Jovian Zayne Irvin

Jovian Zayne Irvin is the founder of the OnPurpose Movement, a consulting firm dedicated to helping organizations and individuals “Live on Purpose” through curated web content and in person training and facilitation experiences. Previously, she was a Managing Director of Talent Recruitment at Teach for America and a marketing professional at Black and Decker Corporation.

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What werthe key experiences in your life that influenced where you are today?

A key experience was growing up with two incredible parents who coached and supported me. There’s a saying, “Anyone who ever gave you confidence, you owe them a lot.” And I owe my parents everything. I learned from my parents to be the voice for others who don’t have a voice. They encouraged me to go down a path that others may be afraid to go down.

When I was younger I was told stories about the extraordinary choice my parents made to integrate schools. When my father was only fourteen-years-old he chose to integrate his school in South Carolina. My mother was part of a trailblazing group of women who helped to integrate Winthrop College. Their experiences taught me how to lead a life that’s legacy-leading and to provide a better life for other people. They ignited a passion in me to do things that were bigger than myself.

A huge moment for me was when I was the first black woman to be elected as Senior Class President at UNC Chapel Hill, and I’m still the only black woman who has held that position to this day. That was a pivotal moment when I recognized the power of my voice, and that I could be a uniting force across lines of difference. My peers wanted me to represent them and make things better for my class.

Another important experience was when I decided to move out of my marketing career into doing work that was more social justice based and people focused. I left Black & Decker and went to Teach for America. There I learned that I love to coach and help people be their best. This led me to create the business I run today.

What is the objective of your consulting business?

I, along with my partners, coach managers, deliver speeches, and develop curriculum and design work around professional development, management, branding, and diversity and inclusion. Some of our clients include Harvard University, The Clinton Foundation, The Aspen Institute, Janelle Monae’s Wondaland Records, and The Robin Hood Foundation. We love to help individuals and organizations live and work on purpose.

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How can companies incorporate more meaning into the workday?

Organizations need to be clear on their intrinsic value and purpose. Why do they exist? What purpose are they serving? Why is their customer important? How does that drive how they want to serve that customer better? They need to understand the context in which they work.

Organizations need to clearly communicate this and more during their recruitment process. They should develop more nuanced and yet, direct job descriptions that mirror the impact they hope people will achieve in those roles. Too many job descriptions we see now are stale and fairly nondescript. They don’t necessarily communicate how the company wants employees to embody the values of the organization and bring their full selves to work. A person who is ready to work and live on purpose doesn’t want to have a disconnect between who they are outside of their 9-5 and during their 9-5. Organizations get the most out of their employees when they adapt jobs to let them shine.

What is the International Day of Purpose?

My organization founded the International Day of Purpose earlier this year out of a growing desire to shift the culture and the conversation around the power of purpose. As we work with clients to help employees and managers become more purposeful, and help organizations build core values and engage in one-on-one coaching, we realized that people are often floating through their lives without a clear sense of their “why.” People are living by accident. We asked, “What would happen if everyone in the world lived – not by accident – but on purpose?” We want people to be challenged by that question.

On the Day of Purpose we worked with multiple partners to give people opportunities to reflect on purpose, engage on purpose, and share on purpose. On our website there was a guide to help people participate in all three of these efforts. There were also events around the world where people could attend and participate in person.

There was a powerful social media component where people used the hashtag #dayofpurpose. People posted how they were living intentionally that day. We had 10 million people engaging in on-purpose behavior either online or attending events around the world from D.C., L.A., New York, Brazil, and Johannesburg.

Some of our partners included the White House Initiative on Educational Excellence for African Americans, KIND snacks, Big Brothers and Big Sisters of New York, The Clark Fox Family Foundation, Teach for America and Wondaland Records among others.

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What are you short-term and long-term goals?

A short-term goal is building out more content to be delivered by the OnPurpose movement. For example, we’re hoping to get a recurring column in Forbes or another publication.

Our ultimate goal is for the International Day of Purpose to be recognized by the United Nations as an official day to be celebrated around the world. I’m also writing a book, The OnPurpose Manifesto that describes the stories of people who have been living on purpose, and also provides tools for others to do the same.

What is a meaningful life to you?

When you’re living on purpose, you’re constantly exploring your inherent purpose over time. An on-purpose lifestyle is activated with daily decision-making driven by a motivation to serve your purpose: who your friends are, where you eat, where you go, etc. The last piece is intention. You live intentionally and serve the world with your unique gifts and perspective.

What was your biggest career mistake?

There are two things I’d caution people against:

1) Do not let frustration in a job or frustrations with a manager stop you from showing up each day and being your best at work. Sometimes you’re frustrated and you check out. Don’t check out. It’s a decision you need to make for yourself – to be proud of your behavior and always be your best. I didn’t always do that and later I wish I would have.

2) Don’t stay in a position for too long when you know you’re not serving your purpose and serving the world. It’s hard to rebound after you’ve been in a job that sucks you dry. You know intrinsically it’s time to move on. Don’t wait for the fifteenth sign when you’ve already gotten four. Just go. Every day that you stay, you’re chipping away at your confidence.

What trends have you seen over time in the quest to have more meaning?

People don’t want to be bystanders. Millennials are also not driven by money or even comfort. They care more about doing work that matters; they care about recognition and professional development. The millennial generation makes up 25% of the workforce and by 2020 they will make up 50% of the workforce. That sheer fact demands that organizations adapt to allow people to be fulfilled through their work. They don’t just want to be fulfilled in their extracurriculars.

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Who inspires you?

I’m inspired by Oprah. I’ve watched how she’s evolved, stood up in the face of challenges, and how she’s let’s herself be redefined by her own standard and not by someone else.

Miki Agrawal [fellow Forward Female], the founder of Thinx, is an inspiration. I admire her boldness. I’m attracted to people who are unashamed of being authentically themselves. As Miki becomes more famous she remains true to who she is. She is genuine.  

What do you want your legacy to be?

I want to be known as someone who lives her life boldly and on purpose. I want to light the path for others. I want to be known as an encourager who has helped others to be their best.

Kellee Joost

Kellee Joost is a Managing Director at Golden Seeds. Golden Seeds was founded in 2005 and has 275 members across the country. Members have invested more than 80 million dollars in over 76 companies. Golden Seeds invests in three areas: life sciences, consumer products and technology. In order to receive funding, companies must have a woman as part of the leadership team. She doesn’t necessarily need to be the CEO but she has to have a significant stake in the company and be a driving force in the strategy of the company.

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What were the key forces that propelled you to where you are today?

I have a diverse background. That comes from a desire to always be learning new things and getting out of my comfort zone. I like change and I like to try new things. I started in government and politics working at the Chamber of Commerce in Washington D.C. Then I moved to Chicago and worked for the Illinois State Medical Society. At this time the technology space was growing and I wanted to try something different. I applied for a job at GolfServe, a startup that provided golf-related web content and e-commerce services.

How did you come to found your own company?

