22 Black marketers on the first time they felt seen in their careers

When Lauren Kelly was 25, a CEO’s simple gesture at a meeting stopped her in her tracks.?

He pointed to his empty coffee cup.?

Kelly, who is now the CMO of ThoughtExchange, was the lead consultant on that client’s case; not an assistant, not the service staff.?

“I froze, debating whether this simple act would cement me into old-school gender and racial stereotypes and torpedo my career,” she says.

She delivered the coffee, but then something surprised her.??

Her boss stood up for her — literally and figuratively — giving her his “power seat” next to the client and introducing her as the person leading the engagement.?

That moment, when she first felt seen, has fueled her leadership since, she says.

Stories like Kelly’s show how far Corporate America has to go in addressing the systemic racism that keeps people of color marginalized.?They also show how critical allies are in this fight. This is one of the many reasons longtime marketing exec Jerri DeVard founded the Black Executive CMO Alliance (BECA), which aims to create opportunity, access and equality for Black marketers.?

Kelly — along with more than two dozen top brand and agency marketing execs from companies like Netflix, Omnicom and Logitech — joined BECA to support the next generation of Black marketers by embracing the group’s four pillars: Share, learn, elevate and pay it forward.??

For a special edition of Marketer Must Read, 22 members of BECA answered the question: “When was the first time you felt seen in your career?” Here are their stories, in their own words:?

Chris Foster, CEO Omnicom Public Relations Group: “When I first made the shift into communications agencies I was hired to build a managed care offering for a large public relations firm. This offering had not existed and I was entrusted with leveraging my expertise and the agency resources to create this business. About two months into the journey, a senior manager in the business came to me and let me know that I was on a ‘list’ of people the management team was paying close attention to in the firm. I was initially excited, that after only 2 months, I'd gotten the attention of senior leadership. As we continued talking, I learned that the list he was referring to was a tracker of staff who were not billable and at risk of termination. This manager, Marty Davis, pulled me under his wing and told me that he would teach me the business. He reassured me that if I followed his lead that I would be successful in the firm and that I had the potential to one day even lead an agency.?

I spent the next 3 years watching and learning from one of the best practitioners in the business. Marty Davis saw something in me that I didn't. He took a chance on a young manager and used his credibility and position of influence to take a chance on me. I not only felt heard and seen but mentorship was a massive shift in my career trajectory moving forward. From that point forward, when I see someone with real potential not maximizing it, I step in and do what Marty did for me 20 years ago.”??

Bozoma Saint John, Global CMO of Netflix: “The first time I felt seen was when I stopped looking for myself in other people. It was when I received a review at work in which I couldn’t find anything resembling the way I saw myself. I found twists and turns and what resembled more of a carnival funhouse mirror than a true reflection of me. So I stopped looking to be seen. And instead, I appreciated what I saw of myself. To be very honest, it changed my whole perception, and so I can’t even answer this particular question because I don’t recall being seen by anyone who has better eyesight than me.”?

Gail Peterson, CMO of Ecolab: “The question ‘When did I first feel seen?’ is tough. I was lucky that my talent and passion were seen early in my career and I was blessed with fantastic managers. The problem with ‘lucky’ and ‘blessed’ are that they are not controlled by the one who receives them, nor are they always repeatable.

I think the question is really, when did I feel seen as a capable Black leader? The answer is not until recently. Two years ago, our CEO had a frank conversation with me about the unique value I could bring to a GM or CMO role. He asked me which I would want and why. Then he responded first as a mentor and then as the company leader, allowing me to fully assess both options. At one point he was vulnerable, sharing that while we have two Black board members, we have never had a Black executive committee member and he wanted to change that. To some, saying this may feel like a check the box conversation, but not to me and I would venture to say not to most Black executives. Just like we work to round out a team with different skill sets, we should do the same with different backgrounds. If we believe the research, this can no longer be taboo. To this CEO, part of my value was my difference.

As a leader, I work to try and ensure my team members know the unique aspects of the total and unique value they bring not because it’s right or kind, but because it makes us all better.”

Sean Tresvant, CMO of Jordan Brand at Nike: “It was the consistent building of trust with my manager – rather than a singular or illuminating moment – that led me to take on bigger opportunities, to chase after new skills, and then pass on that same steady hustle and passion for servant leadership with the teams I now lead.? I have always been one to seek out fresh experiences and ways to level up, both in my work and how I advocate for others. And with that has come a deeper sense of belonging and a thoughtfully carved out journey to becoming a trusted leader. So when I say ‘being seen’ isn’t always about a moment in time – it’s meant I’ve taken that support from my former leaders to always show up with a bold vision, fresh ideas and curiosity, but, more importantly, to ensure my teams know they’re getting the same from me.

