Science ‘Mojo’ and an Executive Dream Team: CEO Emma Walmsley’s Bold Prescription for Reviving GlaxoSmithKline

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The new boss is quickly shaking up the three-century old pharma firm.

EMMA WALMSLEY was just six weeks into her tenure as CEO of GlaxoSmithKline, the $38.9 billion British pharmaceutical firm, when “Glaxit” happened.

Glaxit was not a world-shaking geopolitical tremor à la Brexit, but for GSK it may have seemed hardly less significant. Neil Woodford, the much celebrated British fund manager—who had gained fame for coming out of the dotcom crash and the global financial crisis unscathed, and one of GSK’s largest shareholders—announced he was quitting the company. In a blistering 958-word critique—published on May 12, 2017, and garnering coverage from Reuters to the Telegraph—Woodford explained why, after 15 years, he was pulling every last pence out of GSK stock.

Those 15 years had been “frustrating” for him; GSK had remained throughout, he charged, “a health care conglomerate with a suboptimal business strategy.”

Woodford had long been one of GSK’s most vocal critics; for years he had clamored for it to break up into its constituent businesses. (The company has pharmaceutical, vaccine, and consumer health divisions.) He argued the gambit, fashionable in Big Pharma these days, would unlock shareholder value through more focused stand-alone companies. GSK’s leaders—most recently former CEO Sir Andrew Witty—had consistently rejected the idea, contending that the firm’s conglomerate structure provided stability and some synergies.

But the last straw for Woodford seemed to be Walmsley. Of the company’s new chief executive, he wrote, “Even before taking her seat she has been keen to portray herself as a ‘continuity candidate.’” In other words, more of the same.

Walmsley may not be ready to ditch GSK’s conglomerate structure, but in almost every other way, Woodford’s description couldn’t be more wrong.

To begin with, there’s who she is. Neither a man nor a scientist, Walmsley is something of an outsider in pharmaland. She’s the only woman to run one of the large innovative drugmakers, and her path was hardly a typical one. A marketing whiz who spent 17 years at L’Oréal, Walmsley joined GSK in 2010 and started running the company’s consumer health care business the following year.

Then, there’s what she’s done. Since taking charge in April 2017, Walmsley, No. 1 on Fortune’s International Power 50 list, has made swift and radical changes. Within months, she had replaced 40% of her top managers and pulled the plug on 30 drug development programs and 130 brands. She announced plans to stop selling Tanzeum, a diabetes drug for which GSK had won FDA approval only three years prior.

Within a year, she sold off the rare-disease unit and initiated a strategic review of the company’s cephalosporins antibiotic business. She assembled a roster of all-star talent to fill out her executive team, and in July she did a $300 million deal with 23andMe, the data-rich direct-to-consumer genetic testing company. She instituted new (and unheard of, at GSK) levels of organizational hygiene—implementing uniform key performance indicators, employee standards, and strategies across GSK’s three businesses. As Walmsley told Fortune in June: “The way I define the job is, firstly, in setting strategy for the company, and then leading the allocation of capital to that strategy—because until you put the money where you say your strategy is, it’s not your strategy.” For the new boss, that means a new commitment to R&D.

She has also embarked on a cultural overhaul: Meetings get straight to the point and often begin with the question, “What are we here for?” In her first interview as CEO, she told the Financial Times, a bit clumsily, that GSK scientists would no longer be “drifting off in hobbyland” under her watch.

Walmsley is the fresh face of discipline and rigor at GSK. When asked how her communication style compared with that of her predecessor Witty, a senior leader who recently left the company chuckled before responding they couldn’t be more different.

Continue onto Fortune to read the complete article.

How the women in charge of programming at CNN are changing the news we see

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CNN Digital has more women in leadership and on staff than ever, and their perspective is changing video storytelling.

“The best ideas come from people who don’t think like everybody else,” says Wendy Brundige, vice president of global video for CNN Digital. “So, it’s been really important to me to build a team of people who represent different kinds of backgrounds, who’ve had different kinds of experiences.”

It’s a sentiment echoed by four other women in leadership at the network when they talked to Fast Company in the run-up to covering the midterm elections, which had an unprecedented number of female candidates at the federal, state, and local levels.

Election coverage itself is just a flash in the news pan for these women who are collectively responsible for the creation and promotion of a massive amount of video reporting. CNN is just behind YouTube, Facebook, Netflix, and ESPN, yet still reaches over 2.2 billion people across the globe every month. The network asserts that they experience over 500 million starts a day, which they claim is more than any other news brand. Doing this work is a global staff of 660. Although they weren’t able to disclose actual specifics of the breakdown, CNN Digital currently has more women than men on staff.

