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WHEN LEADERSHIP LEARNS TO LOOK AHEAD

There’s a moment every leader recognizes, that quiet pause before a decision when the future feels close yet strangely uncertain. I have felt it many times myself, usually when the numbers say one thing, instincts whisper another, and the world outside is changing faster than the ink can dry on any strategy. It is a familiar scene in every boardroom today. Global research shows that more than 70 percent of executives believe their organizations are facing the highest level of volatility they have seen in over a decade, and nearly half admit they revisit key decisions multiple times because conditions shift so quickly.

This month, we wanted to highlight how leaders navigate this kind of rapid change, especially when information arrives in torrents and the right call is rarely obvious. Across industries, leaders are leaning more on insight, pattern recognition, and measured judgment. According to a recent leadership survey, companies that rely on structured reviews and cross-functional analysis are twice as likely to respond effectively to emerging risks. These shifts tell us something about the kind of mindset that will guide the next decade of growth.

Our cover story with Melissa Clawson, Chief Audit Executive at The Wendy's Company, captures this idea through real-world experience. Melissa spoke about drawing inspiration from the legacy of leaders like Dave Thomas and how the fastfood industry has evolved to stay ahead of customer expectations. She highlighted the sharp rise in digital engagement, noting how mobile ordering, loyalty apps, and AI-supported systems are reshaping customer behavior. Industry reports show that digital sales in quick-service restaurants have grown by more than 30 percent year over year, and Melissa’s perspective gives that trend a human face. Her reflections on personal growth, future plans, and what keeps her grounded add a refreshing layer that readers will appreciate.

This issue of CXO Magazine also brings a wide variety of stories, interviews, and ideas from leaders who are adapting to change in thoughtful ways. Each piece offers a window into how organizations are rethinking decisions, culture, and long-term direction.

We hope this edition sparks fresh thinking and give you a few insights that make tomorrow’s choices a little clearer.

Enjoy Reading.

Sarath Shyam

MELISSA CLAWSON

CHIEF AUDIT EXECUTIVE, THE WENDY'S COMPANY

DRIVING CHANGE THROUGH AUDIT AND TECHNOLOGY IN Q SR

14 Evan Thoman, Vice President, Chief Well-Being Officer, Emory Healthcare

Transforming Healthcare through Employee Well-Being

INTERVIEW

20 Gail Russell, Global Financial Services Executive

Shaping the Future of Financial Services through CX Innovation

Yevgeni Tsirulnik, SVP, Grocery & General Merchandise, Toshiba Global Commerce Solutions

Shaping the Future of Retail through Technology

32 Erin O'Callaghan, Integrated Business & Revenue Operations Director, Pure Storage

Translating Strategy into Measurable Impact

38 Tulsi Narayan, Executive Vice President of Commercial and New Payment Flow business, Europe, Mastercard Cultivating Next-Gen Leaders in Payments

INTERVIEW

42 Greta Kessler, Vice President, Employee Health & Benefits, Marsh McLennan Agency

Driving Positive Change in Employee Healthcare

MELISSA CLAWSON

CHIEF AUDIT EXECUTIVE, THE WENDY'S COMPANY

DRIVING CHANGE THROUGH AUDIT AND TECHNOLOGY IN Q SR

Melissa Clawson has been the Chief Audit Executive at The Wendy’s Company for eight years. Prior, she was at EY for 11 years in Risk Advisory services assisting various clients with internal audit projects. During her tenure, she completed two global rotations: Internal Audit building out new methodology, training materials and thought leadership; and Global Advisory Training where she worked with subject matter experts in internal audit, cybersecurity, IT, enterprise risk and the instructional designers to build training. She graduated from The Ohio State University with her MAcc and Marietta College with a Public Accounting major and Leadership Studies minor.

Recently, in an exclusive interview with CXO Magazine, Melissa shared insights into her inspiration behind working in the fast-food industry, highlighting the legacy of leaders like Dave Thomas and the industry's constant evolution to meet customer demands. Melissa discussed digital transformation's significant impact in QSR, like mobile apps and AI ordering, shaping customer experiences and business insights. She also shared her favorite quote, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Relationships matter. Creating stronger connections with customers comes down to the interactions people have with the restaurant crew and serving up delicious food

Hi Melissa. What inspires you most about working in the fast-food industry, and how do you see it evolving?

The quick service restaurant (QSR) industry is a staple in the economy and has some prominent, recognizable brands that people love, due in part to some of the legends whose legacies live on such as Wendy’s founder, Dave Thomas. I am inspired by this legacy and the caliber of leaders over the years in QSR that have impacted peoples’ day-to-day lives. This industry is highly competitive and constantly evolving to meet customers’ demands, with each brand working to differentiate themselves from the others to drive customer loyalty and love. I believe the core piece in QSR is to understand what is important to the customer today may or may not be as important to tomorrow’s customer. There are so many variables that we are constantly trying to manage: costs, customer experiences, speed of service, food quality, menu offerings, health fads, etc. Learning how to juggle these variables to meet the current needs will never go away, but how do we leverage technology to assist with that juggling will continue to be the biggest change and opportunity I see in this space.

What do you love the most about your current role?

I love the variety of work and relationships I build across the organization. Leading the Internal Audit function allows me to review all facets of the business and constantly learn something new. What new technologies are we deploying? How do restaurants operate and manage risks? What security measures are we employing to combat hackers? How are we ensuring appropriate controls to ensure the financials are accurately reported? Have we

thoroughly tested new system implementations prior to go live? Internal auditors can help the business think through risks and make sure appropriate controls are in place, finding the right balance between control costs and risk exposure. As I build out relationships across the business during audits or reviews, I am passionate about having audit be viewed as a partner and sounding board. When we can work together, we can make better decisions as an organization and drive meaningful change.

What role has digital transformation played in business strategy for major fast-food chains, and how do you envision its future impact?

Digital transformation has been huge in QSR. For example, mobile apps to order and leveraging AI take to take orders so crew can focus on friendliness and accuracy. With all of those digital orders, we now have better insights into customers’ preferences, habits, etc. and can leverage that to help tailor innovation with new products or marketing campaigns. This has truly been a game changer and will continue to shape the industry and how we evolve to meet customers where they are.

How can companies in fast-food foster stronger connections with customers and communities?

Relationships matter. Creating stronger connections with customers comes down to the interactions people have with the restaurant crew and serving up delicious food. Were the crew friendly and inviting or indifferent? Was my order made accurately and timely? Did the register operator smile and provide a warm welcome? Building those small connections

make a huge difference and will drive loyalty. Similarly, being present in the local communities helps to build brand awareness and goodwill, which in turn creates loyalty. Showing up to provide donations whether monetary or food in the community means we care about people and doing what is good for others vs. purely thinking about profits and the bottom line.