In my book, it really comes down to three things when you want to make sure your presence is being felt and you are ‘being seen:’

1)? ? Go after the momentum, not the moment – look for consistent opportunities for visibility, not just a specific space in time.

2)? ? Don’t stop at your leader – build a collective that allows for an open exchange of ideas and a common vision to do big things, whether it’s with your leaders, peers, or within the teams you lead.

3) ? ? Stay open. Stay curious – Take the risks that challenge you to gain knowledge through new experiences.”??

Vicky Free Sistrunk, Head Of Global Marketing for adidas: “After a successful 8.5-year marketing career with a global fast-food brand as a high potential Director, I decided to ‘bet on myself’ by switching to the media industry as a Marketing VP. New industry, shift to a leader from a ‘doer’ role as a woman of color – one of only a few leaders of color within the organization.??

Six months in and nothing was working – in fact, that’s saying it mildly. Performance was on-track, but I was failing at ‘cultural fit’ and building essential relationships for success. I was leading from the POV that ‘what got me here’ would make me successful in my new world. Wrong.?

The division president reached out to help. He told me that to be heard, I needed first to be seen as a willing member of the new team. I need to focus equally on the business agenda as the ‘people agenda’ to build necessary allies. He stepped out of his role as a senior leader to share leadership insights that my Kellogg MBA nor experience to-date had revealed. He gave me practical ideas to employ immediately to build bridges with key stakeholders – walk the floor for casual interactions with my team and peers, allow people to get to know me beyond my work experience and educational pedigree and lean into the power of the pre-meeting and post-meeting to build alliances.?

These tips may sound small but for me – and for many people of color – they were radical and game-changing. The simple idea to adopt a? ‘less formal’ style, to allow people to get to know me outside of work (where I live, how I live and what really matters to me) was unfamiliar and challenged most of the advice of my upbringing (keep work and home life separate!). That leader’s investment in me – to coach me on the subtle nuances of leadership changed the trajectory of my career. I not only felt seen – I felt validated and like I had a chance to ‘belong.’ In six months, due to his coaching and my ability to quickly learn and adapt, I was promoted and built relationships rooted in trust, win/win collaboration and authenticity that still stands today. Sometimes betting on yourself means owning that what got you here, may not take you there.”??

Kirk McDonald, CEO of GroupM North America: “After years of feeling like an imposter in my own career, I managed to develop a layer of scar tissue and found other ways to compensate for never really feeling professionally seen and/or understood. As recently as in the last two months, an executive at a partner company paid me a compliment for how well I articulate myself. I mean…seriously????

I feel fortunate to have been in sales and growth roles for my entire career. Sales can be a great equalizer in the business worlds as you either hit your targets and succeed, or you don’t. I managed to hit those targets and doors opened. It was not without its challenges, so I learned to lean heavily on family and friends as my support network and the fuel for my determination.?

Over time, I’ve been convinced that you don’t need to be seen to leave a positive impact. It’s nice thing to have happen, but it's not a requirement.? I’m personally motivated to leave a positive impact through work that continues to encourage more diverse and inclusive marketing, media, and advertising ecosystem.? We are fortunately the storytellers of the future, and with an ever-increasing diverse lens and creator voices, I’m looking forward to a future that will surely be more colorful than the past.”

Will Smith, CMO of PetSmart: “Not for nothing, but ‘being seen’ has never been my issue. I’m a big guy, with a bright smile, and a sometimes thunderous laugh. The room always notices.

I’d like to interpret or restate the question as…the first time my leadership presence was truly felt and my vision unquestionably followed?

That moment was at Famous Footwear/Caleres, where I helped drive the repositioning of that retail brand from one that was discount-focused to one that was more aspirational and more emotionally connected.

My first effort was to partner with and convince the brand president (Joe Wood) that Famous needed to back off the constant promotional crazy that was going on at the time, and rather, lean into comms, allowing the team to elevate the footwear storytelling and drive more around style and trend. I then sought the support of the CEO Diane Sullivan to support and fund a powerful new branding message – ‘Make Today Famous’ – which celebrated shoe love and the stand taller, walk more confidently, conquer it all feeling you get when you’ve found that perfect pair. Cutting Buy One Get One promos by almost 50% dramatically reducing in-store overhead sale signs. Launching major TV and digital efforts and summer spectaculars with the likes of Good Morning America were efforts requiring persistent selling and strategy perseverance but were supported by leadership as the right things to do to help drive the evolution.