This is significant. The news business has long suffered from a lack of female representation. Women make up just 32% of U.S. newsrooms (and women of color represent just 7.95% of U.S. print newsroom staff, 6.2% of local radio staff, and 12.6% of local TV news staff), while men get 62% of bylines and other credits in print, online, TV, and wire news, according to the most recent Status of Women in the U.S. Media study. The media industry has also faced criticism for a lack of racial diversity. Data from a 2016 survey by the American Society of News Editors found that underrepresented minorities represent less than 16.94% of newsroom personnel at traditional print and online news publications overall. CNN declined to disclose the racial and ethnic breakdown of its news staff.

In an industry that reaches people of all genders, races, ethnicities, sexual orientations, and is supposed to prize objectivity, lack of diversity is a potentially huge stumbling block.

Cullen Daly, executive producer for CNN Digital Productions, says there are a lot of different factors that determine what gets covered. Some of it is based on the calendar, other times it’s news that’s bubbling at the moment, but deserves a more comprehensive look. “I’d say a lot of it has to do with innovation,” Daly says, “stories that we think could be told in new and different ways.” Chris James, who did the story on the trade war, told it through a different lens, she says. “He told it through what’s going to happen to people in the middle of the country.”

From left: Cullen Daly, S. Mitra Kalita, Courtney Coupe, Ashley Codianni, Wendy Brundige

Brundige takes a somewhat controversial stance when she says she believes that for too long, people have thought about diversity as mostly about race. While experts like Scott Page, the author of The Diversity Bonus, argues in favor of cognitive diversity (which occurs naturally among people of different backgrounds, regardless of race, gender, or other factors), it wasn’t that long ago that Apple’s former vice president of diversity and inclusion Denise Young Smith came under fire for stating that a room of “12 white, blue-eyed, blonde men” could be diverse.

“We have a lot of racial diversity in particular in my team in New York,” Brundige asserts, “but it’s most important to me to have geographic diversity and not just have a bunch of people who grew up in the Northeast and went to Ivy League schools.” Still, she’s quick to add that there’s room for improvement.

Taking another tack, S. Mitra Kalita, the senior vice president for news, opinion, and programming for CNN Digital, observes that sometimes differences can illuminate common ground, too. She grew up in northeast India. “It’s a very rural region, but Wendy’s family and my family both had cows,” Kalita says. “We look nothing alike, and you would never put the girl from Kentucky next to the girl from Assam, and yet our families are actually very surprisingly similar.”

The mission of CNN Digital, according to Kalita, is to find some common factor with your audience. “So, I don’t think your background can be divorced from that process of storytelling,” she says. As the mother of two, Kalita recalls how she felt when Brundige brought a story idea about a woman in Chicago who was on a quest to find out how her son died because he was left with marks all over his body. It was called “Beneath the Skin,” says Kalita, and remembers Brundige talking about the period between the death and the funeral and what that’s like for a mother. “That just haunted me for days,” she confesses. “I would argue that she probably had a similar reaction,” says Kalita, noting that the creators of the piece were also women. “So on projects like that, it’s wonderful to be able to bring yourself to the work, and have it enhance the work,” she says.

Continue onto Fast Company to read the complete article.

How This Former MIT Professor And Google Engineer Used Holograms To Build A $28 Million Startup

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A red laser pointer shining through a raw chicken carcass may not seem like groundbreaking science, but for veteran technologist Mary Lou Jepsen, it’s worth $28 million in funding for her latest startup, Openwater.

Jepsen performed the chicken act as part of her August TED Talk to illustrate how her imaging-tech company is building cost-conscious body-scanning technology by using the same components one might find at a science fair. The laser pointer’s light made both skin and bone of the plucked fowl glow, revealing a tumor just under its flesh. This simple demonstration shows the science behind what Openwater is trying to achieve; wearable diagnostics made from consumer electronic parts that offer higher resolution than multimillion-dollar MRI machines but cost as much as a smartphone.

Just as the chicken’s tumor blocked the laser pointer light, which shone through the rest of the chicken’s flesh, Openwater’s wearables will capture images by recording light particles and the negative spaces where they fail to scatter. X-rays use radiation and MRI machines use a magnetic field and radio waves because they can go through the human body and produce an image. But so does “red light, infrared light,” Jepsen tells Forbes. “Guess which one is cheaper by a lot?”