Looking back, what accomplishments in your career are you most proud of, and why?

Being named to the Top 50 Women Leaders in Columbus in 2025 is pretty amazing and highlights my biggest achievement after a culmination of a lot of steps along the way. Personally, I have had some big hurdles to overcome over the years with family health matters. In those moments, I had to act as caregiver, but at the same time not lose my career momentum. Somehow, I managed to juggle it all and not drop a ball, which makes me proud. And through those experiences, I had career opportunities that I am not sure I would have had otherwise (thinking of my two Global rotations at EY), which really helped shape the professional I am today. In fact, those personal experiences have made me passionate about companies supporting caregivers, and I helped launch GiveCare, our caregiver employee resource group at Wendy’s three years ago. I think all those experiences helped me earn that recognition alongside an impressive list of leaders in Columbus.

What is your favorite quote?

This is a tough one. I will say over time, I always default to Shakespeare’s “To thine own self be true.” Too many times, people become unhappy

Don’t be afraid to speak up if you have an idea or think there is a better way to do something

and lose themselves due to a job or relationship and end up just going through the motions. It is important to know yourself and what makes you tick, what makes you happy, what you are passionate about. If you can find work that meets those criteria, then work is not a chore, and you will be more fulfilled. Additionally, as a leader, I want to inspire my team and help them grow in their careers. If I am not authentic or

happy, then I do not believe I can show up as the leader my team wants or deserves.

What are your passions outside of work?

I am passionate about giving back and mentoring others, including helping students understand alternative career paths (such as internal audit). Over the years, I have been very involved in my professional organization

(The Institute of Internal Auditors) and have held various positions with our local chapter, including Board Chair. I have gone back to my college campuses (undergrad and grad) to talk to students and mentor. On a more personal side, my 6-year-old daughter keeps my husband and me busy with her activities and I love watching her develop her personality and grow into a pretty awesome human being. Being present in her life to support her activities is extremely important to me, while also role modelling how to balance a career and a family that she can aspire to someday.

Where do you see yourself in the next 5 years?

For me, I love my role as a Chief Audit Executive. Therefore, I see myself in the same role but continuing to expand upon my influence, drive further business insights, build more relationships, and understand how the business landscape is changing to stay relevant as I help my company and team be the best it can be.

What advice would you give to young professionals aspiring to leadership roles in the food service or retail sectors?

Always learn. The world is changing at a rapid pace, and professionals never stop learning. As you begin your career, you should be asking a lot of questions, researching topics to get yourself informed, and stay curious. Don’t be afraid to speak up if you have an idea or think there is a better way to do something. Again, the world is evolving quickly and how things were done in the past will not be how we do them in the future, so if you have insights or a fresh perspective, you can help a team or organization improve.

Transforming Healthcare through Employee Well-Being

Evan Thoman, MS, PMP, CWP, is the Chief Well-Being Officer for Emory Healthcare, leading the strategic direction of the WHSC Office of Well-Being (EmWELL). With over 15 years of experience in the healthcare, government, and nonprofit sectors, he has developed nationally recognized programs that enhance workplace culture, resilience, and organizational performance. Evan also serves as Co-Chair of the American Nurses Association’s Healthy Nurse, Healthy Nation initiative. He holds degrees from Marshall University and is pursuing a Ph.D. in healthcare leadership from Liberty University.

Recently, in an exclusive interview with CXO Magazine, Evan shared insights into his career focused on well-being leadership in healthcare. He also shared his favorite quote, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Evan Thoman

Vice President, Chief Well-Being Officer, Emory Healthcare

Technology plays a vital role in enhancing well-being by allowing healthcare organizations to scale well-being support, reduce burden, and deliver resources more efficiently

Hi Evan. What inspired you to focus your career on well-being leadership in healthcare?

My career has spanned several industries, but I’ve found that my greatest sense of professional fulfilment and joy comes from supporting the well-being needs of healthcare workers. I have witnessed firsthand how burnout and chronic stress have eroded the joy of practice for so many healthcare workers. What struck me was that these challenges were not the result of individual failures, but of systemic issues in how work was organized and supported. I realized that if we could redesign those systems with well-being at the center, we could better protect the health of the workforce while also improving the care delivered to patients. That realization continues to inspire my work today.

What do you love the most about your current role?

What I love most about my current role is the opportunity to create meaningful change through interdisciplinary collaboration. Every day, I have the privilege of working alongside physicians, nurses, researchers, and staff from various fields within the health sciences.

What do you believe are the biggest barriers to achieving optimal well-being for healthcare workers today?

I believe the biggest barriers remain systemic inefficiencies and administrative burden. Too often, workplace well-being is framed as an individual responsibility rather than an organizational one. The daily frictions our employees encounter, such as duplicative processes, unnecessary hurdles, and inefficient

systems, steal their joy and ultimately impact productivity, engagement, and patient outcomes. Until we treat well-being as a core strategic priority, we will continue to see strain across our workforce.

What role do you see technology playing in enhancing well-being programs and support for healthcare employees?

Technology plays a vital role in enhancing wellbeing by allowing healthcare organizations to scale well-being support, reduce burden, and deliver resources more efficiently. Artificial intelligence and automation can reduce administrative inefficiencies, the very frictions that erode joy and productivity, while digital tools can better connect employees with support and resources. When implemented thoughtfully, technology doesn’t replace human connection; it strengthens support teams more effectively and builds a culture where clinicians and staff can truly thrive.

Congratulations on being recognized as one of the Rising Stars: 100 Healthcare Leaders Under 40 in 2025. Our readers would love to know the secret sauce behind your success.

Thank you, it’s truly an honor. If there is a “secret sauce,” I would say it comes down to purpose, people, and persistence. I have been fortunate enough to work with colleagues who challenge me to think bigger and stay grounded in the importance of why this work matters: improving the lives of those who care for others. I also strive to lead with consistency and humility, recognizing that change in healthcare requires time, patience, and trust.

Ultimately, any recognition is a reflection of the collective effort of many people working toward a shared mission of creating healthier, more people-centered organizations.

How do you stay current with best practices and innovations in workplace well-being and healthcare leadership?

I stay current by staying connected to the research, the field, and the people driving innovation. I regularly engage with national collaboratives, such as the National Academy of Medicine’s Clinician Well-Being Collaborative and the Professional Well-Being Academic Consortium (PWAC), which provide invaluable opportunities to exchange ideas and benchmark best practices. Equally important, I learn from peers across academic medicine, sharing what works, what doesn't, and how other systems are measuring the impact of this work.

