The 10 Most Admired Women HR Executives to Watch in 2024

1. Issue :26 | 2024 The W MEN Executives to Watch in 2024 Most Admired Honoring the Legacies of Prominent Women HR Executives The Challenges and Triumphs of Women HR Executives Badi www.ciobusinessworld.com Rebolledo Chief People Officer \ Krispy Kreme Mexico

5. Editor in chief Robert Patrick Contents Managing Editor : Smith Collins Design Visualizer : Jack Thomas Arts & Design Director : Adam Jones Associate Designer : Erick Williams Sales Senior Sales Manager : Scott M Marketing Manager : Andrew T Sales Executive : Mark Davis Technical Victor Anderson SME- SMO Research Analyst : Henry Martinez SEO Executive : Daniel Lee Circulation Manager Alexander Nelson Follow us : www.ciobusinessworld.com

6. Editorial Note Celebrating Visionary Women HR Executives T he realm of Human Resources (HR) has traditionally been viewed as a realm of structure, process, and compliance. Yet, beneath the surface lies a potent wellspring of creativity and imagination – a force often underestimated but wielded with remarkable success by a growing number of women HR executives. This piece isn't your standard "women in HR" article. We're not here to simply highlight achievements – we're here to celebrate the unbridled imagination that fuels them. These women aren't just administrators; they're architects, constructing innovative solutions to complex challenges. They're storytellers, crafting compelling narratives that attract and retain top talent. They're visionaries, reimagining the very essence of what it means to work and thrive in today's dynamic world. Beyond the Spreadsheet: Imagination in Action Imagine an HR leader who doesn't see a skills gap, but a canvas for co-creation.

7. Instead of simply hiring for specific roles, she envisions a future where employees can continuously learn, upskill, and adapt, fueled by a culture of experimentation and growth. Imagine a talent acquisition strategy that transcends the traditional resume. Think gamified assessments that tap into an applicant's problem-solving skills and creativity. Picture dynamic online communities where potential candidates connect and collaborate, showcasing their talents in a way that goes beyond a static document. Imagine a performance management system that celebrates intrinsic motivation. Gone are the days of rigid annual reviews and top-down dictates. This visionary HR leader fosters a culture of self- directed learning, continuous feedback, and peer-to-peer recognition, where employees are empowered to set ambitious goals and track their own progress. Building Bridges, Not Walls: These women leaders are not confined by traditional HR silos. They see themselves as strategic partners, collaborating with leadership across the organization to weave innovative HR practices into the very fabric of the company's success. They understand that a truly imaginative HR strategy isn't just about filling positions; it's about unlocking the collective potential of the workforce, fostering an environment where creativity and innovation flourish. The Power of Storytelling: These women leaders wield the power of storytelling. They weave compelling narratives about the company culture, the employee experience, and the chance to be part of something bigger than oneself. They understand that attracting top talent isn't just about compensation and benefits; it's about inspiring people with a vision, a sense of purpose, and a platform to unleash their own imaginations. This is Not Just About Gender: While we celebrate the achievements of these remarkable women, it's important to remember that imagination is not a gender-specific trait. The goal is to create an environment where all HR professionals, regardless of gender, feel empowered to tap into their creative potential. By showcasing the stories of these visionary women leaders, CIO Business World through its edition, The 10 Most Admired Women HR Executives to Watch in 2024 we hope to inspire a new generation of HR professionals to embrace their own imagination and co-create a more dynamic, inspiring, and human-centric future of work.

10. COVER STORY 12 Badi Rebolledo

11. ARTICLE 22 32 Honoring the Legacies of Prominent Women HR Executives The Rise of Women Leaders in HR CXO 24The Impermanent Leader Business Profile 18 Robin Hirsch Everhart 28 Sonica Aron

12. COVER STORY Badi Rebolledo The Journey of Unveiling Excellence in Business Leadership 12

13. Chief People Officer Krispy Kreme Mexico 13 www.ciobusinessworld.com

14. ‘ ‘ ‘ I believe that the transformation that has been made in Krispy Kreme Mexico, is unprecedented. ‘ ‘ ‘ 14

15. 15 www.ciobusinessworld.com

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17. 17 www.ciobusinessworld.com

18. Robin Hirsch Everhart I and we cannot do everything alone. Thus Robin Hirsch Everhart is grateful for the people who provided her a helping hand along the way as she now aims to continue pulling people forward. Today she is Chief People Officer at The Ideal Tridon Group - a family of brands dedicated to supporting, securing, and connecting pipes, tubes, and hoses. Robin is committed to doing what's right, valuing each other as individuals, and recognizing the impact of her role within the company. Here's more to embrace change and overcome challenges with resilience from Robin through an interview. BUSINESS PROFILE Strategic HR Executive Driving Transformation and Culture Change f you are not learning from your past mistakes, then you are not growing and most likely repeating the same mistake. We as humans are imperfectly perfect, way for future women leaders. At times, I found I had to do more to prove my value vs. the assumed potential that was extended to my male counterparts. To remain competitive, I made unconventional career moves to accelerate my leadership development and enhance my value proposition. Additionally, I was often the only, or one of few, Jewish people within the leadership and executive team and had to raise awareness about being conscientious of not scheduling important meetings or company outings on high holidays if they wanted the entire employee base to be able to attend. Transitioning from social work to business at 28, I started from an entry-level position, becoming a vice president by 33 and entering the C-suite shortly thereafter. As a female executive, there was tremendous eyeball scrutiny on my career as well as how I would handle the work/life balance after having my three children between the ages of 35-37. Brief our audience about your journey as a business leader until your current position at IDEAL-TRIDON Group. What challenges have you had to overcome to reach where you are today? Despite spoken skepticism from male colleagues about my intentions to return-to-work post-pregnancy, I continued to do so. While being young and female during my journey created some entry barriers, I found that remaining confident in my leadership style, building trust through relationships, continuing to learn along the way, and demonstrating value through my actions has led to continued success and where I am today. It did not come without making mistakes and certainly wasn't a perfect journey. But the key is to learn from the mistakes we make and realize that we are all perfectly imperfect, and we cannot do it alone. I am grateful for all those who reached back to provide a helping hand along the way and aim to continue pulling people forward as I go. My path leading up to Ideal Tridon Group has been both challenging and rewarding. I've worked in both publicly traded and privately held companies ranging in size from Fortune 500 to mid-market private equity portfolio companies. My experience includes B2C as well as B2B in retail, professional services, and manufacturing industries. My roles have spanned Compliance & Ethics, Operations, Communications, Government Affairs, Diversity/Equity/Inclusion & Belonging, and HR. Starting my business career in male-dominated environments, I was often the only female executive, which necessitated tough conversations and efforts to pave the Chief People Officer Ideal Tridon Group 18 Could you tell us more about IDEAL-TRIDON Group's mission, vision, and operations? What would be your advice to budding entrepreneurs who aspire to venture into the HR sector? companies in their growth. Upon retirement, my goal is to continue board work while also engaging in speaking and consulting roles focused on communication, leadership, and strategy. For the Ideal Tridon Group, my objectives include establishing it as a premier workplace and further developing our human capital strategy. This will ensure we attract, retain, and nurture top talent, which is crucial for our continued business success. deeply in business discussions, influencing decisions with insights on how these decisions affect personnel and the organization. This approach positions HR as a key player in shaping business strategy, emphasizing the importance of understanding and leveraging human capital to achieve broader business goals. The Ideal Tridon Group is a family of brands dedicated to supporting, securing, and connecting pipes, tubes, and hoses. Based in Smyrna, Tennessee, we manufacture and distribute our products globally, with facilities across North America, Europe, and Asia. Our mission is grounded in core values centered around growth, positive energy, adapatability, accountability, solution orientation, and customer satisfaction. We emphasize personal and company growth, holding ourselves to high standards of performance and ethics. We are team builders and problem solvers, embracing change and overcoming challenges with resilience. Our success hinges on understanding and meeting customer needs, building trust through reliability, and fostering long-lasting relationships. Service is paramount. We are committed to doing what's right, valuing each other as individuals, and recognizing the impact of our roles within the company. My advice for budding entrepreneurs venturing into the HR sector would be to take the time to listen and understand the real needs of their potential customers to fully understand the problem they are trying to solve for them. Entrepreneurs should also gain an understanding of any existing competitors so they can articulate what makes them different from the various tools already available to HR How have you made an impact in the HR? What was your inspiration behind venturing into the business arena? My impact in HR stems from leveraging my unique background in operations and business risk to adopt a comprehensive view of the organization. I'd like to believe that this perspective has enabled me to enhance communication and implementation strategies for changes affecting personnel, facilitating smoother transitions with less resistance. I've emphasized the importance of storytelling to understand the individuals behind the roles, fostering a culture of transparency by sharing information openly, even when the news is challenging or there is disagreement. My approach as a true business partner involves a holistic examination of decisions to anticipate their broader implications; ensuring strategies are comprehensive and considerate of all variables. Additionally, I've prioritized diversity, equity, inclusion, and belonging in every aspect of HR practice, from hiring and development to setting behavioral expectations, aiming to create a more inclusive and representative workplace. My inspiration came from a challenge early in my career, where I was asked to do something unethical. Although it wasn't illegal, it compromised my values. It would have provided the company with a short-term gain but would have negatively impacted our clients, customers, and employees in the long run. I refused to do it, and I was fired. This was a pivotal moment that shaped my approach to leadership and defined the kind of organizations I wanted to be part of. This experience also led me to my first role in compliance and ethics, where I began building programs focused on ethical practices for companies and launched my business career. How do you build and manage a motivated and effective team? To build an effective and motivated team, I prioritize hiring the best talent I can find. Often, these individuals are smarter than I am and have the potential to surpass me. This approach is based on the belief in their ability to learn and grow within the business, fostering a culture where we are all moving in the same direction and where they can develop. Many of my past hires have grown into executive positions themselves and I would feel proud if I found myself working for them one day. To maintain team effectiveness, accountability is key. I set high standards, expecting my team to meet them, while also holding myself to the same expectations. Celebrating achievements, providing growth opportunities, and offering honest feedback are essential to motivation and effectiveness. Trusting the team with challenging assignments further encourages their development. Additionally, understanding my team members personally is crucial; knowing what drives them enables me to tailor motivation strategies effectively. What, according to you, could be the next big change in the HR? How is company preparing to be a part of that change? The next significant shift in HR, in my view, will be the integration of Artificial Intelligence (AI). AI offers the potential to streamline and expedite many of the routine tasks within HR, and we are already beginning to explore these opportunities. The longer-term possibilities include AI's role in talent screening, applicant testing, and even functioning as HR generalists. Recognizing the importance of this technology, we are actively incorporating AI into our strategic planning, not only within HR but across other support functions as well, to ensure we stay at the forefront of this transformation. What change would you like to bring to the HR- industry if given a chance? Where do you envision yourself to be in the long run, and what are your future goals for IDEAL-TRIDON Group? I would advocate for HR professionals to evolve beyond traditional roles and become integral business partners. My vision is for the HR industry to enhance its business acumen, showcasing how HR can actively contribute to and drive business objectives through strategic people management. Rather than confining themselves to conventional HR responsibilities, HR leaders should engage In the future, I aim to ascend to a CEO position or secure roles on paid boards, leveraging my unique experience with business operations, risk, and human capital to aid other