It’s a method similar to how holograms are made, and it uses readily available camera and display chips you can find in a smartphone. It’s also an idea that took Jepsen’s skill set to consider, and perhaps her impressive CV to convince investors to buy in. The serial founder led the display divisions at Intel and the semi-secret research group Google X and helped develop Oculus after Facebook purchased the virtual reality headset company in 2014. But Openwater began with Princess Leia’s projected message to Obi Wan Kenobi, when Jepsen aimed her life at building holograms like the one she first saw in Star Wars.

Hooked by the lasers and optical illusions involved, Jepsen made her first hologram as an engineering undergrad at Brown. Later, she’d use her growing skill set to develop computer display screens and VR glasses at the top tech companies in the world.

At that time, however, holograms did not pay the bills. Because holography was viewed as a frivolous “technology looking for an application,” no one would fund it, Jepsen says. “I just had to figure out a way to support my habit. I basically lived all through my 20s on $12,000 a year just because I thought I’d die if I couldn’t make holograms,” Jepsen said.

Her pursuit of holograms bought her to Melbourne, Australia, where she worked as a professor of computer science at the Royal Melbourne Institute of Technology and helped put holograms on the country’s paper money. In Cologne, Germany, she built some of the world’s largest holographic displays, including one of historic buildings projected on an entire city block. Still, she didn’t feel her work was taken seriously, so Jepsen figured she’d need a Ph.D.

Continue onto Forbes to read the complete article.

6 women who turned their side hustle into a full-time gig

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Quitting your job and turning your side hustle into a full-time role can be scary. These six women who did just that share what they learned along the way.

Some millennial professionals refuse to conform to a black-and-white definition of success and instead embrace the gray, confident in their ability to create a new palette. Many arrive at a certain kind of entrepreneurship–whether freelancing on the side or an Etsy shop that takes off–and many manage to  turn it into full-time employment.

Considering women are leading the charge of small business owners, it’s no surprise that so many women are turning away from traditional roles to develop their own companies. I should know, considering I’m one of them.

After being gainfully employed and taking on writing assignments for extra income, my 1099 hustle outgrew my corporate paycheck. This prompted me to branch out on my own, and I eventually hired a part-time assistant to help with research and invoicing. Like these women below, I learned a thing or two during the transition from “employee” to “boss.” If you have a goal of becoming your own boss, here’s how  to make it a reality.

FIND YOUR TRIBE

As a full-time graduate student at the University of Oregon, Jessica Hilbert was working double time to earn two degrees: one in law and another in business. Though she was already over-scheduled, she came up with the idea for Red Duck Foods, mainly because she was frustrated with condiment offerings that lacked healthy ingredients with robust flavors. Along with other students for a class project, she tackled her idea. After presenting french fries with ketchup that was wildly received, it was evident Hilbert was on to something. Then everything started moving: traveling to business plan competitions, raising $25,000 via Kickstarter. “All of those early proof points contributed to why the side hustle didn’t just evaporate. It wasn’t necessarily that I picked up the side hustle, it was almost like the side hustle picked me up, as it was a class project that just snowballed,” she explains.

She continued to grow Red Duck from January 2013 to September 2014, all while finishing business school. And once she graduated, she started studying to take the Oregon bar exam, when in mid-July, fate stepped in. Right before she was due to take the exam, she received a large purchase order that needed to be filled. “Because of the timelines, it meant that we would need to hand-label hundreds of jars of product. I spent hours, two days before the bar exam, hand labeling jars of ketchup,” she says. During this time, she knew, regardless of the outcome of her test, her whole heart was in Red Duck.

For Hilbert, her tribe was the reason for her success. “Seek out and find a group of people who you can associate with, and that you want to share the good and the bad times with. They don’t have to be within your organization, or even in the same industry. They just have to be people who you want to share a laugh or a ranting session with,” she says.

HAVE A VISION

For many years, Diana Wright co-owned a fashion production company in New York that created presentations for top designers, from Cynthia Rowley and Pamella Roland to Bill Blass, Halston, and more. Since she was in the fashion industry, she was used to jumping in to complete hair and makeup in a bind to ensure the show continued to go smoothly. During New York Fashion Week, she created a sliding ponytail holder to pull up a model’s hair backstage by cutting an elastic band in half and stringing it through a toggle. At the time, she says it was a crude quick fix, but it worked so well that models asked to keep them. It wasn’t until a client asked if she could create jeweled versions for the runway that she realized the true opportunity.

