by Eva Glassman | Jul 17, 2025 | Blog, Featured
Melissa Witbeck is a VP at Charles Schwab, managing a multi-billion-dollar portfolio and working with many clients navigating the Great Wealth Transfer. Melissa is passionate about women’s financial literacy and the potential economic and philanthropic impact women can have as more wealth passes into their hands. Outside of work, Melissa enjoys outdoor activities and traveling with her family. Melissa has been a C200 Member since 2025.
Eva Glassman: As a VP of Charles Schwab, what are your responsibilities? What are things that you love about what you do, and what are some more challenging aspects?
Melissa Witbeck: I manage a $100 billion portfolio, so it’s very dynamic from day-to-day, from building strategy, leadership, focusing on meaningful impact, to making sure my team and our clients receive the best of Schwab. No two days are ever the same, which definitely keeps me on my feet.
When I wake up every day, I’m grateful to have the ability to shape our vision into reality and see ideas come to life. Watching our teams thrive is incredibly rewarding.
The most challenging part is keeping a fine balance between long-term strategic planning and the day-to-day operational needs of running this kind of portfolio.
EG: Did you always want to go into financial services? Take me through your career journey.
MW: When I was a kid, I actually wanted to be an orthodontist. I was the oldest child, raised by a single mom. When I was sixteen, my grandfather passed away and we received a reasonable inheritance. As the oldest child, my mom would bring me along to the financial advisor meetings for managing the inheritance.
None of the advisors asked us about our goals or what we wanted to accomplish; they just wanted to take this money and get it invested. Even then, I knew that wasn’t right. That was when I knew I had to go to college for finance. I needed to understand how this all works.
To this day, it’s personally important to me to make sure that women are comfortable and understand finances, so that when circumstances change—be it their husbands pass and they’re inheriting the money or unfortunately, they get divorced—they know how to manage the money so they can take care of themselves, their future potential, their children, and/or how they want to donate it.
All that being said, my career path has not been linear, and I wouldn’t have it any other way. I have taken on different roles within the same industry, because I was always curious and had a desire to solve problems. When I see a problem coming up, I have this strong sense of desire to understand. How did we get there and what can we do to solve it? How can we provide a better experience?
I didn’t imagine I’d be where I am today. It wasn’t something I sought out to do, but each chapter along my journey has prepared me for it. The biggest factor in my success has been a combination of being resilient, being open to change, and surrounding myself with people who challenge and inspire me.
EG: Who are some of those people who have inspired you over the years?
MW: I had no formal mentorships early in my career, but I sought out examples of leaders where I could find them. Over time, I’ve been fortunate to be mentored and supported by strong, thoughtful women who were willing to be authentic with me about their experiences, and in turn, I could share with them what I was experiencing in my career. They gave me the strength to keep pursuing my dreams and the opportunities that were given to me. These women embody courage, clarity, and compassion when they lead. Those are the types of people I’m drawn to and who I want to emulate.
EG: Speaking of seeking out women leaders, how did you discover C200? What made you want to join?
MW: I feel so lucky. I was introduced to C200 through a trusted colleague who knew that I was looking to engage more deeply with a community of senior women leaders. I’ve had the fortune of crossing paths with several C200 Members before joining myself. There are all sorts of networking groups out there, but what stands out to me about C200 is the authenticity and generosity of the Members.
At C200, it’s not about titles or achievements. What’s profoundly different about C200 is the connections, wisdom, and desire to share and lift one another up. All of us are super busy, but all of us are builders and lifters, and will take the time to do so with each other.
EG: You are very involved at Charles Schwab in advancing the next generation of women leaders in the company, and I know that part of your work is in the Great Wealth Transfer. So, what does being a “woman in business” mean to you? How do you apply that thinking to what you do?
MW: A woman in business means embracing both the responsibility and the opportunity to lead with authenticity. It’s about creating an impact and space—not only for yourself, but for others who haven’t always been at the table. In every meeting that I hold, whether it’s hiring decisions or mentoring others, I try and bring in other perspectives or challenge norms that need to evolve.
The reason I’m so passionate about this is because the wealth space is changing. Traditionally, patriarchs have held the money, but in this very moment, the money is transferring to the matriarchs—the women. Men are passing away before their spouses, and the money gets transferred to the women, and then it will pass down to the children.