When GolfServ exited I had developed a strong passion for dogs. I had a Newfoundland who needed knee surgery. The surgeon described my dog’s post-operative care and none of it included physical therapy or rehabilitation. The doctor dismissed any treatment besides rest and walks around the block. It didn’t sound right. I met a veterinarian who was doing holistic veterinary medicine. She was doing at-home physical therapy with dogs. I worked with her to help rehabilitate my dog. We went back to the surgeon six weeks later and he was amazed at the strides my dog had made. I teamed up with this veterinarian and another friend of mind to start Integrative Pet Care. It was one of the first veterinary specialty care centers focused on rehabilitation. Starting a company was a great experience and we operated it for about five years and then sold it.

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How did you get involved in angel investing?

I moved to New York and wasn’t sure what to do with myself. Through networking, I met the woman who started the Pipeline Fellowship (now called Pipeline Angels). She was starting her second class of Fellows. The Fellowship is a network of new and seasoned women investors interested in supporting women social entrepreneurs. Pipeline Angels holds boot camps and classes for new investors and pitch summits for startups looking for funding. Before learning about Pipeline I never saw myself as an angel investor. I didn’t think angel investors looked like me. I didn’t think there were a lot of women my age. I thought they were older men. I became a Fellow and it was my first glimpse into the opportunity to become part of something bigger. I was able to invest capital in startups and also relay my expertise to help make the journey for entrepreneurs a little easier.

Through the Fellowship, you take courses on evaluating companies, negotiating term sheets, and doing due diligence while you’re also on a parallel track of meeting entrepreneurs, evaluating business plans, hearing pitches and then as a group determining which companies to invest in. All of the companies that were pitching were women-led and social impact for-profit companies.

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How did the Pipeline Fellowship lead you to become Managing Director at Golden Seeds?

After the Pipeline Fellowship I joined Golden Seeds because I wanted to keep investing through a similar lens. I also sit on the boards of two different companies I have invested in. Members of Golden Seeds, both men and women, work together to screen businesses, do due diligence, invest, give advice, and expand opportunities for women entrepreneurs to get capital. It’s still really challenging for women to raise capital.

Why is it still so difficult for women to raise capital?

The majority of angel investors are men, even though that’s changing. Men invest in what’s familiar to them. There’s a bias. People are more comfortable with people who are similar to them and who look like them. Many women are also starting companies that are mostly consumer products or food related, which can’t scale as rapidly as a Google or Facebook. It’s less attractive to traditional investors who are looking for a significant multiple in what they’re investing in.

At Golden Seeds we think that by having both women and men in the leadership team there’s an even greater opportunity for multiple. But the companies that women lead are “softer” and that’s not attracting the same kind of capital. Or they’re involved in social impact or social mission investing, which aren’t perceived as being as profitable. Even though they could be.

Women also find it harder to ask for money. They don’t always have the confidence to walk into a room filled with 90% men and say, “I’m going to make you rich. Give me $1 million.” They’re more cautious and deferential. And often times if they are bold, people think those women are too pushy and assertive. It’s a catch-22.

Why is it important to specifically invest in women-led businesses? Some argue that highlighting the difference between men and women entrepreneurs actually perpetuates sexism.

It’s important to have both sides of the brain represented in leadership roles. That’s why at Golden Seeds we invest in companies that have women in the leadership and who are not necessarily the CEO. Also because of this unconscious bias that hasn’t leveled yet, it’s important to draw attention to the fact that women are underfunded and don’t have the same opportunities so we can elevate them and get them to a level playing field. If we just keep it as status quo and don’t push for parity we’ll never get there.

What do you look for in a pitch?

I make sure that the entrepreneur can concisely describe the problem, how she’s going to solve it, why it matters, the size of the market and how she’ll make money doing it. At the end of the day, it’s the entrepreneur that needs to execute on everything. The entrepreneur needs to be in it for the long haul. At the end of the day, nothing looks like the entrepreneur originally thought it was going to look.

You sit on the Board of Directors of two social enterprises. What do these companies do?

DayOne Response is a company that develops products for disaster relief in the water and sanitation space. Their inaugural product is a personal water purification system, which consists of a ten-liter backpack that collects, treats and stores water in 30 minutes. They sell to NGOs and the military. They work internationally on the humanitarian side and they work domestically for preparedness. So in California, for example, there are earthquake kits in case the water supply gets contaminated or shut off. DayOne Response was a Pipeline Fellowship investment and that’s how I learned about them and got involved in the Board.

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Cissé is a fair trade cocoa company that designs a line of baking mixes and cocoas that has a fully traceable supply chain of cocoa from a cooperative in the Dominican Republic. All of the proceeds go back to the village to build the community. Cissé is a more traditional company that sells to Whole Foods, Stop & Shop and Dean and Deluca. But the social mission of the company is what speaks to me.

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Why did you join the Boards of these two companies?

What drew me to work closer with these two companies were the two strong entrepreneurs. They are the fiercest women I’ve ever met. They are tenacious, smart and great to work with. I get homework assignments from the entrepreneurs: networking, fundraising, strategizing, evaluating their financial models, etc. We work independently and also with fellow board members.

What was your biggest career mistake?

Not listening to my gut. Not paying attention to red flags. I’m better at it now, but I’m still working on trusting my intuition. At heart, I’m an optimistic person and I always think everything is going to work out fine.

What are you most proud of? 

Starting my own business with my partners. Employing a great team, creating jobs, and making a difference in our customers’ lives. That was very fulfilling.

What life experience has had the greatest impact on you?

When I was still working for Integrative Pet Care I travelled to South Africa. I was there on vacation but I had the chance to meet with women entrepreneurs who were starting businesses in townships in order to make their lives better. They were providing better lives and better opportunities for their children. It struck me that an entrepreneurial spirit could change a woman’s life, her family’s life and her entire village. To empower women in that way struck me as something that was really important to do. I had a light bulb moment when I was abroad and saw a poverty level beyond anything you’d see in the U.S. and then watching these women take control and make a difference was incredible.

Miki Agrawal

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Miki Agrawal is the Founder and CEO of Thinx, a company that sells period-proof underwear. For every pair of underwear bought, Thinx sends funds to its partner AFRIPads in Uganda. AFRIpads hires local women and trains them to both sew and sell washable, reusable cloth pads, turning them into local entrepreneurs. 94% of girls in Uganda report having problems at school due to menstruation and many drop out of school entirely. Thinx gained a lot of media attention once Outfront Media, the company that sells New York City subway ad space, sent back THINX’s designs for being inappropriate.

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Agrawal then went on to found Icon, which sells pee-proof underwear for light bladder leaks and Tushy, a modern bidet attachment.

What were the key forces that propelled you to where you are today?

I truly realized that there was a huge need for something like this. I had the same problem happen over and over again. You know what they say that necessity is the mother of invention. There was a necessity here.

There have been only three major innovations in the entire 20th century in the feminine hygiene category, which is just absurd. The products don’t currently work and they’re potentially harmful – whether it’s toxic shock syndrome as it relates to tampons or whether it’s the fact that it’s super hazardous to the environment and not sustainable with 20 billion menstrual products filling up landfills every year, which require 500-800 years to break down. There was no brand speaking to women about their bodies the way we’d want to be spoken to. It was very clinical and academic and not human. I hate wearing tampons and pads. I could never feel comfortable when I had my period every month. There was nothing aesthetically pleasing about the existing offerings. There was a lacking in all of these categories so it was time for Thinx to exist.