It took a year from ideation until her product, Pulleez, to hit the runway. Soon after, Henri Bendel approached Wright to carry them at their Fifth Avenue flagship, and a year later, Pulleez appeared on QVC. Thanks to a key partnership with pros in manufacturing and design engineering, she was able to meet these orders and grow a sustainable business. What prompted her to go for it was recognizing the need and staying true to her vision. For any entrepreneur in the product space, she says this is crucial. “My business knowledge has evolved exponentially since I started Pulleez, but the brand message has never changed: We want to offer every woman and girl with long hair an easy-to-use, functional hair accessory that can make a simple ponytail look glamorous enough for her to meet her friends or walk down the runway,” she says.

Continue onto Fast Company to read the complete article.

Tuesday’s Google Doodle Honors Pediatrician Fe del Mundo

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Tuesday’s Google Doodle celebrates the 107th birthday of renowned pediatrician Fe del Mundo.

In Manila at the turn of the last century, women had relatively few opportunities, but lawyer Bernardo del Mundo was supportive when one of his young daughters declared, at an early age, that she wanted to become a doctor someday and care for the poorer population of Manila. When the ambitious young girl died of appendicitis at age 11, her younger sister Fe took up the torch.

Fe del Mundo graduated from the University of the Philippines Manila at the head of her class in 1933 and scored so highly on her medical board exam that Filipino President Manuel Quezon offered a full scholarship to any medical school in the United States to study any specialty she wanted. She chose Harvard and pediatrics, and having completed her enrollment, she arrived in 1936 to settle into her dorm room and begin studying.

But she found herself walking into a men’s dorm. Del Mundo hadn’t realized that in 1936, Harvard Medical School didn’t admit women. Harvard hadn’t realized that del Mundo was, in fact, a woman. In light of del Mundo’s impressive record — and, no doubt, her determined presence — the head of the pediatrics department made an exception and allowed her enrollment to stand. Harvard wouldn’t officially open up its medical program to female students until 1945.

By then, del Mundo was back in the Phillipines, having arrived in 1941 just ahead of the invading Japanese Army. As a Red Cross volunteer, she volunteered at an internment camp for the first two years of the war, then accepted a position as director of a city-run children’s hospital in 1943. In early 1945, the fighting had come to a head in Manila, where American and Filipino troops were fighting to push Japanese occupiers out of the capital city. Over 100,000 civilians died in the battle, and del Mundo’s pediatric hospital found itself pressed into more general service. After the war, much of Manila lay in ruins, but the North General Hospital (eventually renamed the Jose R. Reyes Memorial Medical Center) endured, and del Mundo served as its director until 1948.

Continue onto Forbes to read the complete article.

How This Interior Designer Turned Paint Into Profit

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Suburban Detroit may not be the epicenter of interior design, but that’s exactly where Nicole Gibbons, the CEO and founder of Clare, a direct-to-consumer paint line, got her start.

When she was growing up, Gibbons’ mother was a decorator and although Gibbons’ first job out of college was Director of Public Relations for a mass market retailer, she launched a design blog as her creative outlet. “It was truly just a place for me to talk about all the things I loved,” said Gibbons.

For a decade, her nights and weekends were spent pursuing her side hustle: designing for clients. But in 2008 the recession hit, and it wasn’t a good time to leave her day job to take a risk on starting her own full-time business. By 2013, the economy was looking up, though, and inspired by the Martha Stewart model of bringing design to the masses, Gibbons decided to take the leap.

Her first step was to build up her interior design clientele in and around New York City. Simultaneously, Gibbons started positioning herself as a design influencer. She appeared on Rachael Ray, HGTV, and spent three seasons on Home Made Simple on the Oprah Network. “All the while I was thinking about what kind of business I could build,” she added.

By then the first wave of direct-to-consumer brands had launched, with companies like Warby Parker in 2010 and Casper in 2014. “That’s when I had a light bulb moment around paint,” she said. “It’s something that’s really painful to shop for.” So painful in fact that it took one of Gibbons’ friends two months to pick a paint color that she ended up hating in the end.

Gibbons started out by networking in the paint industry to learn as much as she could about the marketing and manufacturing of paint. In the process she learned that the paint industry hasn’t changed the way it operates or sells its products in over a century. One woman she spoke with, who worked in the paint research and development space, even admitted that she hated shopping for paint. “That was a huge vote of confidence that I was onto something,” Gibbons explained. “People kept telling me that they wished someone would figure this out.”

And that’s exactly what Gibbons set out to do when she launched Clare.