I’ve traveled across the country to speak with these wealthy families, and I ask the matriarchs, “What are you going to do with the money once it passes to you?” Time and time again, they talk about how they’re going to bring their children into the conversation, and as a family, they’re going to work together. This creates a much different experience than we have seen in the past.
I’m very excited about this shift, because we are already seeing what women do once they have money. They turn around and they help others—not just their own family, but they’re helping for the greater good. Melinda Gates is a clear example of this shift.
This gives me so much hope for the future. We need to be prepared and ready for a new type of client. Getting ready for the Great Wealth Transfer requires strategy, and I’m very optimistic about where we’re going in the future.
EG: When you are not working with clients and informing people about preparing for the Great Wealth Transfer, how do you spend your time? What do you like to do outside of work?
MW: I love spending time with my family. When we are together, we love to explore the outdoors, be it surfing or hiking or playing baseball.
I’m also very passionate about community initiatives, including youth development. I am part of a local miracle league here in the Dallas-Fort Worth area that provides opportunities to children who are physically or mentally disabled to get to play baseball. We are able to provide an opportunity for them that they wouldn’t otherwise get to experience, and that brings a ton of joy to me. I’m also on the board for the American Heart.
Whenever I can, I love to travel and experience new cultures and perspectives. When we can step outside and look at how other cultures do things, I believe that truly makes us better leaders.
EG: Is there a recent trip that you’ve been on that was particularly insightful or inspiring?
MW: I went to Paris right before the 2024 Olympics. What intrigued me was their slower pace of life; over there, it’s totally normal for them to sit in a restaurant for two hours. I was really taken aback by that because, in American business culture, we are “Go, go, go” all the time. The culture in Paris reminded me that, in reality, it’s very important to slow down and build relationships; a two-hour business lunch could make a huge difference, versus cramming everything into an hour. Seeing that really shaped and defined what’s important to me as a leader—and it also reminded me how important it is to spend more time with the people around me.
EG: What is your advice to aspiring women business leaders to advance their careers? What would you say to those looking to join C200 one day?
MW: My advice is to be bold in your ambition but grounded in your values. As women leaders, we have to build real relationships. While we have to advocate for ourselves, we also have to find people who will advocate for us when we’re not in that room.
We have to stay curious; the learning never stops. I’m the first to jump at learning opportunities, because I want to hear other perspectives. It takes real confidence to be open to other perspectives. If a person’s viewpoint is different than mine and has expanded my own, I feel okay to change my answer. When we collectively share our ideas, we create something even better.
For those who are aspiring to join C200, focus on your impact. C200 is more than just success—it’s about how you use your success to elevate others.
EG: It’s just like our motto, Success Shared—people don’t achieve success by themselves. It has to involve a network or community in support of one another.
MW: C200 represents community, leadership, and legacy. It’s a place where extraordinary women come together—not just to network, but to genuinely support and grow one another. It’s a source of inspiration and a call to action to give back, to mentor, and to lead with intention.
As a newer Member, I am most excited about being with women who believe the same as me. It’s rare to be able to connect and engage with people who have similar values to me, and especially these values.
We may not all have similar personalities, but everyone I’ve spoken to is comfortable with hearing others’ perspectives and being confident and open enough to make the changes necessary for the greater good.
by Eva Glassman | Jul 9, 2025 | Blog, Featured
By Lauren Herring | IMPACT Group | C200 Member since 2009
What happens when AI enters one of the most human parts of leadership — layoffs?
C200 Member Lauren Herring, CEO of IMPACT Group, explores this complex question in her latest Forbes article. As AI tools become more common in workforce decisions, Lauren shares how companies can avoid common missteps and use technology to support, not replace, human judgment.
Key takeaways from the article:
- Poor data and bias can lead to flawed or unfair layoff decisions
- AI should never operate without human oversight in emotionally charged moments
- Outplacement is more than a benefit—it’s a signal of respect
- Responsible use of AI can help protect morale, reputation, and even open the door to redeployment
This is a must-read for leaders thinking about how to combine innovation with empathy.