The brand is in a better place because of those efforts and I’m convinced that, even today (over a decade later), Diane would suggest my influence was indelibly etched on the brand’s growth and improved marketplace presence.

That moment in my career was the ultimate reminder that when vision and conviction meet up with quality execution, you almost always win the day. I sometimes use that example to encourage others who I mentor to do the same – show the roadmap, tell the story, execute the plan, stay focused and demonstrate the results.”

Kevin Warren, CMO of UPS: “The first time I felt seen at work was early in my management career at Xerox. A senior leader – who is still a mentor and friend to this day – wanted me to hang back after a meeting for a discussion. She asked me: ‘How can I help you feel like you’re in the inner circle here?’ Or in other words: ‘How can I share more knowledge, and give you more exposure and opportunity?’ This was a tipping point in my career. That moment opened doors for me to broaden my perspective and build relationships with leaders across the organization.?

Today, I strive to offer the same access and perspective to my younger team members. Every month, I host a lunch with a different group of high-impact supervisors and managers on the UPS Marketing team. The format for these meetings is totally open – and the participants are welcome to ask or tell me anything. In return, I give them honest and transparent answers. My goal is to give my people the same knowledge, exposure and opportunity that I received so many years ago.”

Paul Alexander, CMO at Questrom School of Business, Boston University: “One of my most memorable moments ‘where I felt seen in my career’ was during my P&G career where I was in a meeting with Ross Love, the first (and only) VP and head of advertising for Procter and Gamble. We were in a room of executives and Ross introduced me as ‘Paul Alexander, one of the world’s most experienced executives in the advertising industry.’ At that point, I was only a year or so into my career change from brand management to internal consultant, but his words stuck in my mind, and ever since then I realized I had the power to elevate other managers of color by extolling their abilities/accomplishments/potential every chance I could, especially in public forums.”

Jacqueline Woods, Chief Marketing & Communications Officer of NielsenIQ: “If you’re a Black female, you know you’re often invisible and highly visible at the same time. So, truly understanding a leader’s beliefs can lead you to finding a place that will allow you to thrive, grow and be seen. Early in my career, I was led to Oracle for this reason. Ten years before I joined, Mike Fields, a Black man, had been promoted to President of Sales by Larry Ellison – an unusual move for an up and coming tech firm. Before companies were openly investing and promoting D&I, he had a proven track record of seeing Black people. I felt the opportunities for me would be limitless, and they were. After joining Oracle, I rose through the ranks quickly, my input was solicited, the team was respectful and inclusive, and it started with Larry himself. I knew I was seen.?

My goal has been to provide that same guidance to the women and men I mentor. Today, with NielsenIQ, I continue to challenge bias, redefine the face of the C-suite, identify high potential employees and build teams with diverse backgrounds, skills, gender and ethnicities.

Knowing your value will help you select the best place for you to flourish. Choose wisely.”

Esi Eggleston Bracey, EVP & COO NA Beauty and Personal Care of Unilever: “In 2002, I received an unexpected and life-changing phone call. The call came from my boss three levels up, Susan, who was an incredible role model and leader. She remains one of the best l have ever worked for. She offered me THE big promotion – a chance to move beyond being a Marketing Director on COVERGIRL to become a General Manager – a role no other Black women previously had the opportunity to occupy at my company. I was flooded with emotion, speechless, and surprised. I’d seen the difference our work on COVERGIRL was making. Women were telling us how affirmed and inspired they felt by Queen Latifah as the face of COVERGIRL – her talent, her beauty, her barrier-breaking, and what they saw as possible for themselves because of what she and the brand were role modeling. But I hadn’t realized my company was paying attention, nor had I linked this to my career success. I’d considered the positive business results as job security that would afford me the space to keep driving change on the brand, but I hadn’t anticipated a promotion. In fact, I’d never seen myself as a General Manager or an Executive Leader – probably because no one who looked like me was ever in that role. I was honored and proud of the company for recognizing my impact and offering the promotion, but I wasn’t even sure I wanted to be GM or if I’d be good at it.?

I LOVED marketing, COVERGIRL, and living in Baltimore. The promotion meant giving it all up and moving to Cincinnati (ugh!), and likely the end of my relationship.