What is your favorite quote?

While it’s not a quote, one of the lines that has always inspired me comes from Isaiah 6:8: “Then I heard the voice of the Lord saying, ‘Whom shall I send, and who will go for us?’

And I said, ‘Here am I. Send me.’” I have always connected with that verse because it speaks to the importance of stepping forward when there’s work to be done, in the service of purpose. For me, it reflects what leadership in healthcare is truly about: answering the call to serve others and lead with conviction, even when the path isn’t easy.

What

are your passions outside of work?

Outside of work, my greatest passion is my family. I’m a husband and a dad, and spending

time with them is always my priority. We love spending time outdoors together, whether it’s enjoying the beach or the mountains. Personally, I’m also passionate about strength training and ultra-distance running, which challenge me physically and mentally and give me the same sense of purpose and discipline that I bring to my professional life. These activities keep me grounded, balanced, and energized for the work I do.

Where do you see yourself in the next 5 years?

In the next five years, I see myself continuing to advance the field of organizational well-being both within my institution and across academic medicine more broadly. My goal is to strengthen the evidence base for what drives professional fulfilment and operational excellence, bridging the gap between research and real-world implementation. Ultimately, I see myself leading large-scale, data-informed initiatives that demonstrate how investing in people leads to stronger teams, better outcomes, and more sustainable organizations.

What advice would you give to other healthcare leaders looking to prioritize employee well-being?

My advice to healthcare leaders is to approach well-being as a long-term strategic commitment and not a short-term initiative. Results take time when the goal is to address and advocate for organizational issues, especially those rooted in culture and systems. Start by listening to understand the daily frictions that impact your teams and recognize that burnout is often the result of systemic

Ultimately, I see myself leading large-scale, datainformed initiatives that demonstrate how investing in people leads to stronger teams, better outcomes, and more sustainable organizations

inefficiencies and misaligned priorities, not individual shortcomings. Integrate well-being into the same conversations as safety, quality, and operations, and hold leaders accountable for progress. Above all, model the behaviors you want to see. Sustainable change occurs when leaders remain consistent and authentic in their approach.

Wa n t t o S e l l o r ﬁ n d

I nve s t o rs f o r yo u r

B u s i n e s s ?

Shaping the Future of Financial Services through CX Innovation

Gail Russell is a global financial services executive. With over 15 years of experience in the financial services industry, she has developed expertise in customer strategy, P&L management, product and proposition development, digital innovation, risk management and distribution. Gail has held executive leadership positions in global, regional, and market roles across Europe, North America, Africa, and Asia, demonstrating a profound ability to navigate complex business environments. Most recently at HSBC she was Global Head of CX and Channels and prior to HSBC, she served as the Regional Head of Liabilities at Standard Bank and led Banking Products and Proposition at Citi. Her career also includes roles at Lloyds Banking Group and TD Bank. Having lived in Toronto, Johannesburg, Paris, and London, Gail brings a diverse international perspective to her work, driving impactful customer-centric strategies that enhance user experiences and growth.

In an exclusive interview with CXO Magazine, Gail shared profound insights into her career journey, leadership philosophy, and vision for the future. Gail emphasized her leadership style centers on clarity, authentic communication and empowering teams, driven by a desire to create thriving environments with purpose and integrity. She also shared her favorite quote, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Gail Russell

Can you walk us through your career journey and what led you to become a global executive leader?

My journey has been shaped by a deep desire to make an impact, seek different perspectives and push myself to grow coupled with a curiosity about how people, cultures, and businesses adapt and grow in changing environments.

I began my career in retail banking, gradually building expertise across strategy, product, proposition, customer experience, marketing and distribution. Along the way, I was fortunate to work for some of the world’s most respected financial institutions — including Lloyds Banking Group, TD Bank, Citi, Standard Bank, and then HSBC, where I spent nearly a decade in global executive roles.

What has driven me throughout is a desire to be part of and create environments where people can thrive, where teams are connected to a shared purpose, and where commercial success is delivered with integrity. I’ve led teams through ambiguity, through crisis, and through growth — and I’ve learned that the quality of leadership is felt most in moments of change.

I’ve developed into a global executive leader by following opportunities and not being afraid to take risks. I see leadership not as a position, but as a responsibility — to shape culture, create clarity, and deliver value for both customers and colleagues.

Can you describe your leadership style and how you motivate and develop your team?

My leadership style is grounded in clarity of strategy and purpose, authentic communication, and a deeply supportive approach to developing people.

I believe that when teams understand not just what we’re doing but why we’re doing it — and how their role contributes — they’re far more motivated to deliver. I focus on setting a clear and compelling direction, bringing others on the journey, and ensuring we stay anchored in the outcomes that matter most to our customers and our business.

I communicate openly and with intent — whether it’s celebrating wins or navigating challenges, I believe in being transparent, consistent, and human. That authenticity builds trust and psychological safety, which I see as essential foundations for high performance.

I also lead with courage — whether that means making tough calls, challenging the status quo, or encouraging others to take bold steps. And I set high standards, both for myself and my team, because I know that excellence comes not from pressure, but from shared ambition.

I take pride in coaching, creating space for growth, and helping people see the potential in themselves that they may not yet recognise. I’ve always believed that high-performing cultures are not built on control, but by leading in a way that unlocks confidence and builds capabilities, empowering individuals and teams to be the best they can be.

Where do you see yourself in the next five years?

In five years, I see myself leading a business at scale — ideally as a CEO or divisional CEO, where I can bring together my experience in customer strategy, commercial delivery, and cultural transformation to drive sustainable growth.

I’m passionate about creating organisations that are customer-led, commercially ambitious,

and grounded in purpose. My focus over the next few years is to deepen my impact in executive leadership, grow high-performing, inclusive teams, and shape propositions that truly resonate with customers.

My ambition is to lead with clarity, courage, and care — creating both commercial value and lasting cultural impact. I see my next chapter as a critical platform to stretch, deliver, and prepare for that next step.

What advice would you give to aspiring leaders in the fintech industry?

My advice would be: stay customer-obsessed, lead with integrity, and never stop learning.

Fintech moves fast, but leadership is still about people. Whether you’re scaling a startup or shaping a new platform, always stay anchored in the real needs of your customers. The most successful leaders I’ve seen are those who combine technical innovation with deep human insight.

Second, lead with clarity and integrity. In fast-growing or disruptive environments, it’s tempting to prioritise speed over substance.

But your culture and values will ultimately define your success.

Third, surround yourself with people who challenge you. Diversity of thought, perspective, and experience is not a nice-to-have — it’s a competitive advantage, especially in fintech, where the landscape is constantly shifting.

