Women Changing the Game

In 2025, leaders like these are showing the way

The quest of women leaders to reach higher leadership positions, including the C-suite, has been a process of slow and steady over the decades.

However, in recent years, that progress has, at least temporarily, stalled. According to a recent study by financial analytics firm S&P Global, the growth in women’s representation among all senior leadership positions in the United States declined in 2023 for the first time in two decades. As a result, forecasts for parity have moved from 2033 to 2042.

There are many ways to reverse this trend, perhaps none more important than visibility. The seven executives in our “Women Changing the Game” feature are shining examples of what it takes to achieve your loftiest goals.

The women—SVPs, EVPs and C-suite members in the for-profit and nonprofit sectors—each took a unique path to the top. But they share several traits like perseverance, unlimited talent, and strategic thinking.

These women of all races, cultures,identities, and backgrounds have demonstrated innovative approaches to business challenges and social change, made a measurable impact on revenue and profit or fundraising, and have proven to be strong team leaders—and as a result have been widely recognized in their industry for their contributions.

Like these über-successful women, we all can rise beyond the glass ceiling. And in the process, we will become the models for those coming up behind us, and workplace gender parity will be in our grasp at last.

 

Kristin Bertell, City of Hope

Executive Woman: What advice would you give a rising woman leader who aspires to the C-suite and beyond?

Kristin Bertell: I would first ask about their personal and professional goals, then help them map out the pathway to success. There are many pathways to leadership that don’t end in the C-suite. Leadership is a journey, and there is not just one path.

But what differentiates someone in the C-suite is leadership. A good leader must think beyond their subject-matter expertise and ask themselves, “How do I add value as a leader, and what does my value add to this organization?”

EW: What have been the keys to your ability to rise into greater leadership positions?

KB: During my 35 years of professional growth, I have been truly fortunate to have both mentors and sponsors. A mentor is someone ahead of you in the field who can provide coaching to help you overcome challenges or develop professional skills. A sponsor takes a deeper interest in your professional and personal development, coming alongside you and asking, “Where do you want to be five years from now, and how can I help position you at the right tables?”

Second, choose your partner well. I was very fortunate to have a spouse who is also a partner in my professional life.

And lastly, you’ve got to put in the work. You have to understand that leadership is not an aspiration. It’s an invitation. You’ve got to really put in the work.

EW: How did you overcome the obstacles you faced?

KB: Obstacles are opportunities for growth. Any time you look back at smooth sailing in your career, you weren’t growing a lot during that time period. Professional or personal challenges are moments when your sponsors and mentors can help provide valuable perspective. When you’re in the thick of it, it’s not fun, but when you look in the rearview mirror, you’ll see it was an opportunity that really helped you grow.

EW: What encouraging signs do you see for the future of women in leadership? What signs give you confidence and hope for the future of women in leadership?

KB: When I started my career, I always looked at the women ahead of me, and what I found was that women were trying to fit into a man’s world.

Thirty-five years later, we are happy to show up as women in the workplace. We are proud to bring the authentic female voice and leadership style to the table. We know we offer something unique.

We’ve learned that diversity in the workplace is a strength, and we’re embracing the innovation that comes with having a diverse workforce. I think that is something to be celebrated.

“Obstacles are opportunities for growth. Any time you look back at smooth sailing in your career, you weren’t growing a lot during that time period.”

Factoids

Name: Kristin Bertell

Company: City of Hope

Job Title: Chief philanthropy officer

Education: BA, history, UCLA, and MA, communications management, Annenberg School for Communication and Journalism at University of Southern California

City: Duarte, CA

Kelli Clark, Emerson

Executive Woman: How did your upbringing influence your life and work today?

Kelli Clark: I grew up in Minot, North Dakota—a place where most people look, believe, and identify the same way. When I moved to Scotland to complete my master’s degree, for the first time in my life I was part of a global community. Fascinated by the backgrounds, perspectives, interests, and experiences of people from around the world, I found that the experience ignited a curiosity within me and an understanding that there is more than one “right” way to do many things. That perspective ultimately shaped the career path I took and the work I do today.

EW: What advice would you give a rising woman leader who aspires to the C-suite and beyond?

KC: Speak up and take up space. Early in my career, I would sit quietly or refrain from sharing a thought or idea in a meeting—primarily because I didn’t want to offend a colleague by interrupting them. It was much later that I realized we all—and women in particular—have a way of processing, understanding situations, analyzing data, and thinking about solutions that is not only needed but critical for our businesses and organizations. Take your seat at the table, own your space, and share your ideas like the world depends on it—because it does!