19. Robin Hirsch Everhart I and we cannot do everything alone. Thus Robin Hirsch Everhart is grateful for the people who provided her a helping hand along the way as she now aims to continue pulling people forward. Today she is Chief People Officer at The Ideal Tridon Group - a family of brands dedicated to supporting, securing, and connecting pipes, tubes, and hoses. Robin is committed to doing what's right, valuing each other as individuals, and recognizing the impact of her role within the company. Here's more to embrace change and overcome challenges with resilience from Robin through an interview. Strategic HR Executive Driving Transformation and Culture Change f you are not learning from your past mistakes, then you are not growing and most likely repeating the same mistake. We as humans are imperfectly perfect, way for future women leaders. At times, I found I had to do more to prove my value vs. the assumed potential that was extended to my male counterparts. To remain competitive, I made unconventional career moves to accelerate my leadership development and enhance my value proposition. Additionally, I was often the only, or one of few, Jewish people within the leadership and executive team and had to raise awareness about being conscientious of not scheduling important meetings or company outings on high holidays if they wanted the entire employee base to be able to attend. Transitioning from social work to business at 28, I started from an entry-level position, becoming a vice president by 33 and entering the C-suite shortly thereafter. As a female executive, there was tremendous eyeball scrutiny on my career as well as how I would handle the work/life balance after having my three children between the ages of 35-37. Brief our audience about your journey as a business leader until your current position at IDEAL-TRIDON Group. What challenges have you had to overcome to reach where you are today? Despite spoken skepticism from male colleagues about my intentions to return-to-work post-pregnancy, I continued to do so. While being young and female during my journey created some entry barriers, I found that remaining confident in my leadership style, building trust through relationships, continuing to learn along the way, and demonstrating value through my actions has led to continued success and where I am today. It did not come without making mistakes and certainly wasn't a perfect journey. But the key is to learn from the mistakes we make and realize that we are all perfectly imperfect, and we cannot do it alone. I am grateful for all those who reached back to provide a helping hand along the way and aim to continue pulling people forward as I go. My path leading up to Ideal Tridon Group has been both challenging and rewarding. I've worked in both publicly traded and privately held companies ranging in size from Fortune 500 to mid-market private equity portfolio companies. My experience includes B2C as well as B2B in retail, professional services, and manufacturing industries. My roles have spanned Compliance & Ethics, Operations, Communications, Government Affairs, Diversity/Equity/Inclusion & Belonging, and HR. Starting my business career in male-dominated environments, I was often the only female executive, which necessitated tough conversations and efforts to pave the 19 www.ciobusinessworld.com Could you tell us more about IDEAL-TRIDON Group's mission, vision, and operations? What would be your advice to budding entrepreneurs who aspire to venture into the HR sector? companies in their growth. Upon retirement, my goal is to continue board work while also engaging in speaking and consulting roles focused on communication, leadership, and strategy. For the Ideal Tridon Group, my objectives include establishing it as a premier workplace and further developing our human capital strategy. This will ensure we attract, retain, and nurture top talent, which is crucial for our continued business success. deeply in business discussions, influencing decisions with insights on how these decisions affect personnel and the organization. This approach positions HR as a key player in shaping business strategy, emphasizing the importance of understanding and leveraging human capital to achieve broader business goals. The Ideal Tridon Group is a family of brands dedicated to supporting, securing, and connecting pipes, tubes, and hoses. Based in Smyrna, Tennessee, we manufacture and distribute our products globally, with facilities across North America, Europe, and Asia. Our mission is grounded in core values centered around growth, positive energy, adapatability, accountability, solution orientation, and customer satisfaction. We emphasize personal and company growth, holding ourselves to high standards of performance and ethics. We are team builders and problem solvers, embracing change and overcoming challenges with resilience. Our success hinges on understanding and meeting customer needs, building trust through reliability, and fostering long-lasting relationships. Service is paramount. We are committed to doing what's right, valuing each other as individuals, and recognizing the impact of our roles within the company. My advice for budding entrepreneurs venturing into the HR sector would be to take the time to listen and understand the real needs of their potential customers to fully understand the problem they are trying to solve for them. Entrepreneurs should also gain an understanding of any existing competitors so they can articulate what makes them different from the various tools already available to HR How have you made an impact in the HR? What was your inspiration behind venturing into the business arena? My impact in HR stems from leveraging my unique background in operations and business risk to adopt a comprehensive view of the organization. I'd like to believe that this perspective has enabled me to enhance communication and implementation strategies for changes affecting personnel, facilitating smoother transitions with less resistance. I've emphasized the importance of storytelling to understand the individuals behind the roles, fostering a culture of transparency by sharing information openly, even when the news is challenging or there is disagreement. My approach as a true business partner involves a holistic examination of decisions to anticipate their broader implications; ensuring strategies are comprehensive and considerate of all variables. Additionally, I've prioritized diversity, equity, inclusion, and belonging in every aspect of HR practice, from hiring and development to setting behavioral expectations, aiming to create a more inclusive and representative workplace. My inspiration came from a challenge early in my career, where I was asked to do something unethical. Although it wasn't illegal, it compromised my values. It would have provided the company with a short-term gain but would have negatively impacted our clients, customers, and employees in the long run. I refused to do it, and I was fired. This was a pivotal moment that shaped my approach to leadership and defined the kind of organizations I wanted to be part of. This experience also led me to my first role in compliance and ethics, where I began building programs focused on ethical practices for companies and launched my business career. How do you build and manage a motivated and effective team? To build an effective and motivated team, I prioritize hiring the best talent I can find. Often, these individuals are smarter than I am and have the potential to surpass me. This approach is based on the belief in their ability to learn and grow within the business, fostering a culture where we are all moving in the same direction and where they can develop. Many of my past hires have grown into executive positions themselves and I would feel proud if I found myself working for them one day. To maintain team effectiveness, accountability is key. I set high standards, expecting my team to meet them, while also holding myself to the same expectations. Celebrating achievements, providing growth opportunities, and offering honest feedback are essential to motivation and effectiveness. Trusting the team with challenging assignments further encourages their development. Additionally, understanding my team members personally is crucial; knowing what drives them enables me to tailor motivation strategies effectively. What, according to you, could be the next big change in the HR? How is company preparing to be a part of that change? The next significant shift in HR, in my view, will be the integration of Artificial Intelligence (AI). AI offers the potential to streamline and expedite many of the routine tasks within HR, and we are already beginning to explore these opportunities. The longer-term possibilities include AI's role in talent screening, applicant testing, and even functioning as HR generalists. Recognizing the importance of this technology, we are actively incorporating AI into our strategic planning, not only within HR but across other support functions as well, to ensure we stay at the forefront of this transformation. What change would you like to bring to the HR- industry if given a chance? Where do you envision yourself to be in the long run, and what are your future goals for IDEAL-TRIDON Group? I would advocate for HR professionals to evolve beyond traditional roles and become integral business partners. My vision is for the HR industry to enhance its business acumen, showcasing how HR can actively contribute to and drive business objectives through strategic people management. Rather than confining themselves to conventional HR responsibilities, HR leaders should engage In the future, I aim to ascend to a CEO position or secure roles on paid boards, leveraging my unique experience with business operations, risk, and human capital to aid other