Read the full article here.
by Eva Glassman | Jun 27, 2025 | Blog, Featured
C200 is honored and thrilled to announce the recipients of our 2025 Luminary Awards!
We want to thank our Members and the Luminary Awards Committee for an engaging nomination and voting process. We received a record number of nominations this year, creating a strong selection of individuals who have each made significant impacts for businesswomen in their respective fields. We are proud of this year’s quality turnout and are excited to continue this wonderful tradition that celebrates and funds the advancement of businesswomen around the world.
Our Luminary Award categories are: Entrepreneurial Champion, Corporate Innovator, and Lifetime Achievement. More information about the history of our Luminary Awards, how awardees are nominated and chosen, and detailed descriptions of each award category, can be found here.
Without further ado, here are the winners of each award:
Entrepreneurial Champion: Hannah Kain | ALOM
Hannah Kain is President and CEO of ALOM, a global supply chain company headquartered in Fremont, California.
ALOM operates out of 20 global locations to support its Fortune 500 customers in the technology, automotive, life sciences and regulated industry sectors with brand enhancing supply chain management services and solutions.
Prior to founding ALOM in 1997, Kain held various management and executive positions since 1983, with a wide range of experience in the packaging industry dating back to 1990.
In 2014, Hannah Kain co-founded 2020vet with Erica Courtney, a former combat pilot and disabled veteran.
A global supply chain executive, Kain has established herself as a thought leader, pioneering technology enabled and environmentally responsible supply chain. Kain has changed and impacted the approach to risk-based supply chain management, and pioneered excellence-based thinking in supply chain. She has spoken at international and national supply chain and business conferences, and she is a frequent guest and resource for news media.
Kain holds three university degrees (a B.S. in political science, a M.S. in communications, and a B.Sc./M.B.A. in marketing.). She was a lecturer at Copenhagen Business School. She is a frequent lecturer and speaker and is a published author of a popular textbook on market analysis, now in its 4th edition.
She has extensive international management experience, membership and involvement in numerous governmental and educational agencies and business groups. Kain is a board member of the National Association of Manufacturers, WBEC-Pacific, and the Women’s Business Enterprise National Council (WBENC) where she also serves as the WBENC Forum Chair. Further leadership roles include board chair of How Women Lead–Silicon Valley, advisory board member with Heritage Bank of Commerce, and former chair of the Silicon Valley board for the Women’s Initiative.
In 2011, Hannah was accepted into the prestigious Committee of 200 (C200), an invitation-only membership organization of the world’s most successful women entrepreneurs and corporate leaders.
She has received numerous industry and leadership awards. Recently Hannah was recognized for lifetime achievement as an SDCE 2024 Supply Chain Pros to Know. Additional awards include the 2023 WBEC-Pacific Pinnacle Award and 2021 WE USA Top WBE CEO. In 2020 she was featured as a Business Insider Top 100 People Transforming Business, recognized as a Top 10 Women in Logistics by Global Trade Magazine, and won the SDCE Women Leaders in Supply Chain award,. Prior awards include the Gold Woman of The Year Stevie, Silver Best Global Woman-owned Business Stevie, Top 25 Champion of Diversity in STEM, Manufacturing Institute STEP Ahead Award, YWCA Tribute to Women Award, and induction into the Silicon Valley Capitol Club wall of fame.
Hannah Kain was born in Denmark where she had a business and political career that included a short time as a member of parliament and a member of several commissions, such as the national foundation for scientific research. She also headed her party’s equal rights commission and was a member of the governing board of her party.
Kain is married to Dr. Jakob Nielsen, retired co-founder of Nielsen Norman Group and a world recognized leader in Web usability, a celebrated speaker and published author. The couple has lived in Silicon Valley since 1994.
C200 is comprised of some of the world’s most accomplished business leaders, and I am truly honored to be recognized by such a distinguished organization. Being an entrepreneur is exciting and fulfilling, especially in a challenging field like supply chain. This award is especially meaningful to me because it celebrates not only my passion for entrepreneurship and for growing my company, but also my commitment to empowering female entrepreneurs.
Entrepreneurs drive innovation and shape the future, and women—by bringing unique perspectives, values, and products to the marketplace—are making an ever-greater impact. It is inspiring to witness the remarkable growth of women-founded companies, and I am proud to be part of this movement.