Her first goal was to create a shopping experience for paint that was a lot more inspiring than the aisles of your local hardware or big box store, where a single paint brand has more than 3,000 colors to choose from.

The typical journey for someone who wants to paint their house is this: Narrow down from thousands of colors to a handful you want to try on your wall. Buy an eight-ounce jar of paint. Go home. Paint your wall. Wait for paint to dry. All the colors look almost exactly the same. Go back to the store and test more colors until you find the right one. Wait in line to get the paint mixed. If you have a job, which many of us do, you’re probably at the store on the weekend when it’s the busiest. Next you head over to the tool aisle, which is just as confusing as the paint aisle.

Instead, Clare has only 55 of the best colors in the best finishes, Gibbons explained. No more going back and forth to the store each time you want to try a new color. The company offers peel and stick color built with a high-tech color matching system that takes into account how much natural light your space gets, your existing furniture, and the colors you already have in the room. It also eliminates the need for testing multiple paint swatches on your wall.“We’ve created a suite of high quality tools so that even an unskilled painter can achieve high quality results. We bundle together everything from paint to tools. And we also have tons of online content that offer tips and inspiration,” said Gibbons.

In 2017 Gibbons built out the business, focusing on supply chain logistics and market research. “My goal was to get the business to the place where I could raise capital,” she said.

Her first step was to talk to people who had raised capital before. “I didn’t have a physical product or any traction so I had a bigger challenge than most,” Gibbons said. “When you’re raising pre-product you have to sell a vision. You can’t just have a compelling story. You have to give investors the confidence that you can execute on your vision.”

When Gibbons first pitched Clare to investors, she already knew who her suppliers would be and she had all the relationships in place in order to execute. “I spent all year working on it. I ate, breathed and slept paint. When the time came to talk to investors, I had a really clear path forward and a clear plan.”

Gibbons took her first investor meetings in September 2017 and by the end of October she had an oversubscribed round, raising $2 million, exceeding her initial target of $1.6 million.

Continue onto Forbes to read the complete article.

How Executives Can Stay Calm Under Pressure

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As an executive, you might find it difficult to stay calm during stressful times. “One of the toughest things a CEO or executive can do today is stay focused and steady when the business is under stress,” says Stephen Miles of TMG, which advises Fortune 500 C-suites on leadership. “Something like a stock price dip can send the company into overreaction mode—trying to fix things that aren’t even broken.”

Uncertainty can cause even the strongest executives to react in negative ways. “2018 has brought enormous uncertainty around everything from trade policy to interest rates to energy prices,” says TMG’s Courtney Hamilton. “This causes wild fluctuations not only in markets, but in companies themselves, as they try to jump ahead of changes and second-guess strategy, usually with bad results.” Leading in a “wartime” full of uncertainty is very different from leading during a time of growth, says Hamilton. “As one CEO that we worked with said, ‘My very best peace-time advisor was my worst team member in a crisis.'”

During these times of stress and uncertainty, three common toxic behaviors among executives can derail a company. These emotional impulses not only are ineffective but also magnify problems and affect all members of the management team.

1 Focusing on “process” vs. opportunism. One of the most common stress responses is to get bogged down in the small details, slowing things down so that they move at a bureaucratic pace. “Getting bogged down in these less mission-critical process items just deflates the team and misses the opportunity to think creatively about solutions,” says TMG’s Matt Bedwell. “The executive may think that stomping on or calling out someone on, say, breaking the travel policy is being helpful and additive to the quest for a good outcome—when it’s just demoralizing to everyone.”
2 Being egocentric and deflecting blame. Executives displaying this behavior during stressful times maneuver to ensure that one of their peers gets all of the scrutiny—effectively taking the heat off from themselves. They can become highly emotional and personalize every discussion, making the team totally ineffective in its pursuit of developing plans that will lead it out of the mess. “For CEOs, you must re-assess all members of your team to understand their capabilities in this new reality,” says Bedwell. “Unfortunately, you need to be ready for some of your highest performers to disappoint you.”
3 Going into panic mode and wanting to change everything. When a high-performing business starts to underperform, the natural reaction is to panic and begin to examine and change everything. “People generally have good intent and want to be part of the solution, but in their quest to solve problems, they often start to change things that are perfectly good and do not need to be changed,” says Bedwell. “You cannot panic or get caught up in the flurry to ‘activate’ and start doing something.”

To combat these derailers, CEOs need to take on these leadership behaviors.

