creates trust and relatability. By sharing my own story, I believe I’m inspiring others to share their own so we may all grow and continue bettering our best!
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