Corporate Innovator: Jan Babiak | Independent Director
Jan Babiak spent 28 years with EY, the last 20 based in London, before starting her ‘portfolio corporate board career’. While EY and its Big 4 competitors, are widely known for audit, tax and traditional consulting advice, Jan did not follow a traditional career path within the firm instead serving as a self-appointed, serial, corporate “intrepreneur”. This began in the 1980s with her involvement in creating a successful and pioneering business in information and cyber security. She even served as lead author of a definitive book on board level oversight of IT and cyber security—’Defending the Digital Frontier: Practical Security for Management’—over twenty years ago, long before it was a top item on the agenda of management and boards the world over.
Once the cyber security business was fully established across Northern Europe, Middle East, India and Africa (NEMIA), she handed it over to a successor and created a Regulatory & Public Policy function within the NEMIA region in response to changes that moved the profession from self-regulated to external regulation with the creation of audit firm regulators (e.g. PCAOB) around the world early in the current century. Once that was working well, she again handed over to her successor, as she created a business case and founded EY’s global Climate Change & Sustainability Services practice in 2008. While building these businesses, she also advised and served the firm’s most prestigious clients in financial services, technology, energy, media, transportation, retail, and more.
Upon leaving EY, she successfully pivoted to a board portfolio serving on corporate boards in five countries, multiple sectors, and public companies ranging from Fortune 20, FTSE 100, and TSX 10 with sales of over $100 billion to assets under management of over $1 trillion to large private equity backed firms and even large employee or family-owned businesses. Her board roles, often as lead director or audit committee chair, include providing experience and insight into global board governance, how digital and legacy technologies impact M&A, business transformation, cyber risk, cyber security, artificial intelligence (AI), strategy, operations, and stakeholder engagement from customers to suppliers to the investor community.
Over a decade ago, Jan became frustrated that corporate boards were identifying candidates through personal networks that favored one demographic rather than seeking the best candidates based on merit and experience. In response, she began to accumulate bios and to actively refer outstanding, qualified candidates for board roles that came to her attention. As a result, more than 65 women (and a few good men) have been appointed to corporate boards through her “Project Starfish”.
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.
Over the last quarter of a century, I have consistently found myself in awe of the extraordinary leadership, energizing spirit, and unwavering encouragement present in the C200 Sisterhood – but never more so than each year when we celebrate the phenomenal women honored in the various Luminary Awards. As such, I could not be more surprised or humbled to have been told I was the 2025 recipient of the Corporate Innovator Luminary Award.
For now, my main goal is to resist the tidal wave of Imposter Syndrome washing over me, as I know that is the one thing that will never be tolerated by this amazing and supportive group of women!
Lifetime Achievement: Nancy Peterson-Hearn | Peterson Tool Company
Photo by Hatcher & Fell
A nationally recognized business entrepreneur and Nashville community leader, Nancy Peterson-Hearn was the longstanding chairman and chief executive officer of Peterson Tool Company, Inc. Under her leadership, the company made exponential gains in sales, production and reputation, and is ranked among the world’s premier designers and manufacturers of custom insert tooling. Peterson Tool has earned numerous quality and certification awards including General Motors’ Targets for Excellence Award and Caterpillar’s coveted Certified Supplier of Quality Materials awards. Since her retirement, she has served as Chairman of the Board of Directors. The first American to earn the prestigious Veuve Clicquot Business Woman of the Year Award (1990), Ms. Hearn has a distinguished leadership record that includes roles on some of the most prestigious boards in the nation.
Ms. Hearn is passionate about mentoring other women entrepreneurs and finding gateways for their success. She has dedicated much of her impressive career to supporting organizations and groups that provide opportunity for women leaders. She has served as Vice Chair of the Foundation, Southeast Region chair and Membership Chair for C200, a national organization for leading women executives. C200 established the Nancy Sanders Peterson Scholars Award in her honor. She chaired the C200 Auction from 2000 to 2008, and her efforts have helped to raise several millions of dollars for the C200 Foundation. Ms. Hearn has also been awarded the prestigious Women of Influence award from YWCA, Nashville.