I collected my thoughts and said, ‘Thank you for such an incredible opportunity, but I’m not sure I can make it work right now.’ Hearing my hesitation, she said, ‘Esi, I need you. You will be a great General Manager and I need your talent on this business. I hope you can make it work.’ How did she know I was doubting if I’d do a good job?

I ultimately accepted the promotion. Not because of the opportunity it would afford me, but because of the difference I knew it would make for others to see a young Black woman GM at a premier CPG company.

I ended up loving the GM role, even more than being a Marketing Director. The guy I was dating at the time is now my husband. He eventually joined me in Cincinnati.? I was actually ‘seen’ by this incredible leader who offered me the role. Susan saw me in a bigger way than I saw myself.? Almost 20 years later, I’m so grateful for that life-changing call and for Susan.”

Sharon Harris, Global CMO of Jellyfish: “I have a career that spans over 20 years. I have achieved senior-level status as a CMO sitting in the C-Suite.? By all accounts, I am ‘seen’ in my profession. Yes, I am a woman, and yes, I am Black. I am often the first or the only one in the role or in the room. Sometimes I am seen, and other times I can be invisible. It can be perceived as a burden, but I see it as a privilege.?

But the first time I felt really seen in my career was a surprising and sweet moment. I co-presented a talk at Google Cloud Next two years ago on Marketing Analytics with a colleague, Matt Maher. At the conclusion of the talk, there were 3 young women at the bottom of the stage waiting to speak to me. They were all smiles and giggles. I greeted them, and they shared that I was the first Black woman they had seen speaking at the conference. They shared how inspired they were to see a face that more closely resembled theirs on a stage with hundreds of people watching talking about technology in a way that felt authentic and approachable. Each of the young women was in college and deciding how to best navigate a career in technology. In that moment, they said they knew it was possible. We chatted more about careers, opportunities and how to continue pushing forward despite the challenges while finding time to enjoy the journey. A deep sense of joy overcame me because I knew that there would be others to follow me. My existence was not going to be measured solely by what I accomplished but how I influenced others to follow careers in technology.??

Yes, I have had other moments of being seen in my career by superiors, peers, and industry colleagues. I have appeared on other stages around the world; helped to launch products used by over a billion people on the planet; and I sit in the C-Suite of my company. We all want to be acknowledged for the work we do and seen for our skill, expertise, and accomplishments without any disclaimers. I am grateful to my allies and co-conspirators like Matt Maher, Todd Paris, Jennifer Creegan, Azhar Rafee, Andy Hutcher, Stephen Kim and so many others who supported me in having a platform to experience those moments. For me, seeing a future of less firsts and more Black women and women in color as CMOs and in technology is the goal.? It is not an easy road but if one person can take from my experience to forge their own path then it is all worth it.”?

Lauren Kelly, CMO of ThoughtExchange: “I was a 25-year-old consultant at Monitor Group and I’d just been promoted to lead my first client case.

I walked into a conference room and my new, never-met-before client CEO looked over, caught my eye … and pointed to his empty coffee cup. I froze, debating whether this simple act would cement me into old-school gender and racial stereotypes and torpedo my career. I decided it would not, and casually brought the client his coffee. The male white partner, my boss, looked on in horror. As I walked back to my seat, he jumped up and offered me his ‘power spot’ next to the client saying, “Tom, that’s a mighty expensive coffee you just ordered. Meet Lauren, she will be leading this engagement for you.” In two unapologetic sentences, my boss had made sure everyone ‘saw’ me and all of my capabilities, in my earned role of seniority—and did something somewhat risky to support and lift me up.?

We can work our tails off to get past certain initial adversities. By doing so we may get into top schools, land coveted leadership roles and defy statistics. But sometimes we still need champions, mentors and colleagues to have our backs. This experience reminds me that as leaders we need to lead with sensitivity and be fearless in addressing bias and elevating rising professionals.

While we cannot fully prevent these types of challenging moments in our career, we can set the table for success. My advice is to interview your next manager and team as much as they interview you. Look for leaders with courage and emotional intelligence. And don’t be afraid to keep it moving if you’re not getting what you need to succeed.”

Najoh Tita-Reid, Global CMO of Logitech: “As a 17-year-old African American INROADS intern at Procter & Gamble, having flown to my first corporate event in Cincinnati, Ohio, wearing my first suit, I felt out of place. As I looked through the company's annual report, I did not see anyone that looked like me. When I sat in the audience listening to the then CEO, John Pepper, welcome all the interns to the company. I was prepared for a canned speech. But I learned that he personally had championed the company's participation in the INROADS program, with the intent of recruiting the most talented minority students into the company to ensure the future leadership at P&G would reflect the diversity of the population.??

