The 10 Most Empowering Women in Business, 2023 (1).pdf

VOL 03I ISSUE 01 I 2023
Danielle Cantor
Danielle Cantor
The
Most
in
Empowering
2023
Women
BUSINESS
10
JewelerPersevering
Excellence
Danielle Cantor
Jeweler
Partner and Execu ve
Vice President
FAME
Jeweler

The
Most
in
Empowering
2023
Women
BUSINESS
10

08
C O V E R S T O R Y
Danielle Cantor
Danielle Cantor
JewelerPersevering
Excellence
Jeweler

Bolstering Powerful
Business Partnerships Bettina Schaller
Bettina Schaller
Exhibiting a Staunch Leadership Acumen
Ramlal
Changing the Perceptions
in the Financial Industry
Kristin
Kristin
Kristin
e Campaigner for Human Intelligence
Nnenna Uboma
16 20
24 32
28

CONTENT
Senior Editor Alan Swann
Executive Editors Abhishek Joshi
Alex Spellman
DESIGN
Visualizer Dave Bates
Art & Design Director Revati B.
Associate Designer Ankita P.
SALES
Senior Sales Manager Sihanee M., Rouniyar A.
Customer Success Manager Jack Ryan
Sales Executives John
TECHNICAL
Technical Head Prachi M.
Technical Consultant Victor Collins
March, 2023
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Brief
Company Name
As the Regional Director of Operations and Commercial Lines
at AssuredPartners, Amy regularly and proactively collaborates
with every department and sector of the agency, which helps
her fine-tune her abilities.
Featured Person
Assured Partners
assuredpartners.com
Amy Brown,
Director of Operations
& Commercial Lines
Bettina Schaller oversees the Group Public Affairs activities of
the Adecco Group, encompassing regulatory and policy issues
and the Adecco Group’s memberships in Employers’
Associations at global and European scale.
World Employment
Confederations
wecglobal.org
Bettina Schaller
Bossert
President
Emily is an experienced not-for-profit executive with in-depth
knowledge of branding and marketing, and a track-record of
success in fundraising - from major gifts and planned giving to
special events and direct mail.
Brooke USA
BrookeUSA.org
Emily Dulin
CEO
With nearly 20 years of experience in the financial services
industry, Kristin has gained experience in several areas.
Canada Life
canadalife.com
Kristin Ramlal,
Vice-President
Institutional Sales
Nikki Cockcroft is an executive leader in digital
transformation, e-commerce, strategy consulting, marketing,
data strategy and customer-led businesses.
The Digital Team
digitalteam.dev
Nikki Cockcroft
CEO
As the world moves more and more into an automated black
box, Beyond Math helps kids to begin early to develop and
retain in-depth analytical, complex problem-solving skills
required to succeed in a more digitally aware and interconnect
global society.
Beyond Math
beyondmath.ca
Nnenna Uboma,
Chief Strategic Officer &
Analytics Senior Leader
Rachel has over 20+ years experience in Supply Chain and
Procurement, proven track record leading teams in complex
organizations, both in the private and public sector.
BC Ferries
bcferries.com
Rachel Lemos
Executive Director,
Supply Chain
Roshni is a trusted marketing leader with 15 yrs of progressive
experience helping companies bring brands and products to
market.
Prosh Marketing
proshmarketing.com
Roshni Wijayasinha
Founder
Taryn Andersen She is CEO and Co-founder of
Impulse4women, an international nonprofit association
operating both online and offline.
Impulse4women
impulse4women.org
Taryn Andersen
CEO and Co-founder
Danielle Cantor Jeweler, Executive Vice President and Partner
of F.A.M.E., is an NBPA Certified Agent, representing current
and retired NBA talent.
FAME
famebb.com
Danielle Cantor
Jeweler
Partner and Executive
Vice President

Cove
Cove
Danielle Cantor
C
o
v
e
r
S
t
o
r
y
Persevering
Excellence
The lasting impact I hope to make on my clients'
lives—the opportunities and tools I hope to
provide through educating them about
business, introducing them to entrepreneurial
opportunities, and empowering them to use
their enormous platform to impact the
communities around them—that's what keeps
me engaged and motivated and challenged
every single day.