A proud native of Nashville, Tennessee, Ms. Hearn’s longstanding record of community activism includes roles in Leadership Nashville, the Tennessee Workforce Development Board, the Tennessee Council on Vocational Education, and has been recognized by The National Federation of Parents for Drug Free Youth. Among her numerous awards are: Woman Business Owner of the Year by Nashville Business Journal; Small Business Executive of the Year by Nashville Business Journal and Shining Star Award from C-200 Foundation
Ms. Hearn has also served on the board of The Society of International Business Fellows, the Aquinas College Board of Governors, the Mississippi University for Women’s National Board of Distinguished Women, International Women’s Forum, Nashville Symphony, Parthenon Conservancy, Cheekwood and Nashville Ballet Boards.
Ms. Hearn is the mother of six adult children, two of whom are presently involved in Managing Peterson Tool Company, Inc. She was married to the late Billy Ray Hearn, founder of Sparrow Records.
Receiving the 2025 C200 Lifetime Achievement Luminary Award is my greatest honor from my dearest organization. C200 matters so much to me because of our critical mission to support and foster the success of other women entrepreneurs.
I have experienced this firsthand. My lifelong friends at C200 have been unbending in their support. They are my advisors, mentors, and often partners in crime, supporting my wildest dreams for Peterson Tool, during good times and really tough ones. I am forever humbled and grateful.
The Luminary Award was a complete surprise, and I am most appreciative to accept it as we continue to build for the future of this incredible organization.
Join us in supporting our 2025 Luminary Awardees and C200’s mission to inspire, educate, support, and advance current and future women entrepreneurs and corporate-profit center leaders.
Congratulations to Hannah, Jan, and Nancy for this remarkable achievement. We’re proud of the work you each have done over the course of your careers and the influence it has had for women in business worldwide.
Celebrate with C200!
Our award recipients will be honored and celebrated on the evening of Friday, October 17, 2025, at our Luminary Awards Ceremony during the Gala Dinner at our 2025 Annual Conference in Nashville, TN. Individual tickets, tables, and sponsorship opportunities for the Gala Dinner are available for purchase at our Conference website.
Click here for more info.
Note: If you have registered for the 2025 C200 Annual Conference, your registration includes a ticket to our Gala Dinner.
Donate to C200!
Your support of our award recipients raises critical funds for C200’s larger mission and vision to advance businesswomen worldwide. Together, through the celebration of these incredible women, we can make a big impact in the business landscape by creating more opportunities, spaces, and time for women in business to connect with, inspire, and help one another succeed in male-dominated spheres and set examples for the next generation of women leaders.
Click here for more info.
by Eva Glassman | Jun 24, 2025 | Blog, Featured
By Lin Coughlin | Great Circle Associates | C200 Member since 2002
In a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA), emotionally intelligent leadership isn’t a luxury, it’s a necessity.
We’re proud to share the latest Forbes article from C200 Member Lin Coughlin, who brings deep insight into how today’s leaders can navigate disruption with clarity, empathy, and resilience.
Her piece, “How Smart Leaders Thrive in Volatile, Uncertain, Complex, and Ambiguous Times,” explores how emotional intelligence helps leaders not just weather change but lead through it with confidence.
This kind of people-first leadership is exactly what C200 champions: bold, grounded, and transformational.
Join us in celebrating the powerful voices of C200 Members shaping the future of business.
Read the full article here.
by Eva Glassman | Jun 17, 2025 | Blog, Featured
By Georgia Rittenberg | ComputerCare | C200 Member since 2023
“The best strategy might already be on your front lines.”
In her article for Forbes, C200 Member Georgia Rittenberg, CEO of ComputerCare, challenges traditional top-down leadership and offers a fresh, practical take on how CEOs can build smarter strategies by partnering with their teams.
Drawing from her own experience leading a growing, global business, Georgia shares actionable insights on how senior leaders can move beyond rallying cries and start making informed decisions rooted in real-world input.