As he stood on the podium in the ivory towers of P&G Headquarters, he shared, ‘We are committed to the proposition that Procter & Gamble will be in the lead among companies in providing the opportunity for young men and women of diverse backgrounds to join our Company and progress to the fullest of their ability. I don't think there is anything more important in P&G today, nor do I think there is any other company better positioned by our history and fundamental belief to do this.’ It sounds obvious today. But in those days, he stood very alone among CEOs. He took a stand to change the diversity of leadership in the corporate world when other CEOs were making excuses that they could not find qualified, diverse talent.?

Later that summer, John Pepper became my mentor. In our first meeting, I was so nervous. I was so humbled and felt so small. I thanked him for agreeing to mentor me, and he asked if I would also mentor him. That request changed everything for me. It made me realize my worth to him and the company. He asked questions about my opinion on topics and listened, making me feel like my voice mattered. In both his speech and that first meeting, I felt seen and valued. I was not at P&G by accident; I was there because a leader had taken a stand.?

Today, my goal is to be an inclusive leader that takes a stand. That I continue to ensure the corporate world recruits diverse talent to reflect the world we live in, and that as CMO, I work to serve ALL consumers.?

Today as a mentor, I have ensured that every person that I have had the honor to mentor over my career has also mentored me. This question has sparked a great reminder for me, that in this world, at this time, with the increasing rise of video conferencing that I am so grateful for, that I tell my team that, ‘While I may not have the ability to be with you physically, I see you and your voice matters.’”

Dara Treseder, Head of Global Marketing & Communications of Peloton: “I was walking out of a work event with a mentor. Right before we parted ways, she looked at me intently and said, ‘You have so much to offer; why don't you share more of your full self?’ I laughed and said, "I just want to do the work.’ She shook her head, ‘Don't short-change yourself. And more importantly, don't short-change others! If you don’t become all you can become, you won’t only be letting yourself down, you’ll be letting all of us down.’ She went on to share how she had learned painfully that ‘just doing the work’ was a big mistake made by underrepresented minorities. She explained to me that this mindset limited growth and prevented even incredibly talented people from reaching their full potential. She told me I had a lot of potential and encouraged me to ‘let it shine!’ I burst into tears and gave her a hug. That day, I felt seen—someone recognized all I had to offer and encouraged me to step into the light.”

Ukonwa Kuzi-Orizu Ojo, Global CMO of Prime Video & Amazon Studios: “When I was a young teenage girl in Nigeria, my father gave me the choice to go anywhere in the world to attend university. For me, this decision was easy. I had watched so many American movies growing up and always felt a kindred spirit. I chose the United States. And so it began: the long adventurous journey to follow my dream of being a business leader in a foreign land I had seen in the movies. During my final year of school, I received an offer to join Mead Corporation’s leadership development program and I felt seen. They met me, got to know me, and wanted me. They chose me. Just like that, my dream was no longer a dream. It was real. Today, I am the Global CMO for Amazon Prime Video and Studios, and my childhood dreams intersect with my current realities. Seeing this life in the movies as a young girl growing up in Nigeria, and now being in the movie business, shows how my career has come full circle. When Mead saw me and bet on me, they started a chain reaction that led me here. It’s pretty incredible when you think about it. I now get so excited when we make someone an offer because I can’t wait to find out where the chain reaction leads them.”

Jerri DeVard, Founder of Black Executive CMO Alliance (BECA): “The first time that I felt seen was in 1990 as a Marketing Manager at the Pillsbury Company. After working at the company for 7 years on several exciting brands, I had just taken on a new portfolio of brands called Pillsbury’s Best Flour, which included types such as self-rising, all-purpose, unbleached, whole wheat, bread, etc.?

While it was not a sexy brand, it enjoyed the largest volume in the company and was viewed as a critical ingredient in perfecting recipes and achieving the best results. The brand leaned heavily on the Doughboy for awareness, and I knew that this icon’s 25th birthday was coming up in 1990. So in late 1988, I seized upon the idea to leverage this milestone and elevate the PB Flour brand.?

I started inquiring about plans to promote this upcoming milestone and discovered that there were none, so I began to build the idea of an advertising campaign with Pillsbury’s Best Flour as a focal point. I solicited additional brands throughout the company to participate in the campaign not only because the Doughboy was synonymous with Pillsbury but also because I had no advertising dollars in my budget and needed their financial support. The Doughboy’s 25th Birthday celebration ended up being the biggest company-wide promotion at the time and included 25+brands, TV, radio, print, PR and a live event attended by thousands.?