Finally, stay curious. The best fintech leaders I know are ambitious, humble, and always learning. They take risks, ask great questions, and build teams who feel empowered to do the same.

What trends do you see shaping the future of business, and how can organisations stay ahead?

Several powerful trends are shaping the future of business — especially in industries like financial services. I see three major forces accelerating change:

First, the rise of AI and intelligent automation is transforming how we work, engage customers, and make decisions. Organisations that harness AI ethically and embed it into their operating model, not as a bolt-on but as a core capability will have a clear advantage.

My leadership style is grounded in clarity of strategy and purpose, authentic communication, and a deeply supportive approach to developing people

The people who have inspired me most are those who stay true to their values, create space for others to thrive, and have the courage to do what’s right even when it’s hard

Second, customer expectations are evolving faster than ever. Simplicity, personalisation, and purpose now sit alongside price and product. The brands that win will be those that create seamless, human-centred experiences powered by real-time insight.

Third, talent and culture have become true differentiators. In a world of hybrid work, rapid change, and generational shifts, companies need to invest in leadership, inclusion, and wellbeing — not just tech and transformation.

To stay ahead, organisations must become more adaptive, more purpose-led, and more connected — listening constantly, experimenting boldly, and acting with clarity. The future belongs to businesses that can combine agility with authenticity.

What is your favourite quote:

“The best way to predict the future is to create it.” – Peter Drucker

This quote has always spoken to me — not just as a leader, but as a person. It captures something I’ve lived throughout my career: that meaningful progress doesn’t come from waiting or watching, but from stepping forward and shaping what comes next.

I’ve taken risks — moving countries, changing sectors, stepping into roles that didn’t yet have a blueprint. From Toronto to Johannesburg, Paris to London, I’ve built my career by saying yes to the unknown and backing myself to make it work. Those decisions weren’t always easy, but they’ve stretched me, shaped me, and given me the perspective and resilience I carry into leadership today.

Whether launching new propositions, leading global CX and channel transformation, I’ve never been content with business-as-usual. I’m motivated by the chance to build, to lead change with purpose, and to create value that lasts.

This quote grounds me in that mindset and reminds me that the future I want to be part of, is one I have to help create.

What are your passions outside of work?

Outside of work, I find delight in the natural world and the creative world and often where the two meet. I spend a lot of time outdoors with my Labrador, Oaty, who keeps me grounded, present, and never far from a muddy park or coastal walk. Being in nature is where I recharge it brings me perspective and calm.

I’m also passionate about photography, particularly capturing light, landscapes, and everyday life moments of beauty. I’ve always been drawn to architecture and design from clean, modern lines to beautifully crafted detail and I love exploring cities, homes, and hotels that express creativity through space and material.

So, whether it’s through a lens, a walk in the woods, or a beautifully designed object, I’m inspired by things that are thoughtful, intentional, and quietly powerful, which I use as inspiration for how I lead my life, both in work and outside.

What has been your most career defining moment that you are proud of?

One of the most defining moments in my career was taking Customer Experience to the Board of HSBC and making it a true strategic priority.

When I first stepped into the global CX role, customer experience was often seen as important, but not always visible at the very top of the organisation. I worked with my team to build a model that combined customer insight, cultural change, and commercial discipline, and we were able to demonstrate with clarity how improving experiences directly drives growth and performance.

The turning point was presenting this at board level, gaining sponsorship from the

very top, and embedding CX into the bank’s global strategy. Seeing it go from a concept to a non-negotiable business lever was incredibly rewarding.

The pride in achieving this is not just the shift in visibility, but the impact it created: our model went on to win “Best Global CX Model” from The Digital Banker, and more importantly, it empowered thousands of colleagues across more than a dozen markets to lead change with customers truly at the centre.

It reinforced for me that when you align purpose, people, and performance, you can create cultural shifts that last.

Have you had any mentors or role models who have influenced your career path?

I’ve been fortunate to have several mentors and role models who have shaped my journey, both directly and indirectly.

Some have been formal mentors who invested their time in coaching me, challenging me to think bigger, and encouraging me to take risks — whether that meant moving countries, stepping into a new discipline, or having the confidence to lead at scale. Others have been leaders I observed closely: those who led with clarity, who made courageous decisions, and who balanced ambition with empathy.

I’ve also learned from role models outside my immediate workplace — individuals who showed me that leadership is not about hierarchy, but about impact. The people who have inspired me most are those who stay true to their values, create space for others to thrive, and have the courage to do what’s right even when it’s hard.

Those influences have shaped how I aim to lead today: with clarity of purpose, high standards, and a supportive, authentic style.

Shaping the Future of Retail through Technology

Yevgeni Tsirulnik is Senior Vice President of Grocery & General Merchandise Innovation at Toshiba Global Commerce Solutions. With over two decades of experience in retail technology, he has led the development of next-generation commerce platforms, AI-powered solutions, and edge innovations that are redefining how retailers operate. An inventor with multiple patents and a contributor to Forbes Technology Council, he is recognized as a thought leader in AI, computer vision, and automation for retail. Passionate about bridging technology with human experience, Yevgeni is committed to creating solutions that deliver impact today and shape the future of commerce.

Recently, in an exclusive interview with CXO Magazine, Yevgeni shared insights into his vision for retail technology and commerce solutions. With over two decades of experience, Yevgeni discussed how AI and computer vision are redefining the retail industry, enabling seamless shopping experiences, and driving sustainability. Yevgeni also shared his passion for mentoring the next generation of leaders and building teams that thrive on curiosity and bold ideas. The following excerpts are taken from the interview.

Yevgeni Tsirulnik

Hi Yevgeni. What inspires you most about working in retail technology and commerce solutions?

What inspires me most is the chance to create retail breakthroughs that redefine the industry. The introduction of the first self-service store forever changed how people shop. The same was true when the UPC barcode appeared in the 1970s as a brilliant solution for a time when computers couldn’t “see.” If image recognition had been mature then, barcodes might never have been needed. The arrival of the first credit card was another turning point, reshaping payments and the entire relationship between retailers and customers.

Today, AI and computer vision are bringing the next leap. We no longer need symbols or workarounds since technology can recognize products and behaviors directly. Just as barcodes and credit cards became the backbone of modern

commerce, AI is becoming the new foundation. That opportunity to help define the next standard for retail is what inspires me.

What do you love the most about your current role?

What I love most about my role is the ability to connect vision with execution. I get to look ahead at where technology is going, imagine what commerce could look like, and then actually bring those ideas to life. In my position, that means driving the journey end to end from the spark of an idea, to shaping it into a real solution, and then delivering commitments to retailers. That 360-degree accountability is both a responsibility and a privilege.