Read the full article here.
by Eva Glassman | Jun 12, 2025 | Blog, Featured
Jane Grote Abell is Owner, Chief Purpose Officer, and Chairwoman of Donatos Pizza, a family-owned pizza franchise started by her father in 1963. Watching her father create and grow Donatos with human-centered, community-first principles, Jane is a firm believer in Agape Capitalism— a philosophy where building a business based on the power of love can make the world a better place for all. In addition to being Chief Purpose Officer and Chairwoman of the Board for Donatos, Jane co-founded the Reeb Center, a nonprofit serving the immediate needs of Columbus, Ohio’s underserved community. Jane has been a Member of C200 since February 2025.
Eva Glassman: Tell me about what it’s been like to work in, and eventually lead, the family business over the years.
Jane Grote Abell: I’m a second-generation leader at Donatos Pizza, the company my dad founded in 1963. Growing up, our first pizza shop was literally in our front yard in Columbus, Ohio, and I started working in the business at a very young age. My early experiences—like watching customers eat dinner in our home because we didn’t have a dining room—instilled in me a deep passion for hospitality and treating people like family.
After earning a degree in organizational design and communication from The Ohio State University, I returned to the business with a focus on strengthening our people practices. In 1992, I became our Chief People Officer, helping to shape a culture centered on people-first leadership. During this time, we began franchising and grew to about 150 locations.
In 1999, we sold Donatos to McDonald’s, inspired by the idea of sharing our core values—what we call Agape Capitalism—on a larger scale. Agape, meaning “unconditional love,” drives how we lead: with love, by the Golden Rule, and always doing the right thing. When McDonald’s decided to divest the brand, I led the effort to buy it back and became President and CPO.
Today, I serve as Chief Purpose Officer and Chair of the Board. I’m focused on preserving and evolving our purpose-driven culture and ensuring it continues through future generations, including my own children, who are now involved in the business.
In 2014, I appeared on Undercover Boss, an experience that deepened my desire to give back. That same year, I co-founded the Reeb Avenue Center, a nonprofit in Columbus providing education and workforce development, and helped launch the Donatos Family Foundation, which supports the communities we serve.
I’m also the author of The Missing Piece: Doing Business the Donatos Way, and have been honored with four honorary degrees in recognition of our people-first approach to leadership and community impact.
EG: Professional culture has evolved so much over the past couple of decades. What was it like to discuss Donatos’ people-first principles with other professionals just a couple of decades ago? Was it difficult to get people to understand your philosophy back then?
JGA: Back when my dad was just sixteen, he worked in a pizza shop—his first glimpse into business. My grandfather thought pizza was just a passing trend and encouraged him to focus on school, but my dad saw something deeper. Later, while studying at Ohio State, he took a business course where he was taught that the sole purpose of business was to make a profit. That never sat right with him. What he had observed firsthand was that the busiest, most successful nights at the shop were the ones where the team operated with integrity and care—not when corners were cut.
From early on, he believed business should be built on love—on treating people well and creating a ripple effect. If you take care of your people, they’ll take care of your customers. And if you put good people in business and empower them to do good, the world becomes a better place.
But in the 1960s, that mindset was far from mainstream. Many older business leaders scoffed at the idea of bringing values like love and empathy into the workplace. They’d tell my dad, “You’ll never make it with those goody-two-shoes ideals.” But he was determined to prove them wrong—and he did. That same determination lives on in me. We’ve always believed that leading with love isn’t just good for culture—it’s good for business.
EG: Was there ever a question about you going into the family business? Were you ever thinking about a different career path, or were you always certain this is what you were going to do?
JGA: Growing up in the family business, it honestly never occurred to me that I wouldn’t be part of it. From a young age, I was helping out—sweeping floors, folding boxes, whatever was needed. It was just part of life, and I loved being around our team and customers. I saw the heart of the business up close, and that shaped my values early on.
That said, I did consider other paths. I went to college, earned a degree in organizational design and communication, and thought for a moment that I might carve out a different career. But the more I learned about building great teams and creating strong cultures, the more I realized how much that knowledge could serve our business. It became clear to me that I could make a real impact by coming back and helping shape the people side of Donatos. So while I kept an open mind, my heart always pulled me back here—and I’ve never regretted it.
EG: It’s interesting that you might never have learned that about yourself if your family didn’t sell. Everything happens for a reason.