20. Could you tell us more about IDEAL-TRIDON Group's mission, vision, and operations? companies in their growth. Upon retirement, my goal is to continue board work while also engaging in speaking and consulting roles focused on communication, leadership, and strategy. For the Ideal Tridon Group, my objectives include establishing it as a premier workplace and further developing our human capital strategy. This will ensure we attract, retain, and nurture top talent, which is crucial for our continued business success. The Ideal Tridon Group is a family of brands dedicated to supporting, securing, and connecting pipes, tubes, and hoses. Based in Smyrna, Tennessee, we manufacture and distribute our products globally, with facilities across North America, Europe, and Asia. Our mission is grounded in core values centered around growth, positive energy, adapatability, accountability, solution orientation, and customer satisfaction. We emphasize personal and company growth, holding ourselves to high standards of performance and ethics. We are team builders and problem solvers, embracing change and overcoming challenges with resilience. Our success hinges on understanding and meeting customer needs, building trust through reliability, and fostering long-lasting relationships. Service is paramount. We are committed to doing what's right, valuing each other as individuals, and recognizing the impact of our roles within the company. What was your inspiration behind venturing into the business arena? My inspiration came from a challenge early in my career, where I was asked to do something unethical. Although it wasn't illegal, it compromised my values. It would have provided the company with a short-term gain but would have negatively impacted our clients, customers, and employees in the long run. I refused to do it, and I was fired. This was a pivotal moment that shaped my approach to leadership and defined the kind of organizations I wanted to be part of. This experience also led me to my first role in compliance and ethics, where I began building programs focused on ethical practices for companies and launched my business career. How do you build and manage a motivated and effective team? To build an effective and motivated team, I prioritize hiring the best talent I can find. Often, these individuals are smarter than I am and have the potential to surpass me. This approach is based on the belief in their ability to learn and grow within the business, fostering a culture where we are all moving in the same direction and where they can develop. Many of my past hires have grown into executive positions themselves and I would feel proud if I found myself working for them one day. To maintain team effectiveness, accountability is key. I set high standards, expecting my team to meet them, while also holding myself to the same expectations. Celebrating achievements, providing growth opportunities, and offering honest feedback are essential to motivation and effectiveness. Trusting the team with challenging assignments further encourages their development. Additionally, understanding my team members personally is crucial; knowing what drives them enables me to tailor motivation strategies effectively. What, according to you, could be the next big change in the HR? How is company preparing to be a part of that change? The next significant shift in HR, in my view, will be the integration of Artificial Intelligence (AI). AI offers the potential to streamline and expedite many of the routine tasks within HR, and we are already beginning to explore these opportunities. The longer-term possibilities include AI's role in talent screening, applicant testing, and even functioning as HR generalists. Recognizing the importance of this technology, we are actively incorporating AI into our strategic planning, not only within HR but across other support functions as well, to ensure we stay at the forefront of this transformation. What change would you like to bring to the HR- industry if given a chance? Where do you envision yourself to be in the long run, and what are your future goals for IDEAL-TRIDON Group? I would advocate for HR professionals to evolve beyond traditional roles and become integral business partners. My vision is for the HR industry to enhance its business acumen, showcasing how HR can actively contribute to and drive business objectives through strategic people management. Rather than confining themselves to conventional HR responsibilities, HR leaders should engage In the future, I aim to ascend to a CEO position or secure roles on paid boards, leveraging my unique experience with business operations, risk, and human capital to aid other 20 What would be your advice to budding entrepreneurs who aspire to venture into the HR sector? deeply in business discussions, influencing decisions with insights on how these decisions affect personnel and the organization. This approach positions HR as a key player in shaping business strategy, emphasizing the importance of understanding and leveraging human capital to achieve broader business goals. My advice for budding entrepreneurs venturing into the HR sector would be to take the time to listen and understand the real needs of their potential customers to fully understand the problem they are trying to solve for them. Entrepreneurs should also gain an understanding of any existing competitors so they can articulate what makes them different from the various tools already available to HR How have you made an impact in the HR? My impact in HR stems from leveraging my unique background in operations and business risk to adopt a comprehensive view of the organization. I'd like to believe that this perspective has enabled me to enhance communication and implementation strategies for changes affecting personnel, facilitating smoother transitions with less resistance. I've emphasized the importance of storytelling to understand the individuals behind the roles, fostering a culture of transparency by sharing information openly, even when the news is challenging or there is disagreement. My approach as a true business partner involves a holistic examination of decisions to anticipate their broader implications; ensuring strategies are comprehensive and considerate of all variables. Additionally, I've prioritized diversity, equity, inclusion, and belonging in every aspect of HR practice, from hiring and development to setting behavioral expectations, aiming to create a more inclusive and representative workplace.