Why are you uniquely positioned to take this on?

People can relate to me on many levels. I’m petite, I’m first-generation American, and I didn’t come from a family with a lot of money. I’m also fearless. Having a twin sister gave me the mentality of “I can do this.” My twin sister and I constantly champion each other and it makes me feel like I can do anything. She challenges me to be as authentic as possible and speak the truth.

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When you first conceived of Thinx did you think it was going to become what it is today? 

I believe in it and I’ve always believed in it. There was a lot of hard work and dedication involved plus a little bit of luck.

You previously said that you’d like to be the “the taboo queen for the nether regions” – why are you attracted to this area of focus?

I don’t want to be, I just happen to be. I think these are conversations that need to told. They shouldn’t be taboo. If men dealt with these things, it wouldn’t be taboo. In fact, they’d get vacation days every month. There’s a level of inequality that’s intolerable.

How do you split your time between Thinx, Icon and Tushy?

I’m the Chief Creative Officer for all three brands. I’m the CEO of Thinx and Icon. I have a CEO for Tushy. It takes a village. I can’t do everything myself. Being creative is fun and it’s easier for me than doing operations and finance. I lean on my other teams for the stuff that I’m naturally less inclined to do. I devote most of my time to Thinx, because it’s the biggest business of the three and then I devote an equal amount of time to Icon and Tushy. 

Are you thinking about your next venture?

No, the 3 P’s – periods, pee and poop – are going to take up my time for a while. I’m definitely interested in the philosophies and deep understanding of what it means to be a human alive on this planet today. I don’t think people get what that means. We forget that we get to be alive. That’s the next philosophical thing that I want to tap into. But right now, I’m making people more comfortable while they’re alive.

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What are your short-term and long-term goals?

They go hand in hand. I want to impact as many people as possible and I want to eliminate shame from conversations that shouldn’t have shame attached to them.

What was your biggest career mistake?

Understanding the different types of people that you need around you. Both energetically and in terms of skill-set. There’s an element of yin-yangness that comes into play when growing a business. I have a lot of yang energy – intense, emotional and fiery. I need yin energy around me, which is calm, loving, and peaceful. I also have a lot of creative fire and I need people who have the complement to that – people who like operations and finance, dotting the i’s and crossing the t’s. That’s very different from me – creative, open and full of broad brush strokes. To find the right team, the right temperaments and the right skill-sets are the biggest challenges. You don’t always know how it’s going to go until people are working with you, so I had to make very difficult decisions that caused a lot of stress in my life. I listened to my intuition when it wasn’t feeling right.

What are you most proud of?

We are truly on track to eliminating shame in the period conversation both here and around the world. We helped 45,000 girls go back to school in the developing world. We are empowering women here every day to bleed with pride and without frustration or worry. It’s liberating and we get to be part of that liberation. We are at the forefront of the period feminist movement.

How have you been treated as a woman in the start-up industry?

I am fundraising right now for Tushy. If I were a man pitching after having achieved great success with his previous company like I’ve had with Thinx, it would be much easier for him to bring in money for his second business than it is for me. I have to continue to prove myself at every single step. It’s a challenge and I need to show up every day with as much fire as possible to get the job done. All three brands are doing really well but it is frustrating that there’s still an old boy’s club. In time, the women will rule. 

What advice would you give to young female entrepreneurs?

Take a positive action everyday. Don’t wait for something to happen to you.

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What life experience has had the greatest impact on you?

Definitely going to Burning Man. It’s a transformational experience and has given me a re-belief in humanity and the human spirit. It’s run on ten core principles and when you show up you have to espouse them. One principle is radical self-reliance where you re-learn that you are completely capable by yourself. Another principle is radical inclusion – you don’t need to put up a front, you can just be yourself and be included. Participation is another big one – you need to put something in to get something out. Often people expect things to turn up in front of them but it’s actually necessary to put in the love and energy to get something in return. During Burning Man, people exhibit art and then at the end of the week they burn everything to the ground. It makes you realize that nothing is permanent. Why do I have an ego when I’m fleeting in this world? I’m a blip. Why am I so concerned about myself? I get to be here right now and bear witness to the world, let me just sit in gratitude for a second.

This is my sixth year going in a row.

What are you struggling with these days?

There’s so much to be done while I’m here for a short amount of time. I want to gift the knowledge that holy shit we’re alive right now. Why are we talking about gender inequality and race and body image when we’re all alive together? Let’s celebrate that. You’re an extension of me and I’m an extension of you. That’s an important mission in my life. It doesn’t keep me up at night but it’s something I’m excited about.

What do you want your legacy to be?

I was alive and I lived life everyday like it mattered. And I felt lucky to be alive.

Nancy Lublin

Nancy Lublin is the founder of Dress for Success, a nonprofit that provides professional clothing, support and tools for low-income women to succeed in their job-search and helps them gain economic independence. After building Dress for Success, Lublin served as the CEO of DoSomething.org, a nonprofit that galvanizes young people to join national campaigns for projects that create social change.

Most recently, Lublin is the CEO of Crisis Text Line, a nonprofit organization providing free crisis intervention through text message. Lublin founded Crisis Text Line after an employee at DoSomething.org received a text message saying: “He won’t stop raping me. He told me not to tell anyone.” The next day, there was another message: “It’s my dad.”

Forward Females had the opportunity to interview Lublin and learn more about her work, what she claims she’s “not so good at,” and what she’s planning on never feeding her kids…

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What’s the common thread between your three main ventures: Dress for Success, DoSomething.org and Crisis Text Line?

My career seems kind of strange – bailing on law school to go to Dress for Success and then DoSomething, but all of these things are about helping other people help themselves. Dress for Success is about nailing that job interview, feeling confident and reclaiming your life. DoSomething is helping you figure out what you’re passionate about and then making a difference in that space. Crisis Text Line is giving you the tools, coping skills and support to make a plan for yourself to be safe. I like helping other people help themselves. Either that or I just have an aversion to making money.

What have you learned about yourself through your professional journey?

I learned a lot about managing people. I learned about technology and using it in smart ways to build things that matter. I’ve also learned what makes me tick, what I’m good at and what I’m not good at.

What are you good at and what are you not good at?

I’m good at functioning on very little sleep. I’m good during “war time”, when things get really messy. I’m good at letting people know what their strengths are and managing to those strengths.

I’m not good at math. I’m not good at taking deep breaths and going slowly. I’m really not good at taking care of myself.

What is your current involvement in Dress for Success and DoSomething.org?

I’m a fan.

When do you know when it’s time to move on to your next project?

When you find yourself spinning your wheels. And then you have to be passionate about something else. I never want to be bored somewhere. Leaving DoSomething was easy because I worked with a fantastic person who was ready to become CEO.

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You have a tremendous amount of data and you don’t want people exploiting it in any way. But do you plan to use this data in any other way besides making Crisis Text Line more accurate and efficient?

Yes, we’re using it to make us better and to make the world better. We’ve opened it up at Crisis Trends. And by application only we’re allowing others to do research based on our data corpus. We had 65 applicants in the first couple of weeks. An ethics committee comprised of experts around the country evaluate the applications.