Just as important, I get to work alongside amazing people who are inspired, committed, and act as true partners. Leading teams where

Watching bold ideas transform into innovations that scale in the market is the most rewarding part of what I do

curiosity and problem-solving drive everything is energizing. Watching bold ideas transform into innovations that scale in the market is the most rewarding part of what I do.

How do you envision the future of grocery shopping evolving with technology?

I see grocery shopping evolving into an experience where the barriers between people and what they need simply disappear. Instead of lines, interruptions, or complicated steps, the store will become fluid—everything available when and how the shopper wants it. Technology will no longer feel like a tool; it will feel like part of the environment, anticipating and adapting in real time, while also making the store a safer and more trusted place to shop.

At the same time, the human role will only grow in importance. AI will handle complexity, but people will bring connection, trust, and empathy. The future won’t be about replacing one with the other—it will be about creating a harmony where technology amplifies human strengths. When that happens, shopping will shift from being a task to being an experience that feels natural, personal, safe, and even enjoyable.

How can retail technology contribute to broader goals like sustainability?

Retail technology has the potential to make sustainability practical, measurable, and scalable. Smarter systems can dramatically reduce food waste by predicting demand and aligning supply with real customer needs. Intelligent automation can lower energy use, from optimizing refrigeration and lighting to streamlining logistics. Even the way we design infrastructure matters by moving computers to the far edge,

we eliminate the need for bulky, energy-hungry servers in every store, cutting power consumption while increasing performance.

But sustainability isn’t only about efficiency. It’s also about transparency and responsibility. With real-time data, retailers can see their environmental footprint as clearly as they see sales figures. That visibility enables action whether it’s reducing carbon emissions, sourcing more responsibly, or making smarter packaging choices. Technology turns sustainability from a slogan into an operating model that respects resources, empowers communities, and ensures growth doesn’t come at the planet’s expense.

What accomplishments in your career in retail technology are you most proud of?

I’ve proudly been part of three generations of retail platforms, starting from the days of simple point-of-sale systems, evolving into large-scale commerce platforms, and now into AI-native solutions that operate at the edge. Each stage solved problems in ways that were only possible with the technology of its time.

In many ways, this evolution mirrors the broader phases of the Industrial Revolution with mechanization, automation, and now intelligence. I’m proud to have contributed at each step, helping shape how retail adapts to these transformations. What makes me most proud is that the work has never been about technology for its own sake but about turning bold ideas into solutions that scale, endure, and define the next chapter of commerce.

What skills or qualities are essential for leaders in retail technology sectors?

Leaders in retail technology need a balance of vision and pragmatism. You have to see where

the industry is heading, and inspire others with that vision, and translate it into practical solutions that scale. Adaptability is critical, because retail moves fast, and the ability to pivot quickly while keeping teams aligned makes the difference between leading and lagging.

For me, success is not just measured by the platforms we create, but by the people and culture we build to carry retail into its next chapter. That, to me, is the true legacy of leadership

Equally important is having the right people around you—committed, curious, and unafraid to challenge ideas. The best leaders create an environment where taking risks is encouraged and outcomes are treated as part of progress. I believe in the two-door approach: some decisions are reversible and should be made fast, while others are irreversible and deserve more care.

Leadership is also about listening. Listening internally to your teams, externally to the market, and always learning. Above all, it’s about accountability. A true leader owns the journey end to end: from shaping the idea, to making commitments, to ensuring those commitments are delivered. That combination of vision, courage, accountability, and humility is what drives real transformation.

What is your favorite quote?

One of my favorite quotes is from Albert Einstein: “Imagination is more important than knowledge.

For knowledge is limited, whereas imagination embraces the entire world.” This resonates with me because knowledge explains what is, but imagination opens the door to what could be.

In retail technology, imagination is what allowed us to move from simple point-of-sale systems to global commerce platforms, to today’s AI-native solutions. Each leap forward began not with having all the answers, but with daring to ask, “What if?” For me, imagination is not the opposite of knowledge but more of the force that pushes knowledge into new territory. That belief has guided me through every stage of my career.

What are your passions outside of work?

Outside of work, my greatest passion is spending time with my family and friends. They keep me grounded and remind me why the work I do matters. I also love traveling and exploring new places, which constantly broadens my perspective and fuels new ideas. Hiking and racquetball are part of how I recharge—they give me energy and balance.

Even in my personal time, I find myself drawn to AI and emerging technologies. For me, curiosity isn’t confined to the office—it’s part of who I am. The overlap between my professional work and personal interests is what keeps me inspired; learning and discovery are both my career and my hobby.

Where do you see yourself in the next 5 years?

In the next five years, I see myself helping lead retail through one of its most important transformations where AI becomes the new foundation of commerce, much like the barcode

once became the backbone of modern retail. My focus will be on making sure this shift is not only about technology, but also about building trust and creating experiences that feel natural and human.

At the same time, I want to invest deeply in people by mentoring the next generation of leaders and building teams that thrive on curiosity, accountability, and bold ideas. For me, success is not just measured by the platforms we create, but by the people and culture we build to carry retail into its next chapter. That, to me, is the true legacy of leadership.

What advice would you give young professionals aspiring to leadership in retail tech?

My advice is to stay endlessly curious. Retail technology is evolving so quickly that what you know today will not be enough tomorrow. The leaders who thrive are the ones who never stop learning—from people, from the market, and from every success and failure along the way.

Don’t be afraid to take risks. Some of the most important innovations begin as ideas that seem unrealistic at first. Failure is not the opposite of progress; it’s part of it. The key is to learn fast and keep moving forward.

Most of all, widen your knowledge. AI is changing the skills that matter most. Understand what AI will never be able to do like empathy, creativity, judgment, and leadership, and focus on strengthening those areas. Technical skills will evolve with every generation of technology, but these human skills will always be the foundation of leadership. In the age of AI, the true differentiator will not be machines, but people who know how to guide them.

Translating Strategy into Measurable Impact

Erin O’Callaghan is Chief of Staff and Head of Strategy & Operations for Pure’s Integrated Operations, known for aligning senior leaders and turning strategy into execution with clear outcomes. She leads Women@Pure, launched a Women in Integrated Operations mentorship program, and drives community impact with the Pure Good Foundation. Previously, she led executive communications for the COO, CRO, and CCXO, and held leadership roles at Adobe and Cisco. A San José State graduate, she began in sports and entertainment with MTV Networks and the NHL’s San Jose Sharks. Bay Area–based, she’s a committed philanthropist, lifelong horse enthusiast, and connector who builds inclusive, highperforming teams.