er
er
Danielle Cantor
Jeweler
Partner and Executive
Vice President
FAME

P
aving her way in a challenging journey to
success, facing numerous challenges and
obstacles, has broken
Danielle Cantor Jeweler
the glass ceiling to become one of the most
empowering women in business.
As the at ,
Partner and Executive Vice President FAME
Danielle is passionate and dedicated to her clients with
a result-driven approach. Her achievements have
inspired many women to pursue their dreams and
break barriers in their respective fields.
Danielle's success is a testament to the power of
determination, hard work, and perseverance. She
continues to set an example for women everywhere to
strive for excellence in their careers.
We caught up with Danielle to learn more in-depth
about her professional journey.
Below are the highlights of the interview:
Brief our audience about your journey as a business
leader until your current position at FAME. What
challenges have you had to overcome to reach where
you are today?
I always knew I wanted to spend time in or around the
professional sports business. I wasn't sure if I could
necessarily make a career in the sports industry
because it simply wasn't on my radar back then. I had
several relevant and impressive summer
jobs/internships in the sports industry. However, I
didn't believe there was a real future for me in the
business side of professional sports. I thought I was
going to work in finance or marketing, like most of my
friends and peers coming out of the University of
Pennsylvania and Wharton at the time. I figured I could
volunteer, find "passion projects" to do, get involved
with Boards and non-profits in the sports world, etc.,
while 'making a living' in the finance industry. But, after
contacting SFX Sports Group, because I had read that
David Falk sold his company, F.A.M.E, to SFX (a large
media conglomerate making waves in sports and
entertainment at the time) for a large sum of money, my
heart was set on pursuing a potential career in sport. I
was hired for the summer as an unpaid "intern" (they
didn't even have such a thing as interns at the time) in
marketing and finance.
I quickly realized that I had to follow my passion for the
business of sport, regardless of the SIGNIFICANT
difference in pay from the job opportunities I was
offered in finance, accounting, and marketing.
Eventually, I was offered a full-time position at SFX in
the Talent Marketing division. Over the next 5-6 years, I
worked my way up from Manager to Director to Vice
President of Basketball Marketing.
When I started at SFX in May of 2000, it was a growing
full-service sport and entertainment agency with about
1,100 athlete clients and approximately 900 employees
across 7 SFX Sports offices across the United States
(and another two offices in Europe). In 2007, SFX
(owned by ClearChannel Entertainment) was acquired
by Live Nation, and the sports-related business was not
part of Live Nation's long-term vision, so each
agent/sports division restructured and moved on. I was
weighing my options at the time, as I was working
closely with/for several prominent basketball agents
and their respective clients, so I was conflicted about
my future. Ultimately, when David Falk told me about
his plan to relaunch FAME, this time as an ultra-
boutique sports agency, and he shared with me his
vision and the opportunity for me to become his
partner in the business, I was all-in, and we relaunched
the new version of F.A.M.E., together, in 2007.
I did not PLAN to become an NBPA Certified Agent. As I
said, I always knew I wanted to have a career in sports,
but I decided to focus more on financial management or
marketing/endorsements. This role evolved, naturally,
over many years in the business. Over the years, I tried
hard to lead with my values and avoid getting caught up
We saw our clients
as partners rather than
just another asset in our
extensive inventory of
business.

in the 'rat race' of the NBA agent business. This industry
is ﬁlled with unethical people and questionable
business practices. It was tough not to 'walk away'
many times when I constantly felt that no matter how
hard I worked or how unconditionally dedicated I was
to my clients and colleagues, people continued
poaching clients, cheating, and cutting corners all
around me.
I never lost focus and never tried to push too hard. I
think staying focused on relationships—earning and
gaining the respect of the NBA owners, General
Managers, top executives at big companies,
and NBA athletes alike—is how I thrived. I
always cared more about my
relationships than accolades, media
attention, salary increases, job
titles, or anything else. As long as
the folks with whom I
continued to work-
whether daily internally
or with key
stakeholders and
executives