EW: How does your LGBTQ identity inform your work?

KC: I didn’t identify as part of the LGBTQ community until I fell in love with my now wife, a bit later in life. Almost immediately, I realized all that I had previously taken for granted—from the plans I had for the weekend, conversations about my family with new colleagues, answering interview questions, wondering if I would be accepted by a new team—essentially became a process of coming out over and over and over again.

I realized quickly I had a choice to make about how I was going to show up. I knew I couldn’t keep tap
dancing and tiptoeing around the things that make me, me. I have always wanted and needed to live fully as I am—and proudly. So I did.

As my leadership influence has grown, the reason for doing that has also grown. While it started out as a decision I was making for myself, I now feel a sense of responsibility to show up as my full self to hopefully affirm those who might be wondering if they will be accepted or experience a sense of belonging.

EW: What are the key attributes that great leaders must possess?

KC: The best leaders I know are curious, about themselves and the people and world around them. They are compassionate, are voracious learners, and are continually growing. They are clear and steadfast about the vision of where they are going, with enough humility to change their mind along the way.

Factoids

Name: Kelli Clark

Company: Emerson

Job Title: Vice president, culture, employee experience, and employee

Education: BS, communication, Missouri State University, and MS, international business, Robert Gordon University

City: Chicago, IL

Nicole Dye-Anderson, Wells Fargo

Executive Woman: What are some obstacles you faced and how did you overcome them?

Nicole Dye-Anderson: Throughout my professional career, I’ve often been the first or only woman of color in various professional settings. I’ve felt the pressure to be perfect to prove my worth, leading me to work harder and longer than my colleagues. Adding to the pressure of these situations, I was often a team of one, navigating these obstacles without the support that others might have.

In response, and it didn’t happen overnight, I bet on myself. I sought out mentors, sponsors, and advocates through relationship building; I strengthened my voice and proved my worth by generating results.

EW: What encouraging signs do you see that give you confidence and hope for the future of women in leadership?

NDA: The list is long. In my professional world, my volunteer roles, and at home, I’m surrounded by smart, confident, and savvy women of all ages who are leading change in their organizations, who are taking on bigger roles, who advocate for other women and are looking for ways for their organizations, nonprofits, and teams to be more inclusive. As I look at the opportunities that our daughters have—I have one on the cusp of her career—I’ve never been more hopeful.

EW: What advice would you give your younger self?

NDA: I recently spoke to a large group at a NextGen professionals conference, and I told them this: Your presence is needed and valuable. You deserve to be in the room. This isn’t luck. You are needed and valuable.

I’d also say: It’s all about relationships. The power of the relationships you form and nurture will pay off in ways you won’t even expect. Relationships can give you insight into an opportunity in the workplace, they can help you navigate a challenge, and they can raise your profile without your having to ask.

EW: What is a key initiative at your company that has helped women advance?

NDA: One initiative is our partnership with The Female Quotient (TFQ), which aims to advance women in the workplace. We conducted a research study, Our Secret Numbers: Women, Men, and the Taboo Nature of Financial Health. As women, we are conditioned to believe that talking about money is rude. This mindset ends up restricting women’s financial growth, investment opportunities, and earning potential.

We’re also showing up with TFQ at major industry events like SXSW and Advertising Week to elevate women’s voices where they often haven’t been.

“The power of the relationships you form and nurture will pay off in ways you won’t even expect.”

Factoids

Name: Nicole Dye-Anderson

Company: Wells Fargo

Job Title: Senior vice president/managing director, head of corporate communications, experiential & influencer strategy—cards and merchant services

Education: BA, public relations, Delaware State University

City: Wilmington, DE

 

Valerie Grillo, Google

Executive Woman: How did your upbringing influence your life and work?

Valerie Grillo: Learning was always a strong and cherished value in my family. My grandmother went to college in her early 40s and went on to earn her master’s degree in teaching. She became an elementary school teacher at a time in her life when most would traditionally be preparing for retirement. 

She reinforced education as an important way to better oneself and to use that education to do well by others. As a result, I have always gravitated toward career opportunities that promoted the most growth. Her example also taught me that learning comes from everywhere; one of the most rewarding parts of my career has been what I’ve learned from those around me—my team, my clients, and my peers—on a daily basis.