Recently, in an exclusive interview with CXO Magazine, Erin shared insights into her background, leadership approach, and perspectives on technology trends. She emphasized the importance of clarity, metrics-driven storytelling, and inclusive leadership in today's fast-paced business landscape. Erin also highlighted the role of AI and automation in accelerating execution, while stressing the need for strong data governance and cyber resilience. The following excerpts are taken from the interview.

Erin O'Callaghan

Integrated Business & Revenue Operations Director, Pure Storage

Hi Erin. Please tell us about your background and areas of interest. My background is rooted in communications across sports and entertainment, with the majority of my career in high tech. I’ve worked in media relations as well as led executive, employee, customer, and crisis communications. I bring strong influencing skills and apply executive coaching to help leaders sharpen narratives, surface trade-offs, and align around what matters. I drive clear decisionmaking by establishing objectives, decision rights, and success metrics—creating a cohesive narrative thread that translates strategy into actionable

communication so every audience understands the “so what” for the end user.

What do you love the most about your current role?

I’m most energized by translating strategy into execution that creates clear, measurable impact for the business. I take a rigorous, solutionsoriented approach to complex problems and drive crossfunctional alignment—ensuring teams, stakeholders, and executives are coordinated and informed through concise, outcomefocused communication. Ultimately, I’m accountable for the outcomes and the clarity

In communications, clarity wins: concise, asynchronous updates and metrics-anchored storytelling that make decisions and trade-offs explicit

it takes to achieve them. And having an amazing manager who is supportive, pushes me to be better and recognizes my work.

What trends in technology, communication, or leadership do you find noteworthy for professionals today?

The most relevant trends center on AI and automation accelerating execution—grounded in strong data governance and cyber resilience to ensure trust and ROI. In communications, clarity wins: concise, asynchronous updates and metricsanchored storytelling that make decisions and tradeoffs explicit. In leadership, it’s outcomes over outputs—practice inclusive leadership, create psychological safety, and prioritize ruthlessly to speed crossfunctional delivery. In a hybrid work world, durable operating rhythms matter: clean cadences, crisp accountability, and transparent roadmaps that tie strategy to execution. And always keeping it short and simple (KISS) – attention spans are reducing to seconds these days.

From your perspective, what factors are critical for fostering collaboration among diverse teams?

Effective collaboration across diverse teams starts with a clear, shared set of outcomes and explicit decision rights—who decides, who contributes, and how trade-offs are made. It thrives in an environment of psychological safety and inclusive rituals (rotating facilitation, equitable airtime), supported by a steady operating cadence and a single source of truth for plans, owners, and measurements/KPIs. Make collaboration work across time zones with asynchronous norms (concise briefs, documented

decisions), interoperable tools, and transparent metrics that reinforce one team, one scoreboard. Finally, align incentives and establish and more importantly allow and foster constructive conflict norms so healthy debate accelerates outcomes instead of slowing them down.

How has your experience with executive coaching influenced your leadership?

Executive coaching has deepened my selfawareness and shifted my approach from problem-solver to coach and catalyst—asking sharper questions, listening for what’s unsaid, and empowering leaders to own outcomes. It reinforced the discipline of clarity (purpose, decision rights, success metrics) and a cadence of accountability without micromanagement. I’ve helped build more inclusive teams by normalizing feedforward, aligning on tradeoffs early, and separating performance feedback from personal worth. Most practically, coaching strengthened my resilience and energy management, enabling steadier decisions under pressure and more consistent strategy-toexecution results.

What is your favorite quote? "There is nothing permanent except change." Heraclitus, Ancient Greek, pre-Socratic, Ionian philosopher

What are your passions outside of work?

Outside of work, I recharge by riding my three horses and caring for my ranch—the rhythm of the barn (and horses that always test me) keeps me grounded. I’m equally passionate about philanthropy and year- round volunteering, supporting causes such as Susan G. Komen, Cops Care Cancer and other charitable foundations

I would like to broaden my scope through executive advisory or selective board engagements, especially where AI, data governance, and cyber resilience intersect with operating discipline and communications

in support of women that strengthen our communities and create opportunities for others.

Where do you see yourself in the next 5 years?

In five years, I see myself as a lifelong learner in my mid-to-late 50s, continuing to convert strategy into execution at scale while developing the next generation of leaders. I plan to deepen my impact in inclusive leadership—expanding mentorship programs, strengthening women’s pipelines, and elevating clarity, accountability, and outcomes across diverse teams. I would like to broaden my scope through executive advisory or selective board engagements, especially where AI, data governance, and cyber resilience intersect with operating discipline and communications. Equally important, I’ll keep giving back through philanthropy and year- round volunteering—and stay grounded

by riding my three horses and caring for my ranch. Above all, my goal is simple: keep learning, keep leading, and keep adding value wherever I am in my career.

What guidance would you offer someone aspiring to lead strategic operations or serve in a Chief of Staff capacity?

Leading strategic operations—or serving as Chief of Staff—requires agility, uncompromising clarity, and a versatile multitool approach that prioritizes what moves the business, codifies decision rights, and sustains a dependable operating cadence from strategy to delivery. Focus on outcomes over outputs, pair narrative with metrics to make tradeoffs explicit, and be the calm force multiplier who unblocks teams, accelerates crossfunctional execution, and keeps governance, risk, and ROI aligned— so your team(s)/company runs smoothly and scales confidently.

Cultivating Next-Gen Leaders in Payments

Tulsi Narayan is the Executive Vice President of Commercial and New Payment Flow business, Europe, where she leads growth for market-leading assets and solutions focused on B2B and cross-border transactions. Her team drives innovation in a fast-evolving landscape, offering solutions across commercial cards (including SME, T&E, Purchasing, Fleet, and Virtual), B2B payables and receivables, bill payments, and both domestic and cross-border money movement. Previously, Tulsi led the Europe Security Solutions team, scaling solutions including AI-based fraud tools, Cyber Security, and Scam Fraud. Before joining Mastercard, Tulsi was a strategy consultant with Bain & Co. and Kearney and was a corporate banker at Lloyds Bank managing a portfolio of FTSE 250 customers in the Industrials sector. Tulsi holds an MBA from the Indian Institute of Management, Ahmedabad and has an undergraduate degree in Electronic Engineering from Mumbai University.

Recently, in an exclusive interview with CXO Magaizne, Tulsi shared insights into her career journey in financial services and payments. She stressed the importance of mentorship in her own career and her commitment to nurturing talent, particularly women and underrepresented groups. She also shared her favorite quote, personal hobbies and interests, future plans, and much more. The following excerpts are taken from the interview.