negotiating across the table—respected me and valued
my role, I felt that was enough!
Everyone has a different path and a different journey.
There isn't a blueprint, a formula, or a roadmap to
becoming a successful agent. Working for a huge sports
agency was the perfect way to gain exposure to and
experience in all aspects of the industry. I was willing to
do whatever kind of work was needed on any given day,
so I had the opportunity to learn about each area where
our agency focused, including public relations, media
training, client services, real estate services,
investments, financial literacy, tax prep, legal services,
branding, marketing, and so on. I didn't realize it at the
time, but it allowed me to see the world of representing
professional athletes from a holistic perspective, and I
was able to do so through many different lenses.
Then, once I became a Partner at F.A.M.E., I evolved into
the leader that I am today; I continue to rely on the
knowledge and experience I gained throughout this 23-
year journey working with NBA athletes to add value
for my clients, my partner, and colleagues, and the folks
with whom I'm working, negotiating, and collaborating
every single day. I grew the most as a leader from
challenging times, obstacles, and failures. I became the
confident leader I am today because of the years of
grinding, hustling, and patiently observing the
ecosystem around me.
Tell us something more about your company
and its mission and vision.
David Falk originally sold F.A.M.E. to
a large media company in 1998. He
was a visionary. SFX was one of
the first large full-service
sports agencies, and David
Falk saw the market
opportunity before
anyone else. The
many talent

agencies in sports today (like CAA, Wasserman, Klutch,
Excel, etc.) wouldn't have the proof of concept or the
business model without companies like SFX and
visionaries like David Falk. Before David Falk changed
the landscape for professional athletes to become
brands (what he did with Michael Jordan really didn't
exist before, and certainly not for black athletes in team
sports), there were very few business opportunities for
those athletes beyond their playing contracts on the
court or the field.
Then, David saw the industry trending towards huge
full-service agencies representing hundreds of athletes.
He decided to buck the trend again, returning to being a
small, ultra-boutique agency to be different from
everyone else in the space at the time.
When we relaunched F.A.M.E. in 2007, the vision and
model were about being small, highly personal,
individualized, and selective with our clients. In an era
when sports agencies were a one-size-fits-all, high-
volume, transactional business, we aimed to provide
our clients with the highest quality individualized
service and guidance. We saw our clients as partners
rather than just another asset in our extensive
inventory of business. Our business model was, and still
is, built on quality service, a holistic approach to each
athlete as his own business and brand, and only having
a maximum of 10 active NBA clients under
management at a time. We're able to be more selective
with the clients we recruit and sign, we're able to spend
more time with each client and their families, have
deeper connections, and make more of an impact, both
on and off the court.
After spending the first seven years of my career in a
massive agency with hundreds of clients, it became
increasingly more challenging to provide the level of
service I wanted to provide, and to add value for my
clients in ways I wanted, simply because of the sheer
volume of clients. What I enjoy most about my job IS
the relationships I build and maintain with my NBA
clients, from the time they transition from college into
the NBA as rookies, throughout their careers both on
and off the court, and into retirement/post-NBA
playing days.
The contracts I negotiate for my clients, both on-court
and marketing/branding/endorsement contracts,
provide financial security for them, but those are
transactional. The lasting impact I hope to make on my
clients' lives—the opportunities and tools I hope to