How do you recruit the volunteers who respond to texts? Do you do outreach or do most people come to you unsolicited?

People apply, they go through a background check, and then there’s a 34-hour online training that includes quizzes and role-play exercises. From the start of the application stage to actually getting on the platform, there’s a 39% acceptance rate.

We put the word out at key venues. Moms, veterans, the deaf and hard of hearing – there are these groups of people that are particularly terrific crisis counselors.

What was your biggest career mistake? 

Only one? There are so many… Not firing people fast enough, not dreaming big enough, getting caught up in the details and missing the forest and the trees.

What are you most proud of? 

My kids have never eaten Chicken McNuggets.

What life experience has had the greatest impact on you?

Probably having my kids. It’s made me a better person and a better CEO.

What do you want your legacy to be?

I want my kids to be kind.

Deborah K. Holmes

Deborah K. Holmes is the Americas Director of Corporate Social Responsibility (CSR) at Ernst and Young (EY). She built the company’s CSR efforts from the ground up during a time when CSR was only in its nascent phase. Today EY is a leading example of how CSR can be integrated into corporate life. 

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Can you please describe your professional journey and how you ended up where you are today?

I originally wanted to be a journalist but I’m too risk-averse. I didn’t get a newspaper job so I went to law school because that was a safer thing to do. When I was in law school I became fascinated by the structural mismatch between the trajectory of careers at law firms and women’s biological clocks. Specifically that your child-bearing years are also the years during which you’re working 80 hours a week in the hopes of making partner. I was also interested in the idea that a profession, which had so many unhappy practitioners and knew it, wasn’t rearranging itself to improve the situation.

I wrote my third year law school paper on the structural causes of dissatisfaction among large firm attorneys and then I went to work for a large firm and I was dissatisfied. I left after a year to work for a non-profit called The Families and Work Institute. My job there was to advise large companies which were interested in precisely the challenge I was studying around how employers can eliminate barriers to people combining meaningful work with a robust personal life.

How did you come to lead Ernst and Young’s Corporate Social Responsibility (CSR) efforts?

I worked for a couple of non-profits centered on the work/life issue and one of my clients with a particular focus on gender equity was Ernst and Young. Ernst and Young’s Chairman of the Diversity Taskforce was the firm Chairman. After my team submitted the final report, the Chairman called me and offered me a job implementing the recommendations in the report. That was an offer too good to be true. I joined Ernst and Young with a five-year commitment and that was in 1996. I created the firm’s gender equity function and strategy. After seven years, I found myself restless. I wanted to address more challenges than just the challenges of relatively successful women in relatively excellent employment conditions. I worked to create the firm’s corporate responsibility function, which I’m still leading today.

It seems that the majority CSR initiatives at Ernst and Young focus on employee engagement and volunteerism. Are there other initiatives in which the company is investing in social good or aligning business interests with sustainability?

Our strategy rests on two pillars: one is identifying a limited number of topics that are aligned with our strategy where we can expect to have a measurable impact. We focus on the “3Es”: education, entrepreneurship and equity in the workplace. Our other strategy is engaging our people and delivering their skills in support of the 3Es.

We are not publicly traded and don’t have the financial assets that other corporations have. So our major asset is our talent base.

In addition, we publish papers and speak at conferences.We published a white paper together with the National Mentoring Partnership focused on best practices for private sector youth mentoring. We work with other non-profits, companies and government agencies focused on the 3Es but philanthropy is not the cornerstone of our strategy. 

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What are your short-term and long-term goals?

We have a whole suite of EY Corporate Social Responsibility sabbaticals (full-time immersion programs) and there are a lot of milestones coming up:

(1) It is currently graduation season in College MAP (Mentoring for Access and Persistence), which is our signature program focused on education. Cohorts of EY professionals mentor cohorts of underserved students in urban schools in thirty cities across the U.S. to help them achieve the dream of college. We have more than twenty cities where high school seniors are graduating this month.

(2) We have participants in our EY Earthwatch Ambassador Program returning from Mexico and Brazil where they spent a week in teams of 10 providing business advice to local entrepreneurs and conducting climate research.

(3) We’re preparing to train participants in our EY Vantage Program through which mid-career EY professionals go to Brazil, Mexico, Argentina, Chile, Colombia and Peru to spend six weeks embedded on an individual basis with an entrepreneur providing business advice.

Long-term, EY’s purpose is building a better working world. My team is all about creating the strategy, programs and mindset for EY professionals to build a better working world in their communities.

You built the CSR initiative at EY from the ground up and now the company is at the forefront of this work. Given your perspective, what trends have you seen and where is CSR moving in the future?

Everybody in a leadership position at most companies these days understands and truly believes that millennials are laser focused on making a difference. Given a choice, they will choose, and stay with and be loyal to the employer who gives them the opportunity to make a difference. That commitment by millennials and corporate leadership’s understanding of that commitment is creating a sea change in how companies think of their purpose. I’m very optimistic that we’re on the brink of an era of much greater engagement by the private sector in solving the world’s most challenging problems.

Who inspires you?

My parents were both social scientists. They created and ran their own small nonprofit that conducted impact evaluations of social programs. I learned from them about the imperative of dedicating my life to trying to make a difference combined with a rigorous evidence-based approach to change.

What life experience has had the greatest impact on you?

Probably having kids. Having children teaches you that control is an illusion and what counts is your ability to surf the surprises.

What are you struggling with these days?

College persistence is a tough nut to crack. In our College MAP program we’re graduating students from high school at rates above 95%. Almost all of those are matriculating in college. But college persistence, which means staying in college to graduate, is even tougher. It’s not just our program – it’s nationwide. Only 9% of students in the lowest economic quartile in this country graduate with a four-year degree. The key factors are cost, lack of academic preparation and a feeling of not belonging and not being worthy. They don’t have support systems around them so they drop out. The persistence phase of our College MAP program focuses on these issues. Mentoring continues, we have monthly webinars, we get them together when they’re home for the holidays, we give them stipends, and we are hoping to give them scholarship support.

Talia Milgrom-Elcott

When President Obama’s 2010 State of the Union address called for 100,000 excellent STEM (Science, Technology, Engineering and Math) teachers in 10 years, Talia Milgrom-Elcott was the one to personally respond to the charge. Through 100Kin10 this goal is becoming a reality, with more than 250 organizations from across sectors coming together in an unprecedented movement and breaking the mold for how organizations collaborate.

Can you please describe your professional journey and how you transitioned from a career in law to one in philanthropy?

I went to law school with the idea that the law was a tool for addressing the major social challenges of our time. I soon came to realize that by the time a lawyer or a court saw a problem it was already full-blown. I wanted to get to the issues by dealing with the underlying causes.

I determined that education and creating opportunity would solve a lot of social ills like poverty, violence and inequality. After I did a clerkship, I worked for the New York City Department of Education and then went to the Carnegie Corporation of New York where I focused on talent retention for teachers as part of their educational initiatives. So many people at the time thought that a new curriculum would solve most educational challenges. At Carnegie, we believed that a key factor was talent and getting better teachers into schools.

How did you get involved in working on STEM (Science, Technology, Engineering and Math)?