Tulsi Narayan

Executive

Vice President

of Commercial and New Payment Flow business, Europe, Mastercard

Can you walk us through your career journey, and what led you to become a leader in the financial services and payments industry?

My career journey has been anything but linear, but that’s what has made it so rewarding. I started in consulting, where I developed a deep appreciation for problem-solving and client relationships, and that experience then drew me into financial services. Payments fascinated me because it sits at the intersection of technology, commerce, and human behaviour. Over time, I was fortunate to take on roles that challenged me, to lead diverse teams, and to shape strategy in a rapidly evolving space. This ultimately led me to Mastercard, where I now have the privilege of helping transform the future of commercial payments and solutions across Europe.

What do you love the most about your current role?

Without a doubt, the people. I get to work with incredibly smart, passionate, and innovative colleagues across the region. Every day brings new challenges and I love that my role allows me to connect strategy with impact, whether that be modernising how money moves through supply chains or delivering innovative, smart and trusted solutions that make the commercial payments experience seamless.

How have you seen the payments industry change since you started your career?

When I began my career, many markets were still largely cash-driven, and digital was seen as a niceto-have. Today, contactless, mobile wallets, and real-time payments are the norm, with security advancements like tokenization, biometrics, and

AI reshaping how we protect transactions. At Mastercard, we’ve played a key role in driving this transformation, enabling more secure, accessible and smart payment experiences across both consumer and commercial spaces. And the pace isn’t slowing, it’s only accelerating.

What trends do you see in consumer behaviour that are influencing digital payment solutions in the world?

Consumers are driving significant change across the payments landscape, shaping how we design and deliver payment solutions today. They want seamless, frictionless experiences, whether that's one-click online purchases, in-app transactions, or contactless payments. As digital adoption grows, so does trust in these solutions, but it's matched by rising expectations around privacy and security.

These shifting behaviours also aren’t limited to consumers; they’re increasingly influencing the world of commercial payments as well. Businesses now expect the same speed, simplicity, and transparency in their payment operations, driving a transformation in how corporate payment infrastructure is designed and delivered.

What role has mentorship played in your career, and do you mentor others?

Mentorship has been instrumental in my career. I’ve had leaders who saw potential in me before I fully saw it in myself, encouraging me to take risks and grow through new opportunities. That’s why I’m deeply committed to mentoring others, particularly women and underrepresented talent in the industry.

Mastercard has been a place where I can grow while helping others do the same, driven

Mastercard has been a place where I can grow while helping others do the same, driven by our purpose to be an employer of choice and “Connecting everyone to Priceless possibilities.”

by our purpose to be an employer of choice and “Connecting everyone to Priceless possibilities.”

I’m proud to be part of a company that’s creating a workplace where everyone can align their passions with their potential. It’s not just about offering advice, but about opening doors, creating networks and instilling confidence.

How do you stay updated with technological advancements like AI in your field?

I stay informed by maintaining a strong sense of curiosity and a commitment to continuous learning, through reading widely, listening to podcasts, or engaging in conversations with thought leaders. In my role, I also collaborate closely with our product and technology teams and regularly connect with fintechs and startups that are pushing the boundaries. Being at Mastercard offers a front-row seat to innovation, not just as a concept, but in real-world applications.

What is your favourite quote?

One that’s always resonated with me is “You have to dream before your dreams can come true” by

Dr. A.P.J. Abdul Kalam. It’s a reminder that mindset matters and for any accomplishment, there must be the courage to imagine it.

What are your passions outside of work?

Spending time with family comes first. I also have a deep appreciation for nature and anything to do with water; swimming, canoeing, or simply being outdoors. Those moments help me find perspective and maintain balance. Additionally, I enjoy exploring new cultures through food and travel.

Where do you see yourself in the next 5 years?

In the next five years, I see myself continuing to support innovation and shaping the future of payments, ideally at an even greater scale. I want to keep cultivating the next generation of leaders, championing diverse voices and creating opportunities for them to thrive in the industry. For me, success will mean I’m still learning, growing, and making a meaningful impact.

Driving Positive Change in Employee Healthcare

Greta Kessler, Vice President of Employee Health & Benefits at Marsh McLennan Agency, brings decades of experience in enhancing both clinical and financial outcomes for her employer clients. She specializes in customizing evidence-based population health and pharmacy programs designed to help employees reduce preventable diseases and effectively manage chronic conditions.

Greta is a strong advocate for collaboration, leveraging the resources and expertise at Marsh McLennan Agency to help clients save money, improve lives, and deliver greater value to healthcare plan participants and their families.

Recently, in an exclusive interview with CXO Magazine, Greta shared insights into her role as Vice President of Employee Health & Benefits, discussing the potential of employee healthcare to make a positive impact on people's lives, the challenges facing the industry, and the importance of data analytics and mentorship. The following excerpts are taken from the interview.

Greta Kessler

Vice President, Employee Health & Benefits, Marsh McLennan Agency

Hi Greta. What inspires you about the potential of employee healthcare to make a positive impact on people's lives?

Dealing with insurance can be challenging. Navigating the complex system of prior authorizations and red tape often leaves patients feeling hopeless. Our team is dedicated to serving employers, recognizing our responsibility not only to our clients but also to their employees and families.

When healthcare functions effectively, it reduces the risk of preventable diseases. Patients gain access to decision making tools and have financial barriers removed, enabling better management of chronic conditions. We witness the positive impact of this through lower costs and improved patient outcomes.

Imagine the difference a wellness program can make when it helps an employee receive an early diagnosis of breast cancer at stage one instead of stage three. This not only avoids a large claim and reduces costs for the employer but also significantly increases survivability. The benefits extend beyond the individual, positively affecting entire families and communities.

In disease management, stacking incentives help patients with chronic conditions like diabetes afford their care. For example, if a patient is effectively managing their condition and taking preventive steps, we can reward them by offsetting insulin costs.

Our team supports employers and employees by escalating payer denial appeals and assisting with prior authorizations during critical moments. While there are elements of the results that are out of our control, we work diligently to ensure our clients receive better value from the healthcare system.

These are the reasons I am passionate about my work. Our team is inspired by the opportunity to make a meaningful difference in people’s quality of life. Saving them money is a valuable bonus.

When our clients trust us to support their goals, we drive positive change together.

What do you love the most about your current role?

I work for an organization that empowers strong leaders to continue innovating and driving change, supported by a culture of client reinvestment. We recognize the challenges facing the insurance industry and see our role as disruptors—creating independent solutions that our clients need.