provide through educating them about business,
introducing them to entrepreneurial opportunities, and
empowering them to use their enormous platform to
impact the communities around them—that's what
keeps me engaged, motivated and challenged every
single day.
Enlighten us on how you have impacted the sports
talent management niche through your expertise in
the market.
As one of the very few women to crack the glass
ceiling—being a successful agent in a male-dominated
space—I believe it’s my responsibility to make sure
more and more women have an opportunity to be
successful, and to make a lasting impact, in this
industry. Just a few short years ago, I was recognized as
the only agent who identified as a female representing
active NBA players. I was shocked to learn that statistic
at the time, and I made it my mission to ensure that
every talented young woman, and each little girl, could
do the same. I spent time mentoring women in the
sports business and taught and still teach classes in
Collective Bargaining, salary cap, and negotiations.
I am constantly finding new ways to connect with and
inspire other females looking to pave their way in this
industry. Of course, I believe I make an impact on my
clients’ lives and on helping to build their legacies. But I
think the most significant impact I can make in this
industry is opening doors for others to shine and
continue championing other womxn in the field and
elevate their stories.
Women often find themselves set up against one
another, competing for a single seat at the
bargaining/Board table. Women must champion each
other. We must remember that we’re not competing
against each other; we’re competing, together, with
each other…for MORE seats at that table. We must
amplify each other's voices. Call out each other's wins
and, just like we do on the field, remember that we're all
in this TOGETHER…your win is OUR win.
Where do you envision yourself in the long run, and
what are your future goals for FAME?
I have been here, doing the same thing, for 23 years.
F.A.M.E. expanded our business by launching a venture
arm, investing in, and advising, early-stage companies
intersecting the world of professional sport in some
way. That business is flourishing, and it is constantly
evolving! I spend time mentoring young folks, doing
speaking engagements, teaching classes in law school,
and serving on advisory boards for a handful of
companies and organizations. I am always ideating and
pushing myself and our group to reach new heights.
What would be your advice to budding entrepreneurs
who aspire to venture into this sector?
It's not enough to have a passion for sports and think
that equals a career in the business side of sport. Many
humans enjoy professional sports. It must go deeper
than that. Try to find a way to differentiate yourself.
Create value and become an expert in something, but
don't try to be an expert in everything. You have to
bring something to the table. You can't expect others to
help you, so you have to give them no choice—bring the
value they can't afford to miss.
If you can't find a way to do that, be willing to do
whatever it takes to learn the craft and create that
value. Use the network you already have to make
connections. Be present. Connect and passionately
engage when talking to people. When you disengage,
leave the person wanting more; you do not need
anything from that person other than a new
connection. The best opportunities come unexpectedly,
so focus on personal relationships rather than the
potential associated opportunity.

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Bolstering Powerful
Business Partnerships
I
n today's business world, being a leader is a
challenge on top of facing hurdles on a daily basis. To
overcome these hurdles, one must have key
elements, such as the right attitude, ability, and
accountability, to successfully translate into a result-
driven team and organization.
Implementing these elements in her work and keeping
the continuous learning approach, Amy Brown has
defined herself as a charismatic leader who cares about
her team, employees, and people.
As the Regional Director of Operations and
Commercial Lines at AssuredPartners, Amy regularly
and proactively collaborates with every department
and sector of the agency, which helps her fine-tune her
abilities.
Amy's career has been exciting, and she kept climbing
the corporate ladder learning new skills and
understanding various situation and being taught by
her mentors. She says, "I would be remiss if I also didn't
give credit where credit is due, with extraordinary mentors
helping me along the way. I'm thankful to have met those
along my journey, and I look forward to learning from those
I have yet to meet.”
We reached out to Amy and discussed her professional
journey and her plans for the future.
Brief our audience about your journey as a leader until
your current position at AssuredPartners. What
challenges have you had to overcome to reach where
you are today?
Overall, I've had a typical journey in my professional
and leadership path. I entered the insurance industry a
few years after college. It has changed me for the better
- the people, the knowledge acquired, the uniqueness of
every situation, and most importantly, the chance of
limitless professional growth. The expression 'hard
work pays off' is not a cliche; it's reality. Showing up
isn't enough if you want growth.
My experience with leadership has been a progression.
I started as an Operations Leader with a smaller team,
but it quickly expanded after being a part of this team
with a specific niche in the industry.
AssuredPartners also played a significant role in the
timing of our team's expansion with their
unprecedented growth in the industry.
The challenges of leading a team that is growing
exponentially are the same as other industries – finding
qualified candidates, ongoing training, and producing
quality products and services. Now in a Director role, I
can connect with a larger platform at AssuredPartners
to learn more and offer more.
Tell us something more about AssuredPartners and its
mission and vision.
Simply put, Assured Partners puts people first. We are
leaders in our industry because of that concept. The
mission statement of AssuredPartners is not only
something that defines us but, when put into action, is
something that emanates from us.
Passion + Respect + Integrity + Diligence + Expertise =
PRIDE
We take pride in what we do each day. I enjoy telling the
www.ciolook.com |March 2023 |
16