All of the same challenges that the educational system faces are exaggerated and more acute among the STEM subjects. So we began to focus on STEM teachers. Against that backdrop, in 2010 the President put out a call for 10,000 excellent STEM teachers in two years in order for the U.S. to stay competitive with other countries around the world. [President Obama later expanded that goal to 100,000 excellent STEM teachers in 10 years]. We were perfectly positioned to take this on at Carnegie with our work on teacher retention, most recently specializing in STEM. We joined forces with organizational partners because not one organization could tackle this alone. By 2013 it became increasingly clear that this project couldn’t be a side effort at Carnegie so we spun out as 100Kin10.

What has the progress been with 100Kin10?

Our partners recruited and prepared 20,000 teachers in the first 3 years. By the end of this summer, which marks five years since President Obama’s call for action, we’ll have brought on a total of 40,000 teachers. Additionally, our partners made their full pledges for the next five years and by 2021 we are on track to exceed our goal of 100K. 

What is the distribution across states? Which states are leading and which states are lagging?

We’re planning to reach 100Kin10 but it’s definitely skewed geographically. There are hot spots in urban centers such as the coasts, Denver, Texas, and Arizona. But the Southeast and Northwest are sparse. A lot of rural America is sparse as well as the mountain regions. We understand that there are gaps where this network is not serving communities. We need to grow or come up with new approaches to not only provide 100K teachers in total, but to also ensure that all classrooms have access to great teachers, which is the underlying goal of this whole project.

One of the challenges you’ve outlined is that it’s not prestigious for undergraduates to become STEM teachers, especially when they could earn a higher salary in other fields. For example, a student studying engineering would be more incentivized to work for Microsoft than to become an elementary school teacher. How are you enticing young people to become teachers?

First, it’s important to understand that 100Kin10 is a network and we act as a hub to inspire organizations to take on this challenge. We support them to be successful, while also accelerating and amplifying their efforts. We’re not doing the actual work, but we’re catalyzing the work and helping others do this work.

The way we’re approaching this is not through a silver bullet, it’s not a one-size-fits-all response. We’re creating fertile ground for our partners to problem solve. One thing we did to address this was 100Kin10 created a day of learning for its organizational partners and brought together experts in marketing, media, communications and branding. Together they designed an innovative campaign called Blow Minds. Teach STEM. 

Another example from one of our partners is when Public Impact, a think tank in North Carolina, created Opportunity Culture. This program gives top teachers with track records the opportunity for growth and the ability to reach more kids. They can be master teachers overseeing multiple classrooms or they can have the ability to mentor other teachers. Schools in this district have trouble staffing all of their classes with qualified teachers so they came up with a new solution. Consequently, these teachers are paid more since they are freeing up resources by taking on more work.

What is your relationship with the White House since picking up the President’s charge?

100Kin10 originated as a private sector response to the President’s call for action.We met with U.S. Secretary of Education Arne Duncan four months after starting and much later we had an event at the White House with our partners. Since then it’s been a symbiotic relationship. The more work we do, the more the President speaks about this as a goal since it’s increasingly achievable. The more the President speaks about it, the more people want to get involved.

The goal is 100,000 STEM teachers by 2021. What happens in 2021?

There are three potential and non-exclusive options:

(1) We end with a big check mark and publish a set of key studies and tools that tell our story.

(2) The network becomes so useful for its partners that they want us to continue. We continue to expand our capacity for sharing resources, doing research and forming collaborations.

(3) The idea of 100Kin10 becomes synonymous with an approach to problem solving. It’s a way to take up big systemic challenges that are not amenable to being responded to by individual organizations or agencies. These types of issues require multi-sector partnerships to tackle a shared goal. We support different kinds of efforts to help others learn from what we have done and adapt it to their settings. We can help fuel their own innovative coalitions in order to solve large problems that they are facing.

What was your biggest career mistake?

When I was in law school I counseled undergraduates about career choices, and even then I knew if you didn’t want to be a lawyer, law school probably was not the right choice. I wasn’t done learning formally and I wanted more skill. I thought of it as a generalist degree that I could take anywhere. But it really is a vocational pursuit and ultimately I didn’t want to be a lawyer.

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What life experience has had the greatest impact on you?

Growing up, my mom was a Rabbi and my family was egalitarian but we went to Orthodox schools. I felt like I didn’t belong. Being an outsider in the community was productively uncomfortable. It was liberating – you could do things differently. You could really observe others when you’re not one of them. But at home I was home and I was profoundly known.

Kurt Vonnegut has an afterword to Free to be You and Me that resonated with me. He writes:

A first grader should understand that his or her culture isn’t a rational invention; that there are thousands of other cultures and they all work pretty well; that all cultures function on faith rather than truth; that there are lots of alternatives to our society. Cultural relativity is defensible and attractive.  It’s also a source of hope. It means we don’t have to continue this way if we don’t like it.

What are you excited about right now?

I’m optimistic that maybe the reason we haven’t solved some of the biggest challenges as a planet is that only a tiny portion of our population has the skills, know-how and empowerment to solve these challenges. But if we can unleash more brilliance, skill set, and diversity of experience then maybe we have a shot at solving them.

What do you want your legacy to be?

We built something with 100Kin10 in which very diverse stakeholders come together, when they are often at opposite sides of the negotiating table, to be fellow travelers toward a shared goal. Our only chance of solving big challenges is with that approach at the core. We had a huge goal and everyone knew they couldn’t reach it alone so we had to find each other and come together. We created a space where people can trust each other and that’s an important element that made 100K possible.

Dr. Rochelle Dicker

Dr. Rochelle Dicker is a Trauma Surgeon in San Francisco. She is the Director of the Wraparound Project, a hospital-based violence prevention program that has been replicated in other trauma centers. She has created a cutting-edge model for disrupting the perpetual cycle of violence in vulnerable communities.

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What inspired you to devote your life to helping others?

Growing up, my family would watch the national news and then we would discuss what we just watched around the dinner table. Through these conversations, I was compelled to help the world in some way.

On the weekends, I went with my dad to his job. He was the owner of a clothing manufacturing business. At 10 years old, I was taken by how hard new immigrants were working in my dad’s factory. They came in on the weekends because they wanted the over-time. They were doing everything possible to make life better for the next generation. I witnessed a lot of their struggles. They were incredibly kind whenever I visited. I thought at some point I would serve communities that were vulnerable.

Why did you want to become a surgeon?

In high school I was told that I was lucky to be passing basic math. In college I was told to give up my dream of going to medical school because I was too old to switch majors. I had started out as a literature major. Nobody was going to stand in my way and tell me “I can’t.”

I went to the University of Vermont for medical school. I did my surgical rotation in my third year and thought there was no way it would be a good fit. But after the first three weeks, I was hooked. It gave me the feeling that I could make people better right away. It provided instant gratification. The ability to change people’s lives was extraordinary.

I then had to reconcile surgery with public health and my desire to serve communities. I always thought that surgery was about the individual and about expensive medicine – not about serving the masses. I struggled with this tension but when I became an intern I realized that surgery could be about vulnerable populations if you focus on injury. Those who are injured are mostly from vulnerable populations.

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What has been your experience as a woman working in surgery?