“Go slow to go fast.” The “go slow” component means to step back and diagnose before activating on those things that require intervention – and not everything requires intervention. Ruthless focus and prioritization is equally important in a stress event; you cannot be overcome by your organization’s quest to “do things.”

Be the absorber. Underperformance requires the CEO as a leader to be calm, cool, and collected, and “absorb” the stress and panic on the team. The CEO must then be the focuser, redirecting the energy to help everyone focus on the problem, the facts, the supporting data, and the proposed solutions. The moment a CEO panics, there is a 100X amplification into the company, and then people start to worry about the implications for them and are not focused on leading through the issues.

Remain fact-based and data-driven. CEOs must ensure that someone is collecting the data and validating or refuting “gut instinct” and anecdotal information. CEOs should be careful not to be overly influenced by the best communicator or presenter on the team – or by the person he or she last spoke with. Being fact-based and data-driven will require CEOs to be consistently Socratic and seeking to understand with context.

“Moving from good times into much more difficult times challenges every executive, making it critically important for CEOs to adopt a different leadership style,” says Miles. “And as difficult becomes the norm, there will be greater need to adjust to how your talent is behaving in real time, and prioritize what’s needed to dig in rather than overreact.”

Source: The Miles Group

Tesla Taps Robyn Denholm To Replace Elon Musk As Board Chair

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Tesla said company director Robyn Denholm will replace Elon Musk as its board chair, fulfilling a key requirement of a Securities and Exchange Commission settlement that arose from the billionaire entrepreneur’s ill-advised tweets about taking the company private.

The selection of Denholm, who joined Tesla’s board in 2014, indicates a preference for an independent executive who’s also an insider highly familiar with the company’s expanding auto and energy businesses. In accepting the job, she’ll leave her position as CFO and head of strategy for Australia’s Telstra Corp. to focus full time on Tesla, the electric-car company said in a statement.

“I believe in this company, I believe in its mission and I look forward to helping Elon and the Tesla team achieve sustainable profitability and drive long-term shareholder value,” Denholm said in a blog post.

The move comes ahead of a deadline—apparently next week—for Musk to relinquish the chairman role he’s held since 2004. While he’s allowed to retain a board seat, the Palo Alto, California, company must also add two new independent board members by about year-end to reduce what appears to have been a high degree of compliance with the charismatic executive’s wishes.

The SEC filed suit against Musk in September claimed that his August 7 comments on Twitter of having “funding secured” to take Tesla private at $420 a share constituted securities fraud, since that statement was untrue and he knew it, or should have.

Musk agreed on September 30 to settlement terms, which also require him and Tesla to each pay a $20 million fine. It was the only option for him to avoid being forced out entirely if he’d fought the SEC suit in court and lost.

“Robyn has extensive experience in both the tech and auto industries, and she has made significant contributions as a Tesla Board member over the past four years in helping us become a profitable company,” Musk said in the statement. “I look forward to working even more closely with Robyn as we continue accelerating the advent of sustainable energy.”

Prior to joining Telstra, Denholm had been executive vice president and CFO of networking equipment maker Juniper Networks. She’s also worked for Sun Microsystems, Toyota’s Australian unit and at Arthur Andersen & Co.

Musk will serve as a resource for Denholm during her transition out of Telstra. She’ll also temporarily give up her role as Tesla’s Audit Committee chair until she relocates full time to Silicon Valley. She will continue to act as a resource for Telstra and receive an annual retainer of $300,000 per year from the telecommunications company and stock allotments, according to Tesla.

Continue onto Forbes to read the complete article.

Entrepreneur Thrives on Elevating Businesses

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Yalika Yap

Successful entrepreneurs usually have their hands full running one business, but Kalika Yap isn’t like other business owners. The self-described “serial entrepreneur” owns four profitable, distinct businesses with plans to launch a fifth in the near future.

“Being an entrepreneur, you learn something new every day,” says Yap, who was a journalist with Bloomberg and CNBC before she caught the entrepreneurial bug. “I meet so many people—it’s exciting. It can be crazy and nerve-wracking, but if you hang in there, it’s a huge learning opportunity.”

In 1999, Yap started her first business, Citrus Studios, Inc., a branding and digital agency that provides a wide array of services, from logo design, website development and content marketing to social media management. The Santa Monica-based firm and its 21 employees serve blue-chip clients including Hulu, Annenberg Foundation, Sephora, Dollar Shave Club, Sony, USC, UCLA, Stanford University and The Getty Center.