Amy Brown,
The Regional Director of
Operations and Commercial
Lines
AssuredPartners
17

story of my insurance journey to others as it is relatable
for many and, more importantly, why I choose this
every day. People relate to those conversations, and it
can create a spark in the individual and team.
Enlighten us on how you have impacted the Insurance
industry through your expertise in the market.
There must be a team attitude for success in our
business. Our local team embodies this, and I've not
only been a part of it from the beginning but helped
build it. This starts from the very first interview I have
with potential candidates. During this process, I'm not
only trying to find a great candidate but also thinking
about how I can set them up for success in our agency
and industry. I am the first person candidates meet who
can explain first-hand the possibilities and
opportunities with our elite team. People want to make
a difference and be a part of something unique.
Describe in detail the values and the work culture that
drives AssuredPartners.
AssuredPartners encourages employee engagement at
every level: nationally, regionally, and locally. It is
sometimes forgotten that we are such a large
organization. Leadership at every level has an open
door, and they regularly demonstrate their care for the
employees. This often translates into support with
professional development, education, training, and
encouraging team-building events. AssuredPartners is
an organization that doesn't shy away from change and
continually seeks to improve teams and individuals.
Undeniably, technology is playing a significant role in
almost every sector. How are you leveraging
technological advancements to make your solutions
resourceful?
Our team, in particular, within AssuredPartners, is
undoubtedly a data-driven team. We use the strengths
of individuals, systems, and software to dovetail
strategy and solutions to clients. It is essential to be
adaptable to provide the best outcome for the agency
and clients alike. Big data is no doubt the buzzword in
most industries these days, but interpreting data and
strategizing are still critical components in helping
clients. To accomplish this, we invest to be able to
provide these solutions. We use the software during
recruiting, training, and professional development, all
the way to every level of client services. Finally, we are
also in the process of rolling out the best available
systems in our industry across the country and
automating as many workflows as possible so the team
can truly focus on the client.
What change would you like to bring to your industry
if given a chance?
Continue to change the narrative. Historically, the
narrative may have been pushy sales, mundane service
work, no creativity, working on an island to service a
client, etc. Being in the industry for almost two decades,
I have experienced the opposite of this old-school
thinking. Insurance is essential because it touches every
human in one way or another and is a challenging,
innovative, and rewarding industry. There is still work
to be done in changing the narrative, but there have
been tremendous strides in the right direction. It's
important to remember that a positive experience from
an influential client goes a long way for our team and
the industry. I look forward to being a part of this
continuous change.
What, according to you, could be the next significant
change in your sector? How are AssuredPartners
preparing to be a part of that change?
We hope to have a wave of people excited about
insurance and the opportunities within the industry. It
AssuredPartners has been
ahead of the curve
regarding its culture. With
established programs for
development paths, this
feeling has also tangibly
reached our clients.”
“
“
18

starts with creating a culture across the sector focusing
on insurance's significant impacts. AssuredPartners has
been ahead of the curve regarding its culture. With
established programs for development paths, this
feeling has also tangibly reached our clients. When we
partner with our clients, we have a unique opportunity
to be risk managers and agents. This opens to door to
bringing additional talent familiar and excited about
specific types of business.
Where do you envision yourself in the long run, and
what are your future goals for AssuredPartners?
Operations will continue to be my focus. I've recently
transitioned to focusing on large accounts; my main
goal is to help make the operations of servicing and
retaining these accounts a success within our region.
We will implement resources within our teams so they
can provide high-level, consistent service for these
clients, who are leaders in their fields. With success at
the regional level, spreading the same concept across
all platforms at AssuredPartners would be a long-term
goal.
What would be your advice to budding leaders who
aspire to venture into the Insurance sector?
Two main pieces of advice: Be flexible with where the
opportunities may first arise. The second is education,
education, education. We need people willing to learn
the business,
knowledge, and
expertise with
coverage and
strategy. Someone
can go extremely far
in this business with
coverage expertise
and a learning
strategy to see the
big picture.
19

Be na Schaller
President
World Employment
Confedera ons
Leading in the changing world of
work, the World Employment
Confedera on strives for recogni on
of the economic and social role
played by the industry in enabling
work, adapta on, security and
prosperity in our socie es.
20