When I was a resident, I definitely felt discrimination. In order to be treated equally you had to be better than the guys. Leaders in surgery were reluctant to have women in the field. It was hard to find mentors.

Becoming a surgeon is a really long road and that deters many women who want families. We’re slowly shifting the tide – both in terms of the acceptance of women and also by understanding that it’s okay to have a life outside of medicine. Now that women are part of the leadership, there’s no turning back!

Why did you found the Wraparound Project?

When I was an intern I met a man who doubted he would live to 25 years old because he thought he’d be shot and killed. He came back twice in the same month with gunshot wounds and survived both surgeries.

I did a violence prevention fellowship and learned that there are risk factors and preventative measures in violent injury. Just like there are risk factors to heart attacks such as diabetes, poor diet, and lack of exercise that make you susceptible, the same is true for violence. The risk factors are socioeconomics, poor education, poor opportunities for jobs, unsafe neighborhoods, drugs, dysfunctional family units, etc. But there are conditions that are reversible, which can reduce the risk of violence.

I started the Wraparound Project and hired a case manager who had a deep understanding of urban violence. He, himself, came from a vulnerable community. Because of his background he was able to go to patients’ bedsides and create an incredible bond.

What resources does Wraparound provide to injured patients?

We provide a risk assessment and needs assessment based on the individual’s profile. We offer a long-term case management plan where people are shepherded through risk reduction resources. We try to create protective factors and opportunities like helping them go back to school and find jobs. Some individuals need to first address a mental health disorder before they apply to school.

What has been the progress of Wraparound to date?

Today Wraparound has served over 600 people and the re-injury rate has been cut in half. We have four case managers. Right now we are interested in creating an internship program because a lot of clients who have been served by Wraparound want to become case managers.

What is challenging about working with vulnerable communities? 

There are extraordinary challenges. The case managers often represent the first people in our clients’ lives that believe in them. The clients have a hard time trusting. They’ve never had structure or discipline and they’re stuck in a desperate situation, often without any resources. We’re trying to help them create a safer life for themselves.

They think in terms of the day-to-day and we’re trying to shift their perspective to think in the long-term. They didn’t grow up believing that if they work hard, over time they can achieve their goal.

What are your short-term and long-term goals for Wraparound?

My short-term goals are to create the internship program and hire a clinical psychologist on staff. Mental healthcare is essential for our clients.

My long-term goal is to expand the program to serve the older population in San Francisco. People in their 40s and 50s who get injured have a different set of needs from the younger population. I want to provide case management services for them. They’re typically homeless and have severe mental health issues such as schizophrenia. If we had a program specifically for them, we could make real headway.

In November I’m going to the Panamerican Trauma Conference in Brazil and I have an opportunity to do a workshop for hospitals in Central and South America. I will teach them how to set up a hospital-based violence intervention program. I’ve spoken in the U.K. and I’m also helping a few programs across the U.S. So the expansion of this model is a long-term goal.

We want to incorporate these programs into the fabric of trauma centers nationally. We’re working with the Law Center to Prevent Gun Violence, which is an organization comprised of lawyers who are interested in the cause. We’re figuring out a way for case managers to be paid as healthcare providers. There’s a coalition of 30 programs like ours called The National Network for Hospital-based Violence Prevention Programs. We work on this as a big group so we can come up with a sustainable solution instead of having to fundraise every year.

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What are you most proud of?

I’m proud that medical students and residents today see that surgery has a gentle side. Programs like Wraparound acknowledge that surgery is not all about genotypes and phenotypes. A lot of risks that go into someone needing a surgical procedure are based on the fact that there are social determinants of health. And those are as important as genetics.

What life experience has had the greatest impact on you?

My parents never pushed anything down my throat, but daily there was an underlying feeling that you’re supposed to serve your community. It’s spiritual, it’s religious, it’s familial.

What do you want your legacy to be?

I want my legacy to be about establishing an even playing field and acknowledging that a community, state, or country can’t be healthy unless our most vulnerable people are cared for.

Anat Lechner

Anat Lechner is a Professor of Management and Organizations at NYU Stern School of Business. She is also an entrepreneur specializing in the intersection of business and color, leading the color management industry. Forward Females had the privilege of sitting down and interviewing this revolutionary thinker and innovator. 

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How did you know what you wanted to do professionally?

It evolved. I partially led it and it led me. Over the years, I learned to accept this duality. You need to be able to take both the front seat and the backseat. Sometimes you lead and are deliberate, but sometimes you trust the ride.

When I was 12 years old, I had to tell my class what I wanted to be when I grew up. I wanted to be a psychologist. I knew I wanted to marry a tall man with curls, and I did exactly that. I always wanted to do something impactful. And I knew that I wanted to be free. That was very important to me. I don’t follow routines, norms, and hierarchies. And that is still my ideal self. I haven’t changed at all since I was 12 and I’m now 52.

How did growing up in Israel affect you?

When I grew up in Tel-Aviv, I was young in a country that was young. The country was 15 years old when I was born. I was inhaling entrepreneurship from day one. By the time I was 20, I had been through three wars. I learned to live in uncertainty. And in the moment I learned to have fun, without caring too much about tomorrow. But in Israel we also lived with a lot of meaning and vision.

I became an officer in the Israeli army because I had no desire to report to anybody. So I found a way for others to report to me. That’s always been my way of dealing with hierarchy. I can’t stand it.

After the army, I travelled to Europe. I backpacked for half a year. It was before the Internet and cellphones so it was easy to get lost and nobody could track me down. My mother soon discovered that this lifestyle suited me very well. 

When did your vagabond lifestyle come to an end?

My mother convinced me that it was time to go to college so I applied for a Bachelors degree in Psychology, but I didn’t get in. I then applied to specialize in Social Work, which I thought was the closest thing to Psychology.

My first job after college was with alcoholics. It was difficult work and I didn’t see the kind of impact that I wanted. I didn’t have the perspective to say to myself that it takes time to see real results. When you’re in your 20s, your understanding of how fast something should happen is so skewed and immature. It’s not substantiated in anything but your ambition. You end up judging things and you’re really wrong.

What did you learn from working with alcoholics?

I realized that I’m good at finding systemic solutions that are relevant to groups of people. When I decided to study Social Work, I didn’t know that most of the work is done one-on-one. I enjoyed working with groups of people rather than with individuals. I organized support groups for children of alcoholics and did group therapy solutions. Through that work, I understood that I’m a macro-level thinker.

What did you do after you left your job working with alcoholics?

I then enrolled in an MBA program. While I was in business school, my father lost all of our family’s money down to the last penny. I came from an affluent family so everyone was totally shocked. At that same time, my husband was rejected from a Bachelors degree for the third time.

How did your family’s financial crisis affect you?

I decided to build my own consulting firm. I hadn’t even finished my MBA but my family was collapsing and there was a growing hole in my bank account. I also applied to get a PhD in Business at NYU and got accepted. My husband also applied to NYU and got accepted. During the first two years of my PhD I was in New York for half of every week and in Tel-Aviv the rest of the week. I eventually left my consulting business and stayed in New York. I was balancing a lot – I was getting my PhD, I was working for McKinsey and I also got pregnant.