21. What would be your advice to budding entrepreneurs who aspire to venture into the HR sector? deeply in business discussions, influencing decisions with insights on how these decisions affect personnel and the organization. This approach positions HR as a key player in shaping business strategy, emphasizing the importance of understanding and leveraging human capital to achieve broader business goals. My advice for budding entrepreneurs venturing into the HR sector would be to take the time to listen and understand the real needs of their potential customers to fully understand the problem they are trying to solve for them. Entrepreneurs should also gain an understanding of any existing competitors so they can articulate what makes them different from the various tools already available to HR How have you made an impact in the HR? My impact in HR stems from leveraging my unique background in operations and business risk to adopt a comprehensive view of the organization. I'd like to believe that this perspective has enabled me to enhance communication and implementation strategies for changes affecting personnel, facilitating smoother transitions with less resistance. I've emphasized the importance of storytelling to understand the individuals behind the roles, fostering a culture of transparency by sharing information openly, even when the news is challenging or there is disagreement. My approach as a true business partner involves a holistic examination of decisions to anticipate their broader implications; ensuring strategies are comprehensive and considerate of all variables. Additionally, I've prioritized diversity, equity, inclusion, and belonging in every aspect of HR practice, from hiring and development to setting behavioral expectations, aiming to create a more inclusive and representative workplace. 21 www.ciobusinessworld.com

22. Honoring the Legacies of Prominent Women HR Executives ARTICLE T he world of work is no stranger to volatility. Economic downturns, technological disruptions, and unforeseen events like global pandemics can throw even the most established organizations into disarray. In this dynamic landscape, HR leaders are emerging as architects of resilience, building organizations that can not only weather these storms but also thrive in the face of adversity. company's commitment to employee well-being, professional development, and a culture of resilience. This not only positions the organization as an employer of choice but also builds trust and loyalty among employees, crucial during periods of uncertainty. Leveraging Data-Driven Decision Making HR leaders are increasingly utilizing data analytics to gain deeper insights into employee sentiment and workforce needs. This data can inform strategic decision-making, allowing HR to proactively address potential challenges and build resilience from the ground up. Building a Culture of Adaptability HR leaders are fostering a culture that embraces change and continuous learning. This involves implementing training programs that equip employees with the skills to adapt to new technologies, processes, and market demands. Encouraging collaboration and open communication allows diverse perspectives to be heard, leading to more creative solutions for navigating challenges. Leading by Example HR leaders themselves play a pivotal role in fostering resilience. Demonstrating strong communication skills, adaptability, and a positive attitude sets the tone for the entire organization. By leading by example, HR leaders inspire a culture of resilience that permeates all levels of the company. Employee Well-being at the Forefront Recognizing the link between employee well-being and organizational resilience, HR leaders are prioritizing initiatives that promote physical and mental health. This could include offering flexible work arrangements, robust wellness programs, and Employee Assistance Programs (EAPs) to support employees through personal and professional challenges. A happy and healthy workforce is better equipped to handle change and uncertainty. Building Resilience: A Collective Effort Building resilient organizations is not a solo act. HR leaders play a critical role in spearheading these initiatives, but success hinges on collaboration. Working closely with senior leadership, line managers, and employees themselves, HR can create a strong foundation for navigating challenges and emerging stronger. Developing Future-Ready Talent HR leaders are investing in future-proofing the workforce. This involves identifying critical skills needed to succeed in the evolving job market and creating training programs that bridge those skill gaps. Upskilling and reskilling initiatives ensure employees stay adaptable and relevant in the face of constant change. The future of work promises to be an exciting yet unpredictable journey. By prioritizing adaptability, employee well-being, and a culture of resilience, HR leaders are ensuring their organizations are well-equipped to not only survive but thrive in the face of any challenge. As the world continues to evolve, HR's role in building resilient organizations will become even more critical, shaping the very fabric of successful and sustainable businesses. Fostering a Strong Employer Brand A strong employer brand attracts and retains top talent. HR leaders are crafting compelling narratives that showcase the 22

23. T he world of work is no stranger to volatility. Economic downturns, technological disruptions, and unforeseen events like global pandemics can throw even the most established organizations into disarray. In this dynamic landscape, HR leaders are emerging as architects of resilience, building organizations that can not only weather these storms but also thrive in the face of adversity. company's commitment to employee well-being, professional development, and a culture of resilience. This not only positions the organization as an employer of choice but also builds trust and loyalty among employees, crucial during periods of uncertainty. Leveraging Data-Driven Decision Making HR leaders are increasingly utilizing data analytics to gain deeper insights into employee sentiment and workforce needs. This data can inform strategic decision-making, allowing HR to proactively address potential challenges and build resilience from the ground up. Building a Culture of Adaptability HR leaders are fostering a culture that embraces change and continuous learning. This involves implementing training programs that equip employees with the skills to adapt to new technologies, processes, and market demands. Encouraging collaboration and open communication allows diverse perspectives to be heard, leading to more creative solutions for navigating challenges. Leading by Example HR leaders themselves play a pivotal role in fostering resilience. Demonstrating strong communication skills, adaptability, and a positive attitude sets the tone for the entire organization. By leading by example, HR leaders inspire a culture of resilience that permeates all levels of the company. Employee Well-being at the Forefront Recognizing the link between employee well-being and organizational resilience, HR leaders are prioritizing initiatives that promote physical and mental health. This could include offering flexible work arrangements, robust wellness programs, and Employee Assistance Programs (EAPs) to support employees through personal and professional challenges. A happy and healthy workforce is better equipped to handle change and uncertainty. Building Resilience: A Collective Effort Building resilient organizations is not a solo act. HR leaders play a critical role in spearheading these initiatives, but success hinges on collaboration. Working closely with senior leadership, line managers, and employees themselves, HR can create a strong foundation for navigating challenges and emerging stronger. Developing Future-Ready Talent HR leaders are investing in future-proofing the workforce. This involves identifying critical skills needed to succeed in the evolving job market and creating training programs that bridge those skill gaps. Upskilling and reskilling initiatives ensure employees stay adaptable and relevant in the face of constant change. The future of work promises to be an exciting yet unpredictable journey. By prioritizing adaptability, employee well-being, and a culture of resilience, HR leaders are ensuring their organizations are well-equipped to not only survive but thrive in the face of any challenge. As the world continues to evolve, HR's role in building resilient organizations will become even more critical, shaping the very fabric of successful and sustainable businesses. Fostering a Strong Employer Brand A strong employer brand attracts and retains top talent. HR leaders are crafting compelling narratives that showcase the 23 www.ciobusinessworld.com

24. CXO We need to understand that everyone walks the Hero's Journey. The people you encounter every day are each living a Hero's Journey - they are striving to find meaning while facing unexpected twists and turns of fate. Obstacles test their character, strength, skill, and resolve. Each person came into life without a name and will leave their name and body behind, yet we see the people around us as unchanging; we name them as friends or foe, as obstacles or helpers. balanced and coherent mind, heart, and emotions can positively impact the growth of a business. She has worked with some of the world's largest companies to bring about lasting change and shift mindsets. Melissa is certified in HeartMath®, Emotional Resolution®, BodyTalk™ and PSYCH-K® and brings these scientifically focused modalities to her coaching. The Impermanent Leader One of most powerful techniques I work on with my clients is to assist them to stop torturing themselves about their past failures by understanding that is not who they are today. Letting go of attachment to the past is essential to accepting impermanence. As humans we often use blame and shame when the situation does not turn out like we hope. By holding on to hope, we actually invite suffering. Accepting impermanence reminds us that nothing lasts forever. It embraces change as a constant. We often mistakenly invest in multiple aspects of life as if they are fixed and certain such as our relationships, jobs, income, and housing. But accepting that all circumstances are subject to change, both from bad to better and from good to worse, helps us manage life's ups and downs. Why do we work towards permanent goals and achievements, when the only permanent thing is change? and make sense of it. We can no more control it than we can control weather patterns. Nothing in our lives is permanent. We resist change and try to control because we seek permanence, but the truth is, everything changes. Resistance to change comes from a fixed mindset; it is our resistance to this impermanence and uneasiness in the face of it that, in my opinion, is fueling a lot of our current woes. Control is not the answer. Surrendering resistance is. Expecting temporary circumstances to remain permanent only serves to intensify challenges and highlights our lack of control. As leaders, we often strive for stability, sustainability, and perpetual growth as key organizational goals. But what if these goals are ultimately fleeting and unattainable? This concept of impermanence is a tough one to integrate, especially in a world where we look towards the future and use the past to guide us. Impermanent leadership allows for the impermanence of all things. Impermanent leaders trust that the organization will survive and thrive as long as it can be of service in the world. They are willing to let go when the work of the organization is finished. They are willing to surrender their own agendas when doors close. They listen for the new when their plans fizzle. They receive what is given with humility and gratitude. Impermanence, and fully embracing it, helps leaders to realize that leadership is full of surprise, humility, humor, awe, and surrender. To embrace impermanence is to start a journey toward positive transformation. The changing nature of business is reflected in past and current theories of leadership. Historically, a leader's role was to maintain the status quo. Stability was considered a cost saving and energy-efficient way of doing business, and change was perceived to disrupt operations and exhaust resources. The new focus of organizations is change. Accommodating change requires more than flexibility or adaptability. Today's leader is a “visionary” or “change agent”, who always seeks new and better ways of attaining goals by challenging current paradigms. A leader must be able to cope with a dynamic environment, but more importantly must be able to change themselves frequently in order to remain ahead of the game. We don't mourn a beautiful flower when it drops its petals. We accept that it has bloomed, will reset, and bloom again. Yet when we have a bad day, mess up a proposal, don't hit revenue numbers, we forget about our beautiful petals and instead focus on the loss. Coming from a background in sales, I felt this keenly - you're only as good as your last sale. Basketball Coach Phil Jackson said it best: “You're only a success in the moment of the successful act, then you have to do it again”, after winning two consecutive NBA championships in the mid- 1990s with the Chicago Bulls and then going for a third ring in 1998. Melissa Griffiths Ascension, Inc. www.active-ascension.com Melissa Griffiths focuses on bottom line impact. By working directly with the leaders and teams of growing companies, Melissa combines almost 30 years of sales experience with the latest research in self-development and creative intuition to bring about positive and measurable change. Melissa founded Ascension to educate the next generation of leaders on how a Today's leader must embody a deep awareness that the conscious world is always changing. The mind moves through so many mental states in a day, in an hour, sometimes even in a few minutes or seconds, and can move from the distant past to the future in an instant. It is ungovernable and unreliable, and yet we try to control it What would it look like if we approached the workplace with a conscious understanding that everyone, top to bottom, inside to outside, partner or competitor, is at some level suffering from the same sense of loss related to this temporary effervescence of life? 24