Bettina Schaller
Bettina Schaller
Exhibiting a Staunch Leadership Acumen
recognizing efforts that are less visible, which often is
still the case when women are executing them.
She has a few succession plans that feature diverse
candidates, and she demands that recruiters submit diverse
portfolios of candidates when hiring. Sharing some facts on
the work culture, Mrs Schaller incorporates values like
Respect. Transparency. Accountability. Collaboration. Trust.
Safety. Authenticity. And Fun.
The Odyssey of Prominence
World Employment Confederation is the voice of the
private employment services industry at the global
level, representing national federations as well as
workforce solutions companies from across the world.
Members of the World Employment Confederation
represent a wide range of HR services, including agency
work, direct recruitment, career management,
Recruitment Process Outsourcing (RPO) and Managed
Service Provider (MSP). It is an inﬂuential and
recognized advocacy organisation that sets and
contributes to the World of Work’s Policy Agenda. The
mission is to enable better-functioning labour markets.
“I have been focusing on bringing transparency into the
system and increasing the methods of collaboration. That
releases energies that lead to growth and impact. Well, that
is a broad invitation. Let me zoom in on one aspect: the
business world depends on people and the relationships
between them. If a business does not have the right talent,
it cannot operate.
And if there is no trust among those involved in business,
the business will not thrive; the deal will fall through,”
expresses Mrs Schaller.
Embarking Innovations with Technological
Advancements
Organizational leaders aim to do what is best for
Oboth the individual and the organization as a
whole. They work to empower employees at
every level, applying their understanding of personality,
relationships, work ethic, business and a leadership
mindset to help ensure success for the company and its
people.
In a world where most Leaders seem to thrive on
adversities, Mrs Bettina Schaller’s path has been one of
believing, accountability and engagement. Currently,
Mrs Schaller is the President of the World
Employment Confederations.
The World Employment Confederation is the voice of
the employment industry at the global level,
representing labour market enablers in 50 countries
and 7 of the largest international workforce solutions
companies.
Mrs Schaller had an incredibly privileged upbringing,
and, in a way, she is extremely focused to live up to that.
Mrs Schaller says, “So, I always held up my hand when
required and more often showed initiative and
proactiveness.” With that said, climbing up the ladder in
the environments that I moved in was not a given.
“There were no deﬁned career development structures, so
ensuring that my work was seen and considered impactful
was always a key driver. Call it “the politics”: the fact is that
you don’t progress in organizations if you don’t know those
rules and who the key stakeholders are, and position
yourself within those structures,” adds Mrs Schaller.
Benchmarking Excellence
Mrs Schaller is admittedly more bullish in supporting
female talent. She takes every opportunity to highlight
and praise performance. However, she raises a point of
21

Sharing her opinions on the significant transformation
in the industry, Mrs Schaller says, “The next change will
come from the disruption of technology. And it will be
positive: it will increase efficiencies and reduce costs
(the World Employment Confederation is working on a
blockchain wallet which holds every individual’s
training and career history. As background checks are
costly and take a long time, this will be a step-change).”
“And it will create value: the sector will shift from
transactional to value-creation, in all the solution areas
it touches: the sourcing, recruiting, onboarding,
contracting, transitioning, coaching, development, and
skilling areas to only name a few,” she adds
Mrs Schaller looks to preside over the Confederation
till the end of her current mandate end of September
2023, and if the stars align, she may be re-elected for
another 3-year term.
She also sees growth for the Confederation as the
world needs to build the appropriate, efficient, fair,
productive, and sustainable frameworks for work and
employment solutions to unfold, responding to the big
transforming shifts out there but also taking advantage
of the great opportunities that notably digitalization
offers.
Pearls of Wisdom
Sharing a piece of advice for the budding aspirants, Mrs
Schaller shares, “Make opportunities happen, build
networks, be a “good” person–and I am known for inciting
young women to raise children.”
22