In 2005, she invented Luxe Link, a fashion accessory that keeps handbags off the floor and is sold online and in thousands of stores around the world. Yap, who holds patents in China, Hong Kong, Japan and Canada, has licensing deals with Cole Haan, Michael Kors and others.

Four years later, she launched The Waxing Company, the first high-end waxing salon in Honolulu. Last year, Yap founded Orange & Bergamot, which provides similar services as Citrus, but aimed at women-owned firms with smaller budgets. She plans to launch a brother company, Bergamot Brands, targeted at men business owners.

“I want to create companies that elevate business owners and help them succeed,” says Yap, who learned how to code in the 1990s before the technology boom. She honed her digital technology skills while working at the Getty, and after she left her job to start Citrus, the Getty became her first client.

“I did several projects for them, and as people left for other jobs at Norton Simon, USC and Huntington Library, they’d recommend me for other work. When you do good work, word gets around,” she adds.

Lessons Learned and Certification

With the Getty as a first client and others coming by word-of-mouth, Citrus didn’t face many struggles in the early years, although “back then, you had to convince people to get online,” Yap says. “Now, everyone knows they need to have a great online presence—your business won’t succeed without it. That’s how people remember you.”

Like most business owners starting out, she wasn’t selective about Citrus’ clients—taking any project that came her way. Then, she realized the importance of making sure her clients’ values aligned with hers.

Yap created the company’s core values, which include: Communicate kindly, Have heart, be All in, be Remarkable and Make lemonade out of lemons, or CHARM. “When I work with a potential client or employee, I share my values and make sure we’re aligned,” she adds.

Citrus, which has been SCMSDC-certified for several years, has benefited from its minority business enterprise (MBE) certification, according to Yap. “We do a lot of work with L.A. County as a subcontractor and all the primes want you to be certified, so certification really helps.”

In addition to attending council events, including Minority Business Opportunity Day and the Leadership Excellence Awards gala, Yap was a featured speaker at CEO Academy, SCMSDC’s leadership program for MBEs, where she helped participants reveal their brand’s core essence and convey their brand to better connect with audiences.

Yap has received many awards, including the National Association of Women Business Owner’s Rising Star award, Deborah Awards by the ADL and Asian Business Association’s Technology Firm of the Year. She is also the first woman and minority to serve as president of the Entrepreneurs Organization Los Angeles, a global, peer-to-peer network of influential business owners with 173 chapters.

Tips for Success

Her advice to minority entrepreneurs?

  • “Don’t give up. A lot of times, business owners are almost there and throw in the towel too soon. Don’t let fear take over. I told myself that failing wasn’t an option.”
  • “Have habits that will make you productive. I meditate twice a day and work out every day. I design my life the way I want it. My habits help me start off my day in a great mental state.”
  • “Leverage technology. I use technology to streamline my work.”
  • “Define what success means to you. Someone’s idea of success may be to sell a company, have a great family life or flexible schedule … define what it is and go for it.”

Source: scmsdc.org

Latina music exec behind Maluma, CNCO has new, personal mission: breast cancer awareness

LinkedIn

“We just don’t think it could happen to us, or that it only happens to older women,” said Pablo, who’s 37 and recently battled breast cancer.

Clara Pablo is a music executive who has been “living the dream” when it comes to working with top Latino talent, from Ricky Martin and Shakira to Carlos Vives, CNCO and Maluma.

Yet Pablo, 37, a marketing executive for Walter Kolm Entertainmentand a former Univision director of talent relations, has been involved in her most personal and important campaign to date — spreading the word about the importance of breast self-exams and routine checkups after she was diagnosed and was treated for breast cancer.

Pablo used the power of social media to launch her own campaign, “Te Toca Tocarte,” meaning “it’s time to touch yourself,” inspired by her blogger friend Nalie Augustin’s breast self-examination video “Feel it On the 1st.”

“I wanted to replicate Nalie’s campaign to the Spanish market, and tell women that early detection is key,” Pablo said.

According to the Centers for Disease Control and Prevention, cancer is the number one cause of death in Latina women, particularly women under 40.

For Pablo, Latino communities don’t have enough conversation about cancer despite of how much it affects them.

“There’s so much shame, not enough awareness in the Hispanic community. We just don’t think it could happen to us, or that it only happens to older women,” she said. “We have to change the stigma because, yes, it can happen to anyone.”

With positive spirits and over 101K Instagram followers, Pablo has helped raise awareness among Latinos.