I was interested in how companies innovate. I wanted to study Pfizer and their drug development but there was a lot of internal restructuring in the company so my work would have been delayed if I focused my research on Pfizer. A colleague invited me to a meeting with the CEO of Benjamin Moore. On a whim, I joined the meeting and ended up studying Benjamin Moore and innovation in the paint industry.

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What attracted you to the subject of color?

I knew nothing about color and a whole world opened up to me. I went to the library in 1997 and looked up the paint industry in a huge encyclopedia. There were only three pages on the paint industry. The first line said, “Color is in everything, and yet we know so little about it.” I remember thinking about that sentence for hours. I couldn’t come up with another example that fit that condition. What other thing is in everything, but that we know so little about?

If color has such an impact on people and we don’t know a lot about it, I thought there was huge business potential. Now I have two businesses focused on color.

What are those two businesses?

Together with someone I met at Benjamin Moore, I started a consulting company, LH Color, specializing in the intersection of color and business. We went to conferences, did research in the field and became known in the industry.

In 2007, the owner of the Color Association of the United States, a forecasting agency, gave us a call and asked if we were interested in buying her business. It was the premier organization in color management. We bought it and are now the owners of all of the certificates, notations, and data about all of the colors in all of the flags in the world, the colors used in Air Force One, and the exact shades that were in the clothes that historical figures wore, etc.

What is the new business that you are working on now?

I came up with the idea of creating a library of all of the colors in the world. I wanted to create Big Data for colors. We are doing analysis and compiling research on what colors are used in different ways and what colors are preferred. We are building a subscription service called Hue Group and it’s very exciting. We’re currently fundraising and looking to raise $1.5M.

This color business is the first of its kind and it will help companies make better decisions. The right colors sell and the wrong colors do not. It unlocks a whole language that exists but that we aren’t so conscious of right now.

What’s your favorite color?

A fuchsia/magenta kind of color. I like the warmth of it. It’s whimsical, warm and free-spirited. I feel at home with it.

What did you learn about yourself throughout your career?

None of this would have happened if I didn’t agree to go to the meeting with my colleague at Benjamin Moore. I was open to the opportunity.

I could have created a career around Change Management. People are always asking me to speak and write books on the subject. There’s more certainty for me to become a Change Management guru. But I prefer to work on the subject of color even though I haven’t experienced a huge return yet. It’s a very risky choice. But it doesn’t feel risky to me. It feels more risky to do Change Management, which is so much more mainstream, conventional and boring.

You’ve been teaching for 28 years. How have your students changed over the years?

I don’t know if my students have changed, or if I have enabled something different to happen over the years. Because we live in an environment that affords so much more information than previously, the students now are very knowledgeable.

I’m also a different teacher than I was years back. I’ve always put students on a long leash without much instruction and engaged in deep conversations. But now I have more to offer in conversation and now the students can participate on a higher level. So the discussions in the classroom have deepened and are extremely interesting.

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What are you most proud of?

Throughout my career, I kept my independence and my voice. I think I’ve been successful because I’ve done things my way.

What life experience has had the greatest impact on you? 

Growing up in Tel-Aviv when I did was incredible because from a very early stage in my life I was independent, entrepreneurial and free-spirited. I’m grateful to the world that let me keep that. My environment and my mother let me be this way. I was born to the right mother, in the right country at the right time. It’s the most amazing coincidence.

Who inspires you?

On a personal level, my mother and my grandmother, who was a Holocaust survivor.

I also have a collection of leaders that I love. At the top of the list is Steve Jobs. I love his courage and he was a very smart person with tremendous insights. I’m an addict for smart people. Any interview that I’ve read with Steve Jobs has had more insights for me than speaking with 95% of my colleagues for 15 years.

What do you want your legacy to be?

I’m not so ego-less to say that I don’t want a legacy, but I never have an answer to this. It’s as if it doesn’t matter. What has been very important to me is the ability and the permission to discover my own voice and learn to work with it. I have many more years to go because there’s a lot to explore and I’m really far from being done. For all I know, I could be the Prime Minister of Israel one day. I don’t think I’ve even hit 1/3 of my potential. 

I want to create something through which people can become more of who they are because of it. I attempt to do this through my teaching and with my kids. But more systemically, I want to make a societal impact. For example, the people that built Google did something tremendous for all of us. Steve Jobs, Mahatma Gandhi, Martin Luther King – these people enabled a zillion people after them to live life so much better. I am not going to die a second before I get to this place.

Sally Tannen

Sally Tannen is the Director of the 92Y’s groundbreaking Parenting Center. She has helped grow a vibrant hub that supports over 2,000 families on the Upper East Side of New York City. She is a leader in the field of Early Childhood Education and shared her unique perspective with Forward Females.

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Take me through your career path from the beginning. How did you end up where you are today?

I always knew that I wanted to work with kids. My mother was a nursery school teacher. After a few years of teaching post-college, I went to graduate school and got a Masters in Early Childhood Education. Back in the early ‘80s there was more flexibility in schools and the school I was in was very supportive of new moms. So I was able to take a year off after I had my daughter, and then I went back part-time for a few years until I was ready to return full-time. I became the Director of Admissions and stayed in that position for seven years.

I moved to a more traditional school and became the head of the lower school. It wasn’t a great fit philosophically. I had very progressive roots and being there didn’t feel right. I switched to a different school and went back to doing admissions.

After eight years, I started to get antsy and I felt like I had stopped growing. So I applied for the position of Director of the Parenting Center at the 92Y. I was very nervous about this role because I thought, “What do I know about babies?” It was a good personality match because I’m comfortable working with parents and kids. This is my 14th year at the Y.

What are your goals in this role?

The Y can be an impersonal place. It’s big and so many things are going on. When I started in this position, I felt strongly that I wanted to personalize the Parenting Center and make everyone feel welcome. I want parents to know that this is not just a place to take a class, but it’s a place to seek support, advice and friendships.

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You’ve been the Director of the 92Y’s Parenting Center for the past 14 years. What are some trends that you’ve noticed over the years? How are parents today different from parents 14 years ago?

In some ways it’s changed a lot. In New York, more parents feel pressure to do more. There are also more challenges related to technology. Now there’s a ton of information out there. With more information, comes more confusion. Parents are struggling with where to go for advice and who to believe. As a result, parents don’t trust their instincts as much as they used to.

More families in New York are living away from their parents. Many women move to New York for work, get married and end up starting families here while their parents are in a different continent. They don’t have built-in support. It takes a village to raise a child and it’s up to them to create their own village.

More women are working so many parents today are enlisting caregivers to raise their children along with them. We feel very strongly at the Parenting Center that we want to support caregivers as much as possible. We started a program called Caregiver Connection where they have a network, they share songs, and we give them resources for things to do in New York. We let them talk about struggles that they’re dealing with and help them figure it out with their families.

Today, parents are overscheduling their kids. Babies and children need downtime. They need unstructured time when they’re not being instructed. When they explore, play and pretend. And just be. Overscheduling is having a negative effect on children and parents don’t see it. Babies are going to two classes a day and that’s nuts. By the time these kids are two and three, they’re anxious because they’re constantly getting things thrown at them.

What’s your advice to women who want to “have it all”?