JGA: Absolutely—looking back, I really believe that selling the company to McDonald’s was a defining moment, even though it was never part of the original plan. If we hadn’t gone through that experience, I don’t think I would’ve discovered the depth of my own purpose or the clarity around what mattered most to me as a leader.
It forced me to step outside of my comfort zone, to see our business from a totally different lens, and ultimately to fight for what I believed in when we had the opportunity to buy it back. That journey shaped who I am today. So yes, it’s one of those life chapters that confirms the idea that everything really does happen for a reason—even the unexpected parts.
EG: How have dynamics in your family been affected by the business and its evolution over the years?
JGA: The evolution of our business has absolutely shaped the dynamics within our family. When my mom and siblings stepped away from the company, it shifted things in a big way. I stayed because I truly love this business—and more importantly, I love the people behind it. While my dad is no longer active in the day-to-day, he remains a trusted thought partner and someone I continue to lean on.
The business was a huge part of our family’s identity for a long time, so even after they left, my mom and siblings still feel connected to it. We had to navigate some tough conversations along the way, but those honest moments helped us grow—not just as business partners, but as a family. They’ve each found their own meaningful paths, and I’m really proud of them.
Now, with two of my three kids involved in Donatos, the dynamic is evolving again. I was intentional about encouraging them to work outside the business first. I wanted them to establish their own identities and gain outside perspective before making a decision about joining. That way, their choice was rooted in clarity and purpose—not obligation.
EG: How did you hear about C200? How did you decide to become a Member?
JGA: I first heard about C200 through Tara Abraham and Kara Trott, both close friends and inspiring leaders who are longtime Members. From the way they spoke about the organization, it was clear that this was a uniquely powerful community of women, and I found myself drawn to it immediately.
Lifelong learning has always been a priority for me. I believe growth often happens when we’re outside our comfort zones—whether that’s buying back our company or launching a nonprofit like Reeb. Neither of those were things I’d done before, but they pushed me in ways that shaped who I am today. C200 felt like a continuation of that journey—a place where I could both contribute and keep evolving.
What really stood out to me about C200 is the way its Members lead. These are women running incredible businesses with heart. They bring authenticity, purpose, and philanthropy into their leadership. That’s how I strive to lead, and that alignment made it feel like a perfect fit.
There’s something truly powerful about women supporting women—not just in business, but as whole people. C200 creates a space for that. It’s more than networking; it’s about uplifting each other so we can make a greater impact, together.
EG: You obviously worked very closely with your dad in the family business, but I’m curious—did you have any women mentors?
JGA: When I was leading the effort to buy back Donatos, it struck me—I had spent my whole life in Columbus, yet I didn’t personally know any women leaders in the city.
At that time, there were only five women on the Power 100 list for Columbus. I decided to reach out to all of them—and every single one responded. That’s something I’ve come to deeply admire about women leaders: they show up, they say yes, and they invite you in. It’s always, “Let me help. Let’s do this together.”
Tanny Crane was one of those five women and my very first call. She became not only a mentor but also a friend and collaborator—we went on to co-found the Reeb Center together.
Tara Abraham is another incredible mentor and friend. She’s built an extraordinary business and continues to lead with impact. I’m honored to be part of C200 with her.
EG: What does being a woman in business mean to you, and how do you apply that thinking to your work?
JGA: When I was younger, working in the family business, my dad would often take my older brother to important meetings—it was just assumed he’d eventually take over. That was the generational mindset at the time. And in the pizza industry, which still has relatively few women, I constantly felt like I was fighting for a seat at the table—not just as a family member, but as a woman.
That drive to “fight and prove” shaped how I viewed women’s professional organizations early on. I was hesitant to join, because I believed we shouldn’t need special groups—we should all be seen as equals from the start.
Over time, my perspective has evolved. I now see the tremendous value women bring to the workplace—particularly emotional intelligence, empathy, and the ability to balance head and heart in leadership. That doesn’t mean our leadership is “soft.” We hold people accountable, but we do it with respect and dignity.
There’s plenty of research showing that when women are in decision-making roles, companies don’t just perform better financially—they also see stronger employee engagement and a greater sense of belonging. That’s something I try to cultivate every day in my work.
EG: When you find yourself with some free time, how do you like to spend it?