EW: What advice would you give a rising woman leader who aspires to the C-suite and beyond?

VG: Share your aspirations with your managers, mentors, and others who touch your professional life. Oftentimes, women are hesitant to share their ambitions, as they fear it will be viewed as a negative. However, without your being clear about your aspirations, others can make assumptions about what you want. Sharing your ambitions allows you to ask for specific feedback on the skills you should develop to better prepare you for the roles you want. 

EW: What are the key attributes that great leaders must possess?

VG: Great leaders show up with curiosity, empathy, and authenticity. A leader’s job is to unlock the potential of their team. This is done best when leaders ask questions to understand team members’ motivations and challenges. A leader must be able to put themselves in the shoes of their direct reports and understand their perspectives. Lastly, it is important to lead with candor. A leader should be authentic, sharing feedback in a way that supports and develops the team.

EW:  What encouraging signs do you see for the future of women in leadership?

VG: I see women speaking up more now than ever before. I see less hesitation from women in sharing their perspectives, particularly when their view veers from the majority. This is so needed—we need more women sharing their voices and challenging the status quo.

EW: What advice would you give your younger self?

VG: Don’t shy away from the “messy” projects or work that others may be hesitant to take on. The projects may seem daunting at the time, but they come with big rewards. Throughout my career, my greatest growth and learnings have come from difficult, challenging projects. 

diversitywoman.com | Spring 2025 | EXECUTIVE WOMAN

Factoids

Name: Valerie Grillo

Company: Google

Job Title: Vice president, human resources

Education: BA, psychology, Brown University, and MA, organizational psychology, Columbia University

City: New York, NY

 

Edna Kane-Williams, AARP

Executive Woman: What advice would you give a woman leader who aspires to the C-suite and beyond?

Edna Kane-Williams: Choose mentors, champions, and sponsors carefully. Each can serve a different role in your career—people whom you admire and from whom you can seek advice and discuss almost anything.

Read books on leadership principles and books by or about women and men who have climbed ladders to successful leadership.

Be wise in choosing your relationships of all sorts. Be sure they are compatible with your aspirations and ideals.

Choose a field that you are passionate about, something you enjoy so much that it will keep you focused.

Never forget self-care—not only regular medical checkups but good mental-health care such as taking vacations, spending time with family and friends, and engaging in restful activities you enjoy.

EW: What are some key initiatives at your company that have helped women advance? And how have those helped you personally?

EKW: Even as many major organizations and corporations have diminished their diversity efforts, AARP remains laser focused on and has strengthened our vision for diversity, equity, and inclusion. In March 2021, our then CEO Jo Ann Jenkins announced the creation of a Diversity, Equity, and Inclusion group. She promoted me from senior vice president of multicultural leadership to executive vice president and chief diversity officer to lead the new group. While the promotion was a professional accomplishment for me, it also affirmed my personal diligence, consistency, and adherence to the righteous principles of equality over the years. In this role, I have striven to increase our support for groups that advocate for issues enhancing the lives of women. We host a yearly Women’s Summit, which has been especially helpful to staff.

EW: What are the key attributes that great leaders must possess?

EKW: Great leaders must be able to recognize their strengths and talents and operate within them. But they must also recognize their weaknesses, and delegate to people who augment those weaknesses in order to maximize their ability to meet corporate goals.

Great leaders must be attentive to the morale and needs of people working under their leadership. For example, they must never be afraid to elevate and celebrate other people, including applauding coworkers on their team.

Finally, great leaders must have a vision and a plan that’s adjustable when necessary.

EW: What advice would you give your younger self?

EKW: It may sound trite, but I would encourage my younger self to not be afraid of failure. One of my favorite quotes is, “Ever tried. Ever failed. No matter. Try again. Fail again. Fail better” [Samuel Beckett].

Factoids

Name: Edna Kane-Williams

Company: AARP

Job Title: Executive vice president and chief diversity officer

Education: BA, Yale University, and MA, George Washington University

City: Washington, DC

Dr. NancyD. O’Reilly, WomenConnect4Good

Executive Woman: What are some obstacles you faced, and how did you overcome them? 

Nancy O’Reilly: A lack of support. Having three daughters challenged me, and I studied hard to earn a degree for each one. When I was working on my doctorate, people asked, “Why aren’t you at home with your family?” I have no regrets for one simple and important reason: I had a profound need to show women we could have it all if we kept pursuing our dreams and goals.

EW: What would give you confidence and hope for the future of women in leadership?

NO: Once the Equal Rights Amendment is published in the Constitution, men and women will be truly equal under the law, and sex discrimination in employment and wages, reproductive rights, insurance, Social Security, education, and more will not be tolerated. It would, instead, be a violation of our constitutional rights. That will change the narrative and open doors that have been closed to us for far too long.

EW: How have your nonwork activities—such as personal passions—helped you advance in your career?

NO: In my 60s, I fell in love with horses. Riding turned into showing and winning, breeding, and, finally, buying the Southern California Equestrian Center. My relationship with horses has taught me about connection and trust. I’ve learned that accomplishing important things is easier with honesty and authenticity, which allow each of us to explore and use our talents in our own unique way.

EW: How did your upbringing influence your life and work today?

NO: Growing up, I was inspired by my namesake, my grandmother Mama Nancy. Though petite, she had a commanding presence, always insisting on the best table in any restaurant. If the waiter had other plans, she’d confidently point to her desired spot, where we’d sit. Watching her taught me the power of self-assurance and clear intentions. I knew that if I embodied her confidence, I could succeed at anything I pursued.

EW: What advice would you give a rising woman leader who aspires to the C-suite and beyond?

NO: Get comfortable being uncomfortable. Many women feel they need one more degree or promotion before stepping up, but that’s not true. I’ve been the only woman at so many tables that I’m used to it, but I wasn’t always. Remember, it’s about the job, not whether you’re a woman or not. Also, get a mentor. No one gets anywhere alone. We all need someone who believes in us and guides us. Behind every successful person is someone who showed them the way.

EW: What are the key attributes that great leaders possess?

NO: Empathy is the number-one quality in a great leader. We all want to work in a place where we feel valued, connected, and motivated to make a meaningful impact. A great leader understands this, listens deeply, and develops supportive relationships that benefit everyone and drive the best results.

Factoids

Name: Dr. Nancy D. O’Reilly

Company: Women Connect4Good

Job Title: Founder and president

Education: BA/BS, sociology and psychology, Drury University, and PsyD, Forest Institute of Professional Psychology

City: Santa Barbara, CA

Jenny Kim Park, Bank of America

Executive Woman: What is a leadership lesson you learned early in life?

Jenny Kim Park: Many times I received constructive feedback from managers and mentors who wanted me to succeed. I didn’t always appreciate it, especially earlier in my career. I’ve since learned that not listening to feedback held me back. I’ve learned that feedback can be an invaluable glimpse of what is being said about you when you are not in the room during conversations about career mobility.

Taking time to understand the feedback can help improve your ability to progress faster in your career. It also provides a level of respect between yourself and the person who took the bold action to share it with you.

Feedback is not meant to be agreed with or disagreed with, but understood. It is our responsibility as leaders to be clear.

EW: What are some key initiatives at your company that have helped women advance?

JKP: In addition to a robust employee network group called LEAD for Women, which is utilized by over 50,000 employees, we think about how to support employees’ continued career advancement during different phases in their lives. We are seeing more women entering and staying in the workforce than ever before.

Having access to childcare benefits, 16 weeks of paid parental leave, and menopause benefits are some ways we think about women holistically.

EW: What are the key attributes that great leaders must possess?

JKP: Great leaders demonstrate strong listening skills, are empathetic, show humility, are great communicators, and are thoughtfully decisive.

The greatest leaders tap into these skills and create inclusive environments where our teammates’ talent can be drawn out and an appreciation for what everyone can bring to the table is welcomed.

We call it being a great place to work—where our employees feel they can bring their best, whole selves to work and find long, fulfilling careers. To be a great place to work we have to foster an inclusive culture for all of our employees. This starts with the leadership.

EW: What encouraging signs do you see that give you confidence and hope for the future of women in leadership?

JKP: I am extremely optimistic about the future of women in leadership. Women are graduating at higher rates from college; they are entering the workforce at higher rates and staying in the workforce at higher rates.

Inside our company, more women are taking on senior roles than ever before.

It takes time and effort, but I remain positive and am grateful for the allyship of so many who are doing great work to continue to advance women.  EW

Factoids

Name: Jenny Kim Park

Company: Bank of America

Job Title: Chief diversity and inclusion officer

Education: BA, journalism, San Francisco State University

City: New York, NY