25. We need to understand that everyone walks the Hero's Journey. The people you encounter every day are each living a Hero's Journey - they are striving to find meaning while facing unexpected twists and turns of fate. Obstacles test their character, strength, skill, and resolve. Each person came into life without a name and will leave their name and body behind, yet we see the people around us as unchanging; we name them as friends or foe, as obstacles or helpers. balanced and coherent mind, heart, and emotions can positively impact the growth of a business. She has worked with some of the world's largest companies to bring about lasting change and shift mindsets. Melissa is certified in HeartMath®, Emotional Resolution®, BodyTalk™ and PSYCH-K® and brings these scientifically focused modalities to her coaching. One of most powerful techniques I work on with my clients is to assist them to stop torturing themselves about their past failures by understanding that is not who they are today. Letting go of attachment to the past is essential to accepting impermanence. As humans we often use blame and shame when the situation does not turn out like we hope. By holding on to hope, we actually invite suffering. Accepting impermanence reminds us that nothing lasts forever. It embraces change as a constant. We often mistakenly invest in multiple aspects of life as if they are fixed and certain such as our relationships, jobs, income, and housing. But accepting that all circumstances are subject to change, both from bad to better and from good to worse, helps us manage life's ups and downs. Impermanent leadership allows for the impermanence of all things. Impermanent leaders trust that the organization will survive and thrive as long as it can be of service in the world. They are willing to let go when the work of the organization is finished. They are willing to surrender their own agendas when doors close. They listen for the new when their plans fizzle. They receive what is given with humility and gratitude. Impermanence, and fully embracing it, helps leaders to realize that leadership is full of surprise, humility, humor, awe, and surrender. To embrace impermanence is to start a journey toward positive transformation. Melissa Griffiths Ascension, Inc. www.active-ascension.com Melissa Griffiths focuses on bottom line impact. By working directly with the leaders and teams of growing companies, Melissa combines almost 30 years of sales experience with the latest research in self-development and creative intuition to bring about positive and measurable change. Melissa founded Ascension to educate the next generation of leaders on how a 25 www.ciobusinessworld.com

26. We need to understand that everyone walks the Hero's Journey. The people you encounter every day are each living a Hero's Journey - they are striving to find meaning while facing unexpected twists and turns of fate. Obstacles test their character, strength, skill, and resolve. Each person came into life without a name and will leave their name and body behind, yet we see the people around us as unchanging; we name them as friends or foe, as obstacles or helpers. balanced and coherent mind, heart, and emotions can positively impact the growth of a business. She has worked with some of the world's largest companies to bring about lasting change and shift mindsets. Melissa is certified in HeartMath®, Emotional Resolution®, BodyTalk™ and PSYCH-K® and brings these scientifically focused modalities to her coaching. One of most powerful techniques I work on with my clients is to assist them to stop torturing themselves about their past failures by understanding that is not who they are today. Letting go of attachment to the past is essential to accepting impermanence. As humans we often use blame and shame when the situation does not turn out like we hope. By holding on to hope, we actually invite suffering. Accepting impermanence reminds us that nothing lasts forever. It embraces change as a constant. We often mistakenly invest in multiple aspects of life as if they are fixed and certain such as our relationships, jobs, income, and housing. But accepting that all circumstances are subject to change, both from bad to better and from good to worse, helps us manage life's ups and downs. Impermanent leadership allows for the impermanence of all things. Impermanent leaders trust that the organization will survive and thrive as long as it can be of service in the world. They are willing to let go when the work of the organization is finished. They are willing to surrender their own agendas when doors close. They listen for the new when their plans fizzle. They receive what is given with humility and gratitude. Impermanence, and fully embracing it, helps leaders to realize that leadership is full of surprise, humility, humor, awe, and surrender. To embrace impermanence is to start a journey toward positive transformation. Melissa Griffiths Ascension, Inc. www.active-ascension.com Melissa Griffiths focuses on bottom line impact. By working directly with the leaders and teams of growing companies, Melissa combines almost 30 years of sales experience with the latest research in self-development and creative intuition to bring about positive and measurable change. Melissa founded Ascension to educate the next generation of leaders on how a 26