It was the first time I realized my marketing chops could galvanize wide-ranging support and compel disparate opinions toward a common goal. I gained an appreciation for the art of great storytelling and many lessons in perseverance. As recognition, I received a promotion, an equity grant and a commendation letter from the CEO. Prior to this, I felt like a cog in the wheel but this was a big turning point for me, and I was really seen.”?

Remi Kent, SVP, Global CMO, 3M Consumer Business Group: “I remember the moment as if it was yesterday. I was an assistant brand manager at P&G sitting at my cubicle analyzing data on my business and looking back at previous business reviews when my general manager Michael Kuremsky approached looking for my Brand Manager who was out of the office. He informed me that we had an emergency with a customer threatening to eliminate the brand’s distribution. I took the opportunity to share with him some of the analyses I was working on and my hypothesis that focus on the core of the brand would drive growth versus the most recent focus on new product extensions. He listened and we aligned to a special pack promotion on the core business that saved distribution and even better, drove growth. Michael asked, he listened, he acted on my recommendation and he recognized my unique abilities. Soon after that interaction he placed me on a bigger, priority business and gave me the opportunity to have more scope and impact. I was seen and supported by him and it changed the trajectory of my career.”

Candace Matthews, Chief Reputation Officer at Amway: “I remember working on Cover Girl when it was still a private company (Noxell, prior to the P&G acquisition). I was presenting the business case as to why the brand needed to have shades for darker skin tones. It went nowhere, no matter how strong the case was. I felt marginalized and unvalued both as an employee and a consumer. Shortly thereafter, P&G acquired Noxell. New leadership with more strategic and diverse thinking. I re-presented the business case, and it was approved. I still remember the pride (and vindication) I felt when the ad dropped with 6 women of all ethnicities, skin tones and beauty! I learned that the world of Marketing for African Americans is often tougher, but the skill of perseverance will take you a long way.”

Anton Vincent, President of Mars Wrigley North America: “As a professional, I first felt seen when I was at my second job out of college at MCI Telecommunications. At the time, MCI was a high-growth telecommunications company challenging AT&T’s decades-long hold on the telecommunications market, in a rapidly changing technology environment. Having recently been promoted into a startup group at the Global headquarters in Washington, D.C., I was approaching a crossroads on what I wanted professionally. After a few inquiries, Fred Leftrict, the Marketing Director for the MCI Calling Card (pre-cell phones), took me aside and shared with me, in earnest, what he does.?

He introduced me to brand management and the many facets it entailed. I was fascinated because it helped me crystalize a vision of what I could be great at. More importantly, Fred challenged me that a vision is nothing without action. That evening, I requested my first applications for graduate business school. I often reflect on how that series of conversations had profound impact and showed me that exposure equals expansion. I spend an increasing amount of my executive time exposing and challenging to expand the field of possibilities for individuals, brands and organizations. Those early conversations with Fred continue to inspire how I lead, mentor and get results.”???

Julie Spencer Washington, Chief Marketing & Communications Officer & Chief Customer Experience Officer at Trinity Health: “A year after being promoted to brand manager at Nestle Purina, I was selected to manage the leading puppy food business. This was a very competitive category, as it represented the gateway to new pet owners, loyalty and a stream of revenue. My leadership, performance and results were acknowledged with this opportunity as well as I was included in strategic conversations and public-facing events.

I felt empowered to think big, play big and live big. Today, I continue on that path by operating big with fresh ideas, the raising of consciousness, the inclusion of diverse perspectives and colleagues, and a commitment to exceeding expectations. I am grateful for the Black marketing mentor, Randy Partee, who affirmed the brightness of my light. He was first to see my potential and gifts and to see me. I have learned to take the time to see and acknowledge the work as well as those doing the work.”

Susan Somersille Johnson, CMO of Prudential Financial: “I began my career as an engineer at Apple, where a manager asked me to consider a role in marketing. I had never considered that line of work, but this leader recognized potential in me that I didn’t see myself. I was terrified about making the switch but knew deep down I was excited to discover what could be. After much thought, I made the move to marketing. It was intimidating to go into something that at first seemed outside the realm of my possibility, but it’s important to listen to yourself and be open to taking a risk. The leap paid off – marketing provides the opportunity to really influence behavior and affect change. It’s powerful. As a leader, I encourage people to take advantage of new opportunities and value diverse perspectives on my team.”

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