JGA: When I find myself with free time, I love dedicating it to the nonprofit work that means so much to me. I serve on the boards of four different organizations and remain deeply involved with the Reeb Center. That work keeps me grounded in purpose and service.
Spending time with my family is equally important. Our lake house has become a special place for us to connect, recharge, and simply enjoy being together. I have five wonderful grandchildren—with two more on the way—and they bring so much joy and love into my life. I didn’t always get the balance right when my own children were young, so being present now is a gift I deeply appreciate.
I also prioritize taking care of my body and mind. Hot yoga is part of my regular routine, helping me stay strong and centered. And as a lifelong learner, I’m always reading—whether it’s leadership, faith, or community building—I find great energy and inspiration in learning new things and broadening my perspective.
At the core of it all is my faith. It’s the foundation that guides my decisions, shapes how I lead and serve, and keeps me anchored through life’s challenges and blessings.
EG: You’ve mentioned the Reeb Center a couple of times now. Could you tell me more about it?
JGA: I grew up on the south side of Columbus, and back then, it was a thriving neighborhood. Over the years, though, it faced serious decline—rising crime, homelessness, and a lack of access to basic needs like healthcare, education, and affordable housing. The city came to my dad and me, asking if we’d be willing to help lead something transformational for the community.
While my dad worked with the city and developers on safety, housing, and health clinics, I partnered with Tanny Crane to focus on workforce development and education. Together, we raised $14.5 million to renovate an abandoned 67,000-square-foot elementary school on Reeb Avenue. But instead of creating a brand-new nonprofit, we had a different idea—we brought the best existing nonprofits under one roof to serve the community in a more powerful way.
Today, the Reeb Center is home to ten nonprofit partners offering a full spectrum of wraparound services. There’s a youth learning center, after-school and summer programs, GED and reentry support, and workforce development programs. Last year alone, more than 350 people graduated from our State Tested Nurse Aide (STNA) program—and all were hired at the local hospital. We serve over 300 meals a day in our café, and our on-site social worker works hand-in-hand with individuals to assess their needs, connect them with services, and provide guidance every step of the way as they move toward stability and independence.
The Reeb Center is built on the belief that when people face major life challenges—like incarceration or housing instability—they shouldn’t have to jump through hoops to get help. Our mission is to remove barriers, so people can access everything they need to rebuild their lives, all in one place.
To learn more, visit www.reebcenter.org.
EG: Bringing a bunch of nonprofit resources together in one building is something I haven’t heard of before, but it makes a lot of sense.
JGA: It’s not a model you see very often, but it absolutely should be. Centralizing nonprofit services under one roof has the power to transform entire communities. There are so many vacant buildings across the country—this approach could be replicated anywhere to meet people where they are and remove barriers to support.
What makes Reeb so special is that I get to witness real change in real time. I see our neighbors walk through the doors and experience meaningful transformation because of the resources and relationships available here. Some people write checks and step back—but this has never been that for me. I’ve stayed involved every step of the way, and it’s truly been a labor of love.
Being part of Reeb has also given me a deeper understanding of the policy challenges our communities face. It’s been one of the most rewarding and eye-opening experiences of my life.
EG: What is your advice to aspiring women business leaders to advance their careers?
JGA: My biggest advice to aspiring women leaders is: don’t let self-doubt hold you back. We all have those inner voices telling us we’re not ready or capable—especially when stepping into something new. I felt that when I led the effort to buy our company back. I had never done anything like that before. But growth doesn’t happen inside your comfort zone. Surround yourself with people who challenge you, ask hard questions, and believe in you even when you’re unsure. That support gives you the courage to take the leap. You won’t know if you’ll succeed or fail until you try—and either outcome helps you grow.
I also often share what I call the Four Cs: Character, Courage, Conviction, and Compassion.
- Character means staying rooted in your values and surrounding yourself with people who do the same.
- Courage is using your voice, taking risks, and knowing it’s okay to make mistakes along the way.
- Conviction means standing firm in your purpose—if you’re not aligned with what your organization stands for, it might not be the right place for you.
- And Compassion—don’t leave it at the door. In business, leading with humanity is not a weakness; it’s a strength that builds trust, connection, and long-term impact.