28. Sonica Aron Elevating Organizations through curated HR Solutions and Excellence I HR is designed to seamlessly align with the business essence and ambitions. In this realm, Sonica Aron stays at the forefront of industry trends and best practices. What truly sets her apart is it's not about volume, it's about depth. n a world where people are the heart of any organization, Marching Sheep stands as a beacon of insight and innovation. The ever-evolving landscape of An XLRI post- graduate, Sonica has been an HR professional with more than 2 decades of experience. She has worked with companies like Pepsico, Vodafone, Roche Diagnostics and ICI paints. While working at PepsiCo, Sonica was exposed to diverse roles and geographies. She worked in sales and sales HR. She worked in a factory. She also worked in a city as well as in remote areas. This experience helped her realize how diverse people viewed women workforce, worked with, and dealt with them. Sonica was heading the HR function for Philips Consumer Lifestyle business in 2012, when she decided to take a break from the corporate world and founded Marching Sheep in February 2013, with an intention to rollout interventions that truly made a difference to organisations and people's lives and careers and drive respect and equality for all. With a passion for nurturing talent, Sonica is navigating the delicate balance between individual aspirations and collective goals. This allowed us at CIO Business World to interview, Sonica Aron to know how she is redefining the landscape of organizational growth. Below are the highlights of the interview: Brief our audience about your journey as a business leader until your current position at your company. What challenges have you had to overcome to reach where you are today? A mother of two, Sonica considers Marching Sheep her third child, and is extremely passionate about what they deliver as a team. The values at Marching Sheep are Integrity in everything they do, Client orientation, Responsiveness, Attention to detail. Her constant reminder to the team is that when she was on the other side of the table, she was always worried about the impact of interventions. So at Marching Sheep, for every assignment, Sonica Aron is the Founder and CEO of Marching Sheep, a globally recognized HR consulting firm specializing in OD consulting, Diversity Equity and Inclusion interventions and Bespoke capability building. BUSINESS PROFILE Describe in detail the values and the work culture that drives your organization. there are stringent measures on outcomes and deliverables. It was a bumpy ride to reach where the firm is today. While Sonica understood her craft well, which was HR, she knew little about running her own business. From understanding the different taxes to legal obligations of running a business, to getting her first client, to learning how to market Marching Sheep, making the first website, to attracting the right talent despite being bootstrapped. There were many obstacles along the way, from demonetization, or implementation of new tax regime and company laws, and more recently Covid pandemic, which did see drying up of revenues for short spells. But it never dampened the fire in her belly or the steam in her team, driven by the passion of truly making a difference on ground. Sonica faced a spectrum of challenges, from breaking gender stereotypes to stepping into leadership roles in diverse locations. She overcame these challenges with determination, leveraging her experiences to create a dynamic and inclusive work environment at Marching Sheep. These challenges have not only shaped her as a business leader but have also contributed to the values and ethos that define her firm today. vision, mission, values all flow from there. So in addition to our business activities, we engage in a lot of awareness campaigns. Campaigns around importance of emotional wellbeing, or importance of building psychological safety in teams, or why International Women's day is not just a day but needs to be seen as a culmination of everything we do through the year to drive inclusion. We believe in driving collective learning and societal change with continued conversations through platforms. with them about my weaknesses and openly seek feedback and work on it. I am accessible to my team, for both professional and personal concerns 24*7 and I know that they would do the same for me. This honesty builds trust and support among us. We are extremely passionate about building an inclusive world. So in addition to our work with our clients, we do a lot of non-commercial work to bring awareness and equity at the societal level. We work closely with Bravesouls foundation, an NGO working towards rehabilitation of acid attack survivors. We recently worked towards raising funds for a survivor's surgery. Additionally we have associated with Tweet foundation, another NGO that educates, skills and grooms transgender persons. At Marching Sheep, we have a plan to make our team strong and motivated. We know that a successful team is what drives us forward. We follow strategies that keep us motivated and help us work well together. What are the products/services the company focuses on? How are your services different from those in the market? The 4 main services are: 1. Diversity & Inclusion Strategies and interventions We truly believe that inclusive organisations are more productive and we enable our client organisations to arrive at their diversity charter and strategy, executable plans and also partner with the execution. I let my team members take charge of their own tasks. This helps them make good decisions and feel responsible. We talk a lot, and I'm always available to listen. We also learn new things all the time to stay up-to-date. Despite not being into search and recruitment, we will support Tweet Foundation by connecting Transgender candidates to appropriate openings with our clients. This will be another noncommercial initiative. We organize several fireside chats and panel discussions to increase awareness about different disabilities, reasonable accommodation, infrastructure, mindset challenges that need to be addressed Saying "thank you" and giving helpful advice is important. This helps us grow and do better. We also work as a team, sharing ideas and coming up with new ones. We set clear goals and make sure everyone knows what to do. We also take care of our work-life balance to stay motivated and not get too tired. Celebrating small and big wins keeps us excited about our work. 2. Bespoke learning interventions Organisations need their HR strategy, process and policies to enable employees to deliver of the business strategy and goals. We work closely with client organisations to streamline the HR strategy, policies and practices, drive communication and socialisation, internal capability to enable the same. Tell us something more about your company and its mission and vision. I think it's important to help each other grow. That's why we guide and support each other. And we don't forget to enjoy our success too. We believe in doing meaningful work that touches and impacts lives of the workforce, and in turn builds agile, responsive and great organisations. We will continue to research and evolve our offerings. We wish to enable organisations by building capability within and hence offering more certification programs. 3. Leadership and Talent Development As the socio-economic fabric is evolving, the competencies neede to succeed at work are evolving. We work with clients to enable individual contributors, managers and leaders to succeed by building the right competencies. As the leader, I show how to act by staying true to our values. This helps everyone in the team follow the same path to success. Where do you envision yourself to be in the long run, and what are your future goals for your company? Integrity is the core value of our organization. We work closely with the client team to arrive at the scope of the project, deliverables and milestones. 4. Health & Wellness Portfolio Wellness today, includes emotional, mental and physical wellbeing. While policies and insurances can take care of the physical aspect, there still needs to awareness and life skill building around dealing with issues like anxiety, stress, burnout. With programs curated after research and with the help of clinical psychologists, we enable individuals to become emotionally resilient and hence more productive, personally and professionally. In the long run, we envision Marching Sheep to become a global leader in providing innovative and impactful solutions in Diversity and Inclusion and Bespoke learning interventions. Our goal is to expand our reach and influence, partnering with organizations across various industries to drive positive change. We aim to be recognized not only for our commitment to creating tangible differences in people's lives and careers but also for our contribution to promoting respect and equality on a broader scale. As we move forward, we aspire to continue designing tailored interventions that address evolving business and individual needs, ensuring that our clients achieve sustained growth and success. We as a team also keep upgrading ourselves on new technology and concepts to be able to deliver high impact interventions for our clients. Every assignment has multiple consultants engaged, so that balls don't get dropped, and collective expertise is utilized. We do not push off the shelf solutions but engage in consultative problem solving with clients, curate customised interventions and deliver ROI driven programs. Founder & CEO Marching Sheep How do you build and manage a motivated and effective team? It is our purpose- making a difference to organisations and peoples' lives and careers that is most important. Our Humility. As a leader, I find that my biggest strength is my team and the connection I share with them. I am transparent 28