Ramlal
Changing the Perceptions
in the Financial Industry
Kristin
Kristin
Kristin
veteran of the financial services
Aindustry—Kristin Ramlal, Vice-President of
Institutional Sales at Canada Life Institutional
Investment Solutions—is breaking down barriers in the
industry with her passion and persistence.
Kristin was featured in the Top 10 Admired Women in
Wealth Management (2022), was awarded by Wealth
Professional Canada as a 5-Star Leading Women in
Wealth (2021), and by the Knowledge Bureau as a
Distinguished Young Advisor (2018). She has been a
2019 Knowledge Bureau Feature Grad, been featured
in Winnipeg Free Press, Investment Executive, Wealth
Professional Canada, Aspioneer Magazine and on CBC
radio.
Kristin also volunteers her time as the Chair of the
Society of Real Wealth Managers, an international
network of financial professionals who collaborate
under the Real Wealth Management framework to
enable financial peace of mind, and Membership Chair
for the Women in Leadership Employee Resource
Group at Canada Life.
Brief us about your career path as a staunch woman
leader up until your current position. What were the
challenges that you had to overcome to scale your
progress?
Aggressive, persistent, difficult– these are of the
gender-biased words I have had to overcome
throughout my career. Instead of dwelling on the
misconceptions, I’ve decided to gracefully accept that
it’s ok to be aggressive with my goals, persistent with
overcoming barriers, especially when presented with
difficult circumstances.
By the age of 25, I was a mother of two boys under the
age of 5, completed my Bachelor Commerce honors
degree in actuarial mathematics and finance from the
University of Manitoba, had five years of financial
services industry experience at two of the six big
Canadian banks (Royal Bank and BMO Nesbitt Burns,
including a US subsidy, RBC Centura), and completed
an actuarial internship at a North American insurance
company (Allianz Life) in Minneapolis, MN (USA).
“
“
The business world can
appear to be complex, but by
taking it step-by-step, and
learning from the bottom up
is ultimately the best way to
navigate.
24

Kristin Ramlal,
Vice-President of Institutional
Sales
Canada Life Institutional
Investment Solutions
25

It was not an easy task to juggle all the balls being
thrown at me from all angles, and to add to the
challenges I often felt discriminated and faced gender
biases as a young “teen mom” destined to drop out of
university, while being a visible minority and one of the
very few women trying to find a path to success in the
financial services industry.
At a young age, I was faced with making life-altering
decisions independently, continuously managing my
time and energy efficiently, while trying to remain
balanced and healthy for my boys and me. In hindsight,
without taking this untraditional and challenging path, I
don’t think I would be where I am today.
Learning these simple, yet ever so hard fundamental life
skills early in my adulthood, 100% contributed to
where I am today and my ability to give back to my
teams, partners, and community. For that, I forever
grateful to have been delt these cards.
What methodologies do you implement that
contribute to new growth opportunities?
My perpetual curiosity and desire to try to understand
the why behind everything, keeps me inquisitive,
thinking outside of the box, and always ready to level
up. As a result, I do not shy away from asking questions,
making suggestions, brainstorming new ideas and
entertaining different perspectives.
I believe that this has contributed to the success and
new growth opportunities, personally and
professionally, throughout my career. I’ve learnt that
asking the right questions can be just as impactful, if not
more, than giving the right answer; this is where growth
happens.
While in university, I remember my business professors
highlighting the importance of networking, and at the
time, although I did my best to network within the
business school, I wasn’t quite sure how this “lesson”
was going to make an impact on my growth eventually.
Nearly 20 years later, I can honestly say that building a
network, personally and professionally, within my
university, community, organizations of employment,
and the financial services industry at large across
Canada, has been one of the biggest contributors to my
knowledge, perspective, and growth.
Through networking I landed my first role after
graduation, was blessed with finding a mentor and
sponsor, have been invited to do public speaking
engagements, received nominations and industry
accolades and most recently was promoted to a new
role within at Canada Life as a result of my individual
development plan networking goals and initiatives.
It’s not always about what you know, but who you
know. Networking is an investment in YOU and will
often provide the greatest growth opportunities
possible.
Please share your learning of the business world.
The business world can appear to be complex, but by
taking it step-by-step, and learning from the bottom up
is ultimately the best way to navigate.
In order to start, I would suggest focusing on a business
area that you are passionate about; from there it will
become easy to expand your depth of knowledge. This
can be accomplished through structured post-
secondary educational programs, workplace
experience, networking and self-study, to name a few.
It is unrealistic to think that one can learn the business
world inside out and backwards, which is why I would
suggest creating an individual development plan
focused on business awareness and set micro S.M.A.R.T
goals that can be accomplished over time. Such as,
attending virtual and in-person networking and
professional development sessions, keeping up with
business news, coffee chats with leaders and peers, and
delegating time to self-study. Invest in yourself, as it will
pay the greatest return to you over the long run!
What strategies do you implement to promote gender
diversity for various leadership positions at your
company?
In the financial services industry, there continues to be
a gender gap due to the barriers to entry and the
growth limitations women face throughout their
careers while juggling family commitments and
overcoming gender biases preventing and minimizing
professional career growth.
26