I don’t think there’s one answer. It’s what works for you. You also have to give yourself a break. It’s not possible to have it all. Get help when you can – from your parents, your neighbors, if you’re able to hire somebody, engage your partner. But you’re going to feel guilty no matter what you do. You just have to do the best you can, and that’s really good enough. I think parents impose so much on themselves without me having to say anything. I never want them to feel judged. 

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You mostly work with mothers but what is your experience working with fathers?

Certainly after 2008, there was a period when we saw lots of dads because they lost their jobs and were taking their babies to classes. We always see dads but right now there aren’t as many as there had been before. We have a program called Boot Camp for Dads and we have other opportunities for dads to come in – classes, conferences, etc.

It’s now the norm for dads to spend more time with their kids. More businesses are family friendly and support fathers in the workplace. Years ago, fathers were embarrassed to put their child’s photo on their desk and now that’s definitely not the case.

What has been your greatest career mistake?

Previously working in a school that didn’t match me philosophically. You’ve got to go with your gut, but I was so focused on the opportunity to be a lower school head.

What are you most proud of?

Coming to the Y. It was a huge leap and a big learning curve. It still is and that’s why I love it. Every year I learn something new. In the beginning, I learned a lot about babies, toddlers and their behavior. This year, I worked on development because it’s the Parenting Center’s 35th anniversary. Over the years, I managed a larger staff. I’ve grown the Parenting Center’s offerings and I’m proud of that growth.

What life experience has had the greatest impact on you?

My whole life has been in preparation for this job. Teaching, working with kids, parents and caregivers, having my own family – everything has come together and helped me navigate this. I couldn’t have done this earlier in my career. And I’m still constantly growing and that’s where I always want to be.

 

Dr. Claresa Levetan

Dr. Claresa Levetan is an endocrinologist and the Founder and Chief Scientific Officer at Perle Bioscience, a pharmaceutical research and development company, at the forefront of diabetes research.

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Can you share with me your career path from the beginning? How did you get to where you are today?

If I connect the dots backwards, my mother had a best friend who had diabetes. I saw this woman who was once vibrant and healthy lose her limbs, go on dialysis, and become blind. When she passed away it had a big impact on me. Then my father got diabetes. This disease stuck in my mind.

I also love art and I’ve been doing sculptures and collages since I was young. I approach science with a right brain perspective of taking odd things and putting them together like a picture. I went into Endocrinology, which for some people is a tough specialty with a lot of complexities. But for me, it just made sense. And diabetes is much more of an art than a science. Unlike other areas within Endocrinology like hyperthyroidism, which is treated with a thyroid hormone pill, or menopause, which is treated with an estrogen replacement, diabetes doesn’t have a perfect fit. In diabetes, you have a loss of cells that make insulin and another hormone embelin, but you also lose the islet cells that make hormones.

Frederick Banting who discovered insulin enabled us to treat people with diabetes and consequently, patients lived who were previously destined to die. But they also became hypoglycemic [a condition characterized by abnormally low blood sugar levels] and gained weight. So we have this treatment called insulin, which saves people’s lives, but it’s not working as well as having functional islets.

How would you explain your research at Perle Bioscience to a layperson?

The body is a perfect machine and works intuitively. If something goes wrong, the body is going to try to fix it. If you injure the pancreas, as in diabetes, there are stem cells that can be turned on to help repair it. At Perle, we tried to figure out what those genes are so that ultimately we can give people a therapy by which they can generate their own new islets and insulin producing cells again. We’re working with the body to self-regulate, rather than simply injecting insulin.

I’m mostly focused on patients with type 1 diabetes, people who predominantly get diabetes in childhood, because those are the patients that have dramatically shortened lifespans as a result of the disease. In those patients there are two problems: 1) there’s an autoimmune attack on the insulin producing cells and 2) there’s an inability to regenerate the cells. This population has the greatest need and there’s currently no other option than to be on insulin.

Claresa Levetan MD 2942-3

What has the greatest obstacle been?

Fundraising. When I used to work in academia as the Chief of Endocrinology at Drexel University in Philadelphia, I had two large NIH [National Institutes of Health] grants. Our path at Perle is very different because we’re raising money on our own, which gives us much more flexibility to do the research we want to do, and at our own pace – much faster than it would be in an academic lab. The downside is we need to raise the money. We’re not your typical Harvard lab. We’re trying to get our own funding and trying to run as fast as possible.

This is a potentially transformative therapy. There are a lot of egos. Other researchers are working in silos. We have a different vision – our vision is bigger. We’re trying to take a different approach by completely redefining diabetes.

What is it like being a woman in the industry?

I’ll tell you one story. When we were raising money for Cure DM [Dr. Levetan’s first company preceding Perle Bioscience], we must have met with ten venture capital funds in San Francisco and the last morning our male investment banker had to fly home. The only VC we weren’t invited back to was the one in which our investment banker wasn’t at. I think it’s still a man’s world. You’re more successful raising money as a man than as a woman.

What are you most proud of?

My answer to that question has changed over the course of different points in my career.

A few decades ago, I chaired a conference where Senator Susan Collins, who chairs the Senate Diabetes Caucus, and Newt Gingrich, who was the Speaker of the House, were involved. I helped the American College of Endocrinology and the American Diabetes Association set target goals for post meal sugars, which had never been done before. I helped standardize the names of A1C tests [a common blood test used to diagnose diabetes and then to gauge how well you’re managing your diabetes.] We hired Gallup to poll two doctors in every state and asked what name they used for this test and we got over 60 names from 100 doctors. We standardized the name to A1C and at the time that felt huge.

When I lived in Washington, I met with several members of Congress who had children with type 1 diabetes. I was instrumental in creating a Congressional Diabetes Caucus. Now those are the two largest caucuses in the House and in the Senate.

When Bill Clinton was president, I helped write the legislation for Medicare to reimburse patients for meters, strips and insulin pumps. I’m looking forward to the day when there are no more meters and strips. I’m looking forward to the day when diabetes is a disease of the past.

One of the most fun days of my life was this past year when I recorded a diabetes song in Nashville with Adam Lasher, Carlos Santana’s nephew who was a finalist on American Idol, and Amanda Jo, both of whom have type 1 diabetes. I used to sing these diabetes songs to my kids in the car and when I got to record it I had a total blast.

What life experience has had the greatest impact on you?

The first time I wrote a paper as a Fellow in Endocrinology I got rejected. I was shocked. I had to keep submitting it over and over. When the paper was finally accepted it felt almost as good as giving birth to a child.

I get knocked down but I try to realize that it’s just part of the past. I’ve been able to keep going knowing that everything isn’t going to be perfect.

Who inspires you?

Frederick Banting, the scientist who was the first person to use insulin on humans. He was also a painter.

Hanging on my wall in my office are pictures of famous failures like Oprah Winfrey who was told she wasn’t fit for TV, and Michael Jordan who was cut three times from his high school basketball team.

Patients who smile even though they are going through a tough time.

I’m inspired by life. I have this opportunity to really help.

What do you want your legacy to be?

I want everyone with diabetes to be off of insulin. I’m an eternal optimist and I believe that in 2016 we have the tools to reverse diabetes. And I’m planning to make sure that happens.