29. Describe in detail the values and the work culture that drives your organization. there are stringent measures on outcomes and deliverables. It was a bumpy ride to reach where the firm is today. While Sonica understood her craft well, which was HR, she knew little about running her own business. From understanding the different taxes to legal obligations of running a business, to getting her first client, to learning how to market Marching Sheep, making the first website, to attracting the right talent despite being bootstrapped. There were many obstacles along the way, from demonetization, or implementation of new tax regime and company laws, and more recently Covid pandemic, which did see drying up of revenues for short spells. But it never dampened the fire in her belly or the steam in her team, driven by the passion of truly making a difference on ground. Sonica faced a spectrum of challenges, from breaking gender stereotypes to stepping into leadership roles in diverse locations. She overcame these challenges with determination, leveraging her experiences to create a dynamic and inclusive work environment at Marching Sheep. These challenges have not only shaped her as a business leader but have also contributed to the values and ethos that define her firm today. vision, mission, values all flow from there. So in addition to our business activities, we engage in a lot of awareness campaigns. Campaigns around importance of emotional wellbeing, or importance of building psychological safety in teams, or why International Women's day is not just a day but needs to be seen as a culmination of everything we do through the year to drive inclusion. We believe in driving collective learning and societal change with continued conversations through platforms. with them about my weaknesses and openly seek feedback and work on it. I am accessible to my team, for both professional and personal concerns 24*7 and I know that they would do the same for me. This honesty builds trust and support among us. Sonica Aron Elevating Organizations through curated HR Solutions and Excellence We are extremely passionate about building an inclusive world. So in addition to our work with our clients, we do a lot of non-commercial work to bring awareness and equity at the societal level. We work closely with Bravesouls foundation, an NGO working towards rehabilitation of acid attack survivors. We recently worked towards raising funds for a survivor's surgery. Additionally we have associated with Tweet foundation, another NGO that educates, skills and grooms transgender persons. At Marching Sheep, we have a plan to make our team strong and motivated. We know that a successful team is what drives us forward. We follow strategies that keep us motivated and help us work well together. What are the products/services the company focuses on? How are your services different from those in the market? The 4 main services are: 1. Diversity & Inclusion Strategies and interventions We truly believe that inclusive organisations are more productive and we enable our client organisations to arrive at their diversity charter and strategy, executable plans and also partner with the execution. I let my team members take charge of their own tasks. This helps them make good decisions and feel responsible. We talk a lot, and I'm always available to listen. We also learn new things all the time to stay up-to-date. Despite not being into search and recruitment, we will support Tweet Foundation by connecting Transgender candidates to appropriate openings with our clients. This will be another noncommercial initiative. We organize several fireside chats and panel discussions to increase awareness about different disabilities, reasonable accommodation, infrastructure, mindset challenges that need to be addressed Saying "thank you" and giving helpful advice is important. This helps us grow and do better. We also work as a team, sharing ideas and coming up with new ones. We set clear goals and make sure everyone knows what to do. We also take care of our work-life balance to stay motivated and not get too tired. Celebrating small and big wins keeps us excited about our work. 2. Bespoke learning interventions Organisations need their HR strategy, process and policies to enable employees to deliver of the business strategy and goals. We work closely with client organisations to streamline the HR strategy, policies and practices, drive communication and socialisation, internal capability to enable the same. Tell us something more about your company and its mission and vision. I HR is designed to seamlessly align with the business essence and ambitions. In this realm, Sonica Aron stays at the forefront of industry trends and best practices. What truly sets her apart is it's not about volume, it's about depth. I think it's important to help each other grow. That's why we guide and support each other. And we don't forget to enjoy our success too. n a world where people are the heart of any organization, Marching Sheep stands as a beacon of insight and innovation. The ever-evolving landscape of An XLRI post- graduate, Sonica has been an HR professional with more than 2 decades of experience. She has worked with companies like Pepsico, Vodafone, Roche Diagnostics and ICI paints. While working at PepsiCo, Sonica was exposed to diverse roles and geographies. She worked in sales and sales HR. She worked in a factory. She also worked in a city as well as in remote areas. This experience helped her realize how diverse people viewed women workforce, worked with, and dealt with them. Sonica was heading the HR function for Philips Consumer Lifestyle business in 2012, when she decided to take a break from the corporate world and founded Marching Sheep in February 2013, with an intention to rollout interventions that truly made a difference to organisations and people's lives and careers and drive respect and equality for all. We believe in doing meaningful work that touches and impacts lives of the workforce, and in turn builds agile, responsive and great organisations. We will continue to research and evolve our offerings. We wish to enable organisations by building capability within and hence offering more certification programs. 3. Leadership and Talent Development As the socio-economic fabric is evolving, the competencies neede to succeed at work are evolving. We work with clients to enable individual contributors, managers and leaders to succeed by building the right competencies. As the leader, I show how to act by staying true to our values. This helps everyone in the team follow the same path to success. Where do you envision yourself to be in the long run, and what are your future goals for your company? Integrity is the core value of our organization. We work closely with the client team to arrive at the scope of the project, deliverables and milestones. With a passion for nurturing talent, Sonica is navigating the delicate balance between individual aspirations and collective goals. This allowed us at CIO Business World to interview, Sonica Aron to know how she is redefining the landscape of organizational growth. 4. Health & Wellness Portfolio Wellness today, includes emotional, mental and physical wellbeing. While policies and insurances can take care of the physical aspect, there still needs to awareness and life skill building around dealing with issues like anxiety, stress, burnout. With programs curated after research and with the help of clinical psychologists, we enable individuals to become emotionally resilient and hence more productive, personally and professionally. In the long run, we envision Marching Sheep to become a global leader in providing innovative and impactful solutions in Diversity and Inclusion and Bespoke learning interventions. Our goal is to expand our reach and influence, partnering with organizations across various industries to drive positive change. We aim to be recognized not only for our commitment to creating tangible differences in people's lives and careers but also for our contribution to promoting respect and equality on a broader scale. As we move forward, we aspire to continue designing tailored interventions that address evolving business and individual needs, ensuring that our clients achieve sustained growth and success. We as a team also keep upgrading ourselves on new technology and concepts to be able to deliver high impact interventions for our clients. Every assignment has multiple consultants engaged, so that balls don't get dropped, and collective expertise is utilized. Below are the highlights of the interview: Brief our audience about your journey as a business leader until your current position at your company. What challenges have you had to overcome to reach where you are today? A mother of two, Sonica considers Marching Sheep her third child, and is extremely passionate about what they deliver as a team. The values at Marching Sheep are Integrity in everything they do, Client orientation, Responsiveness, Attention to detail. Her constant reminder to the team is that when she was on the other side of the table, she was always worried about the impact of interventions. So at Marching Sheep, for every assignment, We do not push off the shelf solutions but engage in consultative problem solving with clients, curate customised interventions and deliver ROI driven programs. How do you build and manage a motivated and effective team? Sonica Aron is the Founder and CEO of Marching Sheep, a globally recognized HR consulting firm specializing in OD consulting, Diversity Equity and Inclusion interventions and Bespoke capability building. It is our purpose- making a difference to organisations and peoples' lives and careers that is most important. Our Humility. As a leader, I find that my biggest strength is my team and the connection I share with them. I am transparent 29 www.ciobusinessworld.com

30. Describe in detail the values and the work culture that drives your organization. there are stringent measures on outcomes and deliverables. It was a bumpy ride to reach where the firm is today. While Sonica understood her craft well, which was HR, she knew little about running her own business. From understanding the different taxes to legal obligations of running a business, to getting her first client, to learning how to market Marching Sheep, making the first website, to attracting the right talent despite being bootstrapped. There were many obstacles along the way, from demonetization, or implementation of new tax regime and company laws, and more recently Covid pandemic, which did see drying up of revenues for short spells. But it never dampened the fire in her belly or the steam in her team, driven by the passion of truly making a difference on ground. Sonica faced a spectrum of challenges, from breaking gender stereotypes to stepping into leadership roles in diverse locations. She overcame these challenges with determination, leveraging her experiences to create a dynamic and inclusive work environment at Marching Sheep. These challenges have not only shaped her as a business leader but have also contributed to the values and ethos that define her firm today. vision, mission, values all flow from there. So in addition to our business activities, we engage in a lot of awareness campaigns. Campaigns around importance of emotional wellbeing, or importance of building psychological safety in teams, or why International Women's day is not just a day but needs to be seen as a culmination of everything we do through the year to drive inclusion. We believe in driving collective learning and societal change with continued conversations through platforms. with them about my weaknesses and openly seek feedback and work on it. I am accessible to my team, for both professional and personal concerns 24*7 and I know that they would do the same for me. This honesty builds trust and support among us. We are extremely passionate about building an inclusive world. So in addition to our work with our clients, we do a lot of non-commercial work to bring awareness and equity at the societal level. We work closely with Bravesouls foundation, an NGO working towards rehabilitation of acid attack survivors. We recently worked towards raising funds for a survivor's surgery. Additionally we have associated with Tweet foundation, another NGO that educates, skills and grooms transgender persons. At Marching Sheep, we have a plan to make our team strong and motivated. We know that a successful team is what drives us forward. We follow strategies that keep us motivated and help us work well together. What are the products/services the company focuses on? How are your services different from those in the market? The 4 main services are: 1. Diversity & Inclusion Strategies and interventions We truly believe that inclusive organisations are more productive and we enable our client organisations to arrive at their diversity charter and strategy, executable plans and also partner with the execution. I let my team members take charge of their own tasks. This helps them make good decisions and feel responsible. We talk a lot, and I'm always available to listen. We also learn new things all the time to stay up-to-date. Despite not being into search and recruitment, we will support Tweet Foundation by connecting Transgender candidates to appropriate openings with our clients. This will be another noncommercial initiative. We organize several fireside chats and panel discussions to increase awareness about different disabilities, reasonable accommodation, infrastructure, mindset challenges that need to be addressed Saying "thank you" and giving helpful advice is important. This helps us grow and do better. We also work as a team, sharing ideas and coming up with new ones. We set clear goals and make sure everyone knows what to do. We also take care of our work-life balance to stay motivated and not get too tired. Celebrating small and big wins keeps us excited about our work. 2. Bespoke learning interventions Organisations need their HR strategy, process and policies to enable employees to deliver of the business strategy and goals. We work closely with client organisations to streamline the HR strategy, policies and practices, drive communication and socialisation, internal capability to enable the same. Tell us something more about your company and its mission and vision. I think it's important to help each other grow. That's why we guide and support each other. And we don't forget to enjoy our success too. We believe in doing meaningful work that touches and impacts lives of the workforce, and in turn builds agile, responsive and great organisations. We will continue to research and evolve our offerings. We wish to enable organisations by building capability within and hence offering more certification programs. 3. Leadership and Talent Development As the socio-economic fabric is evolving, the competencies neede to succeed at work are evolving. We work with clients to enable individual contributors, managers and leaders to succeed by building the right competencies. As the leader, I show how to act by staying true to our values. This helps everyone in the team follow the same path to success. Where do you envision yourself to be in the long run, and what are your future goals for your company? Integrity is the core value of our organization. We work closely with the client team to arrive at the scope of the project, deliverables and milestones. 4. Health & Wellness Portfolio Wellness today, includes emotional, mental and physical wellbeing. While policies and insurances can take care of the physical aspect, there still needs to awareness and life skill building around dealing with issues like anxiety, stress, burnout. With programs curated after research and with the help of clinical psychologists, we enable individuals to become emotionally resilient and hence more productive, personally and professionally. In the long run, we envision Marching Sheep to become a global leader in providing innovative and impactful solutions in Diversity and Inclusion and Bespoke learning interventions. Our goal is to expand our reach and influence, partnering with organizations across various industries to drive positive change. We aim to be recognized not only for our commitment to creating tangible differences in people's lives and careers but also for our contribution to promoting respect and equality on a broader scale. As we move forward, we aspire to continue designing tailored interventions that address evolving business and individual needs, ensuring that our clients achieve sustained growth and success. We as a team also keep upgrading ourselves on new technology and concepts to be able to deliver high impact interventions for our clients. Every assignment has multiple consultants engaged, so that balls don't get dropped, and collective expertise is utilized. We do not push off the shelf solutions but engage in consultative problem solving with clients, curate customised interventions and deliver ROI driven programs. How do you build and manage a motivated and effective team? It is our purpose- making a difference to organisations and peoples' lives and careers that is most important. Our Humility. As a leader, I find that my biggest strength is my team and the connection I share with them. I am transparent 30