As a result, I have made it a personal leadership goal to
do my part by mentoring young, and young at heart,
women who are interested in growing personally and
professionally, but struggle to see a clear path to
success.
Throughout each mentorship partnership, I share my
best practices, tips and life experiences to help guide
my mentee throughout the creation and
implementation of their unique individual professional
development plans, but also seem to take away as much
as I put in. learning from my mentees while being open
to reverse mentorship and self-awareness re-discovery.
What values do you incorporate to enhance the work
culture of your company?
I value trust, teamwork and communication. I strive to
connect and learn from others different perspectives,
contribute my time and energy to thought leadership
and mentorship, and enjoy collaborating within others
in and outside of my organization for the greater good.
change in your sector? How are you preparing for the
change?
Not only are we going through the greatest
intergenerational wealth transfer of all time, but we're
also seeing a large volume of skilled professionals
retiring. This presents a new opportunity set for the
advisor of the future and will present opportunities for
new experienced financial professionals to grow with
the industry.
In order to be best positioned, in 2019 I become the
chair of the Society of Real Wealth Managers, a
network of financial professionals with complementary
skillsets (tax, bookkeeping, legal, financial planning,
portfolio management and estate and insurance) who
collaborate within the Real Wealth Management™
framework to enable financial peace of mind of clients,
their families, communities and causes important to
them.
As a network, we regularly connect to share best
practices, discuss real-life case scenarios, analyze
trigger events impacting clients today from a 360-
degree perspective and brainstorm effective wealth
management solutions taking into consideration taxes,
fees and inflation for inter-generational wealth
sustainability.
Please note that the Real Wealth Management™
framework is exclusively taught via the Knowledge
Bureau’s Real Wealth Management™ Program.
Where do you envision yourself to be in the long run,
and what are your future goals for your company?
As a passionate wealth professional, I hope to always be
able to contribute to the financial services industry as a
financial literacy and Real Wealth Management™
advocate. I strive to be a modern millionaire; helping
millions of people achieve financial peace of mind, while
doing my part to support and promote opportunities
for women to grow within the industry.
What advice would you give to the next generation of
women leaders willing to venture into the modern
business arena?
What may have been someone else’s paths to success
may not be the best route for you. Start with a self-
discovery to understand what you are passionate
about; this will propel and drive you. From there,
explore self-study, networking, and get your toes wet
within the industry taking it step-by-step, day-by-day.
Never forget to stay true to you and your individual
development plan. This is a continuous and evolving
road map to your success. What you manifest is what
you will have the potential to achieve, so do not
hesitate to cease the moment to allow your dreams to
become a reality.
27

e Campaigner for Human Intelligence
Nnenna Uboma
ill we lose what makes us, us? The
Wascendence of Artificial Intelligence raises
questions, not just whether it will put us out
of jobs but also whether, in the allurement of using the
technology, we will abandon our human selves.
This is the story and fact that Beyond Math highlights.
In a world plunged into digitalization, it strives to keep
human intelligence intact. It wants to increase, support,
and equip human thinking, the ability to solve problems,
to be resilient, and to keep at it until it gets done.
Nnenna Uboma, Chief Strategic Officer of Beyond
Math, believes that even as the usage of artificial
intelligence becomes increasingly common, it will
become essential to develop critical thinking skills in
kids. They shouldn’t believe that everything will be
done for them or lose their ability to problem solve. She
thinks that we need to keep learning as humans, just
the same way machines keep learning.
To that end, Nnenna, with her two teenage children,
launched the Beyond Math company to help youngsters
of the world learn. The company is helmed by her kids,
as Nnenna believes that kids learn from other kids best.
In an exclusive interview with CIOLook, Nnenna shares
her endeavor to preserve human intelligence in the
digitally advanced arena.
Brief our audience about your journey as a business
leader until your current position at Beyond Math.
What challenges have you had to overcome to reach
where you are today?
I started my career in corporate. I have worked with
different organizations, such as BlackBerry and big
Canadian banks. I worked and rose to the position of
Director of Global Risk Management at Scotiabank,
which I currently hