Asset Publisher

Asset Publisher

Asset Publisher

The [email protected] group and advisory board settled on the following three objectives:

Collaborate: Learn from our collective experiences and create diverse and inclusive workplace environments through practical action.

Co-create: Become the preeminent adviser on board-level digital agenda items. 

Contribute: Inspire women to pursue careers in digital and support like-minded groups to drive more widespread social change.

A common theme in all three objectives is “the power of ‘we’”—meaning our drive and capacity to make a tangible difference, both for our respective organizations and for the broader business community.


The [email protected] group meets regularly to share updates from their respective teams and organizations, and to learn new ways to make their workplaces more inclusive.

When asked to reflect on their own careers, advisory board members talked about personal accomplishments and the networks that helped them find, grasp, and take full advantage of career opportunities:

“I believe career growth is driven by two key factors: Internally, it is staying true to your core values (or true North) with a focus on delivering value to the company and those around you. Externally, it is finding leaders who will give you opportunities. I have always been fortunate to have great bosses who were willing to bet on me and some that even mentored me. My current boss is someone that really knows how to drive ordinary people to do extraordinary things. I try to learn from him every day.” —Ann Dozier, Southern Glazer’s Wine & Spirits

“Two things are critical for me: First is grit and perseverance and learning from success and adversity. Second is being direct and providing and seeking timely feedback to gain ongoing learning and improvement for best results.” —Cristina Rieppi, NPD Group

“To get an opportunity, you can either knock on the door and ask, or take the opportunity and then learn how to do it. Ask questions. Take a chance and believe in yourself.” —Lee Ann Murray, Manulife

The advisory board also encourages those who have found success in the digital space to continue to lead by example for those around them and pave the way for more junior women to succeed in the digital space:

“Have the confidence to ask questions.” —Viviane Sabat, Mastercard

“Two things are critical for me: First is grit and perseverance and learning from success and adversity. Second is being direct and providing and seeking timely feedback to gain ongoing learning & improvement for best results.” —Charisse Jacques, Symphony RetailAI

“Create an environment where women can thrive, are not afraid, have a connection, and feel that they’re part of the team. I seek diversity in recruitment and sponsor women in tech. We always undersell our value—everyone needs to know their value.” —Lee Ann Murray, Manulife



The [email protected] group is also dedicated to engaging board-level digital topics, both at their own companies and for the broader business community. Their current focus areas include:

[email protected]

Industry reports suggest two-thirds of all digital transformation projects fail when trying to build on top of existing legacy systems, limiting value creation. While firms see early success with minimum viable product (MVP) or pilots in select areas, most organizations are unable to achieve scale benefits from digital investments.

Our approach focuses on three things:

Mindset change: A new way of thinking and organizing to effectively deliver against business objectives

Skillset change: Aligned skills and capabilities to support crucial business priorities

Toolset change: Supporting architecture, tools, standards, and processes to enable faster delivery and support collaboration across technology and business groups

AI and Ethics

Revenue generated from the direct and indirect application of AI software is estimated to grow to $36.8 billion by 2025. Managing AI and developing a coherent AI strategy is increasingly a board-level topic, with significant implications for corporate ethical and fiscal responsibility. AI and cognitive systems are already transforming the healthcare, retail, and banking industries, with applications of this technology both within and outside of those industries still in nascent stages.

Most organizations will be touched by AI, and should establish an AI advisory council with a board-level mandate to ensure that company strategy actively anticipates and keeps pace with advances in this area, while governing implications and applications of the technology.

Emerging Retail Technology

Worldwide spending on retail technology is expected to reach $200 billion in 2019, with retailers funneling an increasing percentage of their total technology budget into retail technology. Cutting-edge retail technology can be a core differentiator in overall customer experience and brand perception, but poorly implemented or lagging retail technology can also be a source of customer aggravation, lost revenue, or just a waste of money.

Retailers need to take a goal-oriented and customer-centric approach to retail technology and consider the role of the in-store experience within the customer journey and their brand strategy.

Vendor selections, implementation plans, and maintenance all need to reflect an increasing pace of change in the retail industry, with retailers focusing on functionality, pilots, and agile implementations versus prolonged global rollouts.

Transforming from Legacy to Digital

Eighty-two percent of IT budgets are still allocated to legacy or classic IT with continued focus on efficiencies and stability. Expensive, complex, and outdated legacy IT systems tie up more than 70 percent of technology resources. A CEO’s priority is to fix the legacy given the massive legacy footprint in the financial services space.

Unlocking savings potential in IT frees up resources to be reinvested in digitization. Our approach to legacy transformation includes a wide array of levers (for example, standardization, landscape simplification, operating model changes, Agile and DevOps capability development, and automation). The primary focus is to bring costs and risks down and improve quality and reliability.


The [email protected] group is committed to inspiring more women to enter the digital space and lifting others as we climb. We regularly partner with similar-minded organizations to accomplish this, including:

DivInc, an Austin-based accelerator program for women and people of color. DivInc transforms the existing entrepreneur tech ecosystem into a more authentically inclusive environment. They believe diversity and inclusion drive innovation, and they aim to unleash the untapped and hidden innovative talent within our communities and generate an entrepreneur mindset shift for generations to come.

Kendra Scott, a jewelry, home decor, gifts, and beauty brand committed to community giving. Their Kendra Gives Back community-giving program allows community members to host in-store events for causes and organizations that work to improve health and wellness, education and entrepreneurship, and empowerment.

We are also committed to partnering with women-owned and -operated businesses for our meetings and initiatives. If you represent or can recommend a relevant business, brand, or organization, please reach out to [email protected].


Women@Digital group

[email protected] Leaders