Simplifying a complex system with tangible results is the most rewarding part of my job. It is often difficult for CFOs, for example, to fully grasp the interconnected risks of Workers’ Compensation, Medical/Pharmacy, and Disability. Even more, managing diabetes, for instance, is complex, requiring frequent screenings and ongoing engagement. Patients with diabetes often develop multiple medical conditions over time, complicating care further. These examples show just how challenging it can be to identify and manage how one program may impact another when there isn’t a single reporting platform with consistent data across all these lines of coverage. Teams skilled in actuarial science, data analytics and clinicians help all our employee benefit consultants see the full picture.

We recently faced this with a client in the construction industry. We implemented a reward system for diabetes management, one of the client’s highest chronic medical conditions.

With the economy contracting and budgets under increasing pressure, I expect more employers will seek ways to work directly with healthcare systems

We saw a notable improvement in the severity of workers’ compensation claims. The reward system also closed gaps in healing time, reduced hospitalizations, and ensured well-managed care, in turn positively influencing both short- and longterm disability risk profiles.

What do you believe are the most significant challenges facing employee healthcare today, and how can they be addressed?

Many employers operate in the fully insured market. Having been in the industry for decades, I recall a time when a dozen carriers competed for employer-sponsored healthcare coverage. Today, that number has dwindled to four with a few regional plans and Kaiser Permanente available in certain pockets of the country. Carrier consolidation and the inability to control rising service costs have created an unsustainable environment.

Pharmacy cost trend is growing 2.5 points higher than medical trend*. As a result, pharmacy is chipping away at a far greater percentage of overall healthcare budgets requiring cost containment strategies.

It is encouraging to see pharmacy cost controls entering the conversation at the federal level. However, I do not anticipate major changes that will drastically shift overall medical inflation anytime in the near future, regardless of which party controls Congress or the White House.

More clients are pushing to move toward self-funding. Our team welcomes this shift, as it allows us to provide greater control and transparency for our clients. The trend toward insurance captives continues to circulate, but there can be drawbacks to healthcare captive models— especially if you sacrifice some control and pharmacy rebates in exchange for sharing risk with

other groups who may not be as committed to population health management. With the economy contracting and budgets under increasing pressure, I expect more employers will seek ways to work directly with healthcare systems.

What role do you think data analytics plays in informing employee healthcare decisions?

Data plays a crucial role in our success and is used collaboratively with all our stakeholders.

We are mindful of the various new products that seem to be popping up every day. These, alone, do not drive meaningful change—intelligence does. Examples of past product solutions to healthcare inflation: Health Maintenance Organizations (HMOs) once promised to control costs by removing treatment decisions from doctors and patients. We inadvertently

trained participants that a physician visit cost $10. The extra steps in patient approvals only increased bureaucracy. Wellness programs became widespread, but in their early days, many lacked substance. Simply giving away pedometers and water bottles does not reduce healthcare cost.

What we have found to be most impactful application of data analytics today are the powerful tools, backed by AI and predictive modeling, to target the root causes of the issues health plans face. Instead of relying on hope as a strategy, we can develop intelligent, customized programs designed to solve specific problems and measure their impact. This requires client buy-in. When clients trust us to customize solutions targeting their healthcare challenges, we are able to deliver impactful results with more confidence.

What we have found to be most impactful application of data analytics today are the powerful tools, backed by AI and predictive modeling, to target the root causes of the issues health plans face

During open enrollment, for example, data analytics help employees and their families model their healthcare spending, enabling better decision-making. Choosing the right plan can have a significant positive impact on any household.

What role has mentorship played in your career development, and how do you mentor others?

Mentorship has been both a great fortune and a privilege in my life. Over the years, dozens of men and women have invested their time in me, encouraging me to step outside my comfort zone. I actively sought guidance from those I admire most people who were authentic, honest, and who brought out the best in others. Whenever I grew comfortable with something new, my mentors pushed me to take on challenges that scared me a little. Each time, I gained new skills that made me stronger and more capable.

I am still learning and fully expect to have mentors throughout my life.

Mentoring others is a true passion of mine. Supporting rising leaders as both a coach and cheerleader fills my cup. While I strive to help my mentees realize their full potential, I am equally inspired by their talent and humility in entrusting me with their growth. I have learned just as much from my mentees as they have from me.

Congratulations on being recognized as one of the Top 50 Women Leaders in Insurance. Our readers would love to know the secret mantra behind your success.

Thank you. I’m not sure I have any secrets. I am painfully honest and authentic, but I’ve never felt success as a solo act.

It’s important to me not to be a salesperson, but a trusted advisor to my clients. To me, that means being supported by a strong team of experts who collaborate and learn from one another. We take our clients’ interests as seriously as our own, so I can confidently stand behind the recommendations we make. I don’t have all the answers, but as a team, there is no problem we cannot solve together.

My responsibility is to remain a lifelong learner—continuously deepening my knowledge of the industry and, where my skills fall short, seeking out others who can fill those gaps.

What is your favorite quote?

I have become a huge fan of college basketball coach Kara Lawson. “Life never gets easier; it only gets harder. Become someone who handles hard stuff well.”

What are your passions outside of work?

I’ve had to slow down outside of work. My family and friends have always been a refuge for me. I was sidelined from fitness, which had been a huge part of my identity, as my intense relationship with it took a toll on my spine.

Seeking a slower pace, my husband and I moved to Kent Island, Maryland, where I get to see the water every day. I never imagined I’d become a bird watcher, but you’ll find me rocking in our front yard glider, waiting for a Blue Jay and watching the light sparkle on the bay.

I still love to travel and plan to continue exploring unfamiliar places and experiencing the richness of other cultures.

I’m also learning to meditate—and I admit, I probably should have started years ago!

My responsibility is to remain a lifelong learner—continuously deepening my knowledge of the industry and, where my skills fall short, seeking out others who can fill those gaps

Where do you see yourself in the next 5 years?

I would love to have an official granddog— or even a grandchild! Most of all, I want to spend more time with my boys. I will still be fighting the good fight for our clients, growing our business, and expanding our talented team. I hope to be a part of positive change in the insurance industry.

What advice would you give to someone looking to start a career in the insurance and benefits industry?

This is a great career path. Our world has become increasingly complex, and the industry is evolving in ways that encourage

innovative ideas and the use of AI. Those who are lifelong learners will thrive. With a significant wave of retirements, a vast amount of knowledge is exiting the workforce. Before that happens, it is a great time for future generations to join our industry and learn as much as they can while the institutional knowledge remains. We need fresh perspectives and new ideas to tackle the challenges ahead. There are opportunities for talent in analytics, clinical roles, consulting, service, and sales. As Generation X retires over the next decade, it’s critical to backfill the knowledge gap. Personally, I am passionate about developing more trusted advisors to carry the industry forward.