31. Describe in detail the values and the work culture that drives your organization. with them about my weaknesses and openly seek feedback and work on it. I am accessible to my team, for both professional and personal concerns 24*7 and I know that they would do the same for me. This honesty builds trust and support among us. We are extremely passionate about building an inclusive world. So in addition to our work with our clients, we do a lot of non-commercial work to bring awareness and equity at the societal level. We work closely with Bravesouls foundation, an NGO working towards rehabilitation of acid attack survivors. We recently worked towards raising funds for a survivor's surgery. Additionally we have associated with Tweet foundation, another NGO that educates, skills and grooms transgender persons. At Marching Sheep, we have a plan to make our team strong and motivated. We know that a successful team is what drives us forward. We follow strategies that keep us motivated and help us work well together. I let my team members take charge of their own tasks. This helps them make good decisions and feel responsible. We talk a lot, and I'm always available to listen. We also learn new things all the time to stay up-to-date. Despite not being into search and recruitment, we will support Tweet Foundation by connecting Transgender candidates to appropriate openings with our clients. This will be another noncommercial initiative. We organize several fireside chats and panel discussions to increase awareness about different disabilities, reasonable accommodation, infrastructure, mindset challenges that need to be addressed Saying "thank you" and giving helpful advice is important. This helps us grow and do better. We also work as a team, sharing ideas and coming up with new ones. We set clear goals and make sure everyone knows what to do. We also take care of our work-life balance to stay motivated and not get too tired. Celebrating small and big wins keeps us excited about our work. I think it's important to help each other grow. That's why we guide and support each other. And we don't forget to enjoy our success too. As the leader, I show how to act by staying true to our values. This helps everyone in the team follow the same path to success. Where do you envision yourself to be in the long run, and what are your future goals for your company? In the long run, we envision Marching Sheep to become a global leader in providing innovative and impactful solutions in Diversity and Inclusion and Bespoke learning interventions. Our goal is to expand our reach and influence, partnering with organizations across various industries to drive positive change. We aim to be recognized not only for our commitment to creating tangible differences in people's lives and careers but also for our contribution to promoting respect and equality on a broader scale. As we move forward, we aspire to continue designing tailored interventions that address evolving business and individual needs, ensuring that our clients achieve sustained growth and success. 31 www.ciobusinessworld.com

32. ARTICLE The Rise of Women Leaders in HR T culture, championing diversity and inclusion, and driving employee engagement. But this progress didn't happen overnight. It stands on the shoulders of pioneering women HR executives who paved the way with their vision, dedication, and unwavering commitment to building a better workplace for all. he landscape of Human Resources (HR) has undergone a dramatic transformation in recent decades. Once a male-dominated field, HR leadership is now increasingly seeing women at the helm, shaping company Breaking Barriers, Building Bridges: Early trailblazers, the first woman to head HR at a Fortune 500 company, faced significant challenges. They navigated a corporate culture where their voices were often unheard, their qualifications questioned. Yet, they persevered, establishing best practices for talent management and employee development that continue to benefit organizations today. 32

33. Champions of Change: Women leaders championed diversity and inclusion long before it became a mainstream HR focus. They recognized the untapped potential of a diverse workforce and relentlessly advocated for equal opportunities for all. Their legacy lives on in the robust diversity and inclusion initiatives that many companies proudly boast today. management programs, and financial literacy workshops. These programs fostered a healthier and happier workforce, leading to increased productivity and a more engaged employee base. Data-Driven Decision Making: These women champions recognized the power of data in HR. They implemented data-driven approaches to talent management, performance evaluation, and recruitment. This emphasis on evidence-based practices led to more objective decision-making and a more strategic approach to HR as a whole. • Agents of Innovation: Pioneering figures weren't afraid to challenge the status quo. They embraced technological advancements and innovative HR practices, transforming the way organizations attract, retain, and develop talent. Their forward-thinking approach continues to inspire HR professionals to seek creative solutions and embrace continuous improvement. Focus on Learning and Development: Understanding the importance of continuous learning, these leaders implemented robust training and development programs for employees at all levels. This focus on upskilling and reskilling ensured a future-proof workforce equipped with the skills and knowledge to navigate an ever-changing job market. • Honoring the Legacy: These are just a few examples of the remarkable women who have left an indelible mark on the HR landscape. Their stories deserve to be told, their achievements celebrated. By recognizing their contributions, we inspire future generations of women to pursue careers in HR and continue to build a more equitable and rewarding workplace for all. Employer Branding Revolution: These women HR leaders grasped the importance of employer branding in attracting top talent. They implemented initiatives to create a positive and inclusive company culture, fostering employee advocacy and attracting diverse talent pools. As a result, companies led by these pioneers often ranked highly on "Best Places to Work" lists, giving them a competitive edge in the talent acquisition game. • Beyond the Obvious: A Multifaceted Impact The impact of these pioneering women extends far beyond simply increasing female representation in HR leadership. Here are some of the far-reaching ways they have shaped the field: These are just a few examples of the lasting impact these pioneering women have had on the HR landscape. Their stories deserve to be celebrated and serve as an inspiration for future generations of HR professionals, both women and men, who strive to create a more equitable, diverse, and successful workplace for all. Workforce Flexibility: Recognizing the diverse needs of modern employees, these women championed flexible work arrangements, remote work options, and parental leave policies. This not only improved employee satisfaction and retention, but also opened doors for talented individuals who might not have been able to participate in the traditional workforce structure. • Looking Ahead: As we celebrate the legacies of these pioneering HR executives, we must also acknowledge the work that remains. The fight for equal pay, representation of women in senior HR leadership positions, and the dismantling of unconscious bias continues. By learning from the past and building upon the foundation laid by these remarkable women, we can ensure that the future of HR is one of continued growth, inclusion, and success for all. Building a Culture of Well-being: Pioneering women in HR understood the link between employee well- being and overall company success. They spearheaded initiatives focused on mental health resources, stress • 33 www.ciobusinessworld.com