The campaign encourages women to put their hand on their breast to do a self-exam, and take and post a photo using the hashtag #TeTocaTocarte on the first of every month and tag others to do the same — hoping to show that self examinations can be simple. The campaign also seeks to encourage women of all ages to get a mammogram, get tested for the hereditary BRCA gene and communicate with others.

Spanish on-air talents such as Evelyn Sicaros, Carolina Sandoval and Clarissa Molina posted selfies in solidarity with the cause. Even Puerto Rican-pop singer Luis Fonsi (“Despacito”) and his wife, supermodel Águeda López, showed support for their good friend during her appointments, even after she finished her radiation.

It was in August of 2017 that Pablo felt a lump on her right breast while watching television.

“I was immediately alarmed,” Pablo said. “I texted my gynecologist, went in to see him the next morning, and within the week I was getting a mammogram and ultrasound,” she told NBC News. “I remember the lady doing the ultrasound, just seeing her face change.”

After a biopsy at the Miami Cancer Institute at Baptist Health South Florida, the doctor told Pablo they had found a stage 1 tumor in her breast. She was diagnosed with invasive ductal carcinoma (IDC), a common type of breast cancer last summer.

“It felt like somebody had just punched me in the gut, really hard,” Pablo recalled.

Although she has two aunts who are cancer survivors, the thought of having breast cancer had not really crossed Pablo’s mind.

Pablo traveled regularly for work and was in the middle of planning a trip to visit her boyfriend’s family in Europe.

“One week, I was planning this trip, and the next, planning how my entire life had suddenly changed,” Pablo said. “The timing of it all was poetic — it showed me your life could change in any second.”

On Oct. 1, 2017, Pablo commemorated the start of Breast Cancer Awareness Month by posting a a photo on Instagram to announce her cancer diagnosis. Within 48 hours, the post went viral.

Continue onto NBC News to read the complete articles.

Shelly Bell, Founder Of Black Girl Ventures, Helps Women Of Color Gain Access To Capital

LinkedIn

Shelly Bell has lived many lives. She’s a computer scientist, a former high school teacher, a performance poet, a community organizer, a founder, and a CEO. She has two successful apparel printing businesses: MsPrint USA—through which she creates swag for clients like Amazon and Google with a team of women designers and printers—and Made By A Black Woman, which celebrates products made by Black women.

Every project Bell undertakes is designed to empower women, especially women of color, which is why two years ago, she began her latest enterprise, Black Girl Ventures, which helps women identifying entrepreneurs of color gain access to capital.

According to a Medium post Bell wrote in May, Black women are the fastest growing group of entrepreneurs in the United States, yet they receive less than 1% of venture capital. In 2017, women on the whole, she wrote, only received 2% of venture capital.

Black Girl Ventures (BGV), based in Washington DC, holds pitch competitions, social events, boot camps, and other forms of entrepreneurial training for women of color. Since its inception in 2016, BGV has funded 13 founders and has engaged hundreds of women.

The unique BGV Pitch Competition, of which there are 10 per year, is described on the website as “a crowdfunding meets pitch competition.” Attendees pay admission at the door, selected founders pitch for three minutes, and the audience votes. Winners receive the money raised from admission fees, in addition to other perks like a free consultation with both a lawyer and an accountant and a meeting with an investor.

While anyone can attend the pitch competitions, only women of color can do the pitching. Bell is proud, she says, of “the women we serve and their reaction to the space created for them.” She is also proud of the success many of the entrepreneurs have found after working with BGV. Founders who have participated in pitch competitions have gone on to be accepted into accelerators, receive fellowships, and raise more capital from other resources.

As BGV continues to grow, Bell hopes to do a better job serving Latinx women. “Because Black is in the name, it is definitely easy for Black women to gravitate,” she says, “but we want to make sure we are serving Black and Brown women.”

She is also currently focusing on finding more access to capital, creating more revenue streams, getting more sponsorship, and creating more partnerships. Some of her most recent successes are corporate partnerships with both Bumble and Google Cloud for Startups, who are currently sponsoring the BGV Big 4 Tour through Atlanta, Chicago, DC, and NYC.

When first starting BGV, Bell struggled with trying to do too many things at once. “I’m a creative,” she says. “I have literally at least 10 ideas per day.” Initially, Bell focused on doing both trainings and pitch competitions, but her advisors suggested she focus on getting really good at just one of those things.

So, she invested all her energy in the competitions, which she says has now positioned her well to expand BGV’s training opportunities. Through analytics and data gathered from those involved in the competitions, Bell now feels confident she knows what the women she serves are looking for.

Continue onto Forbes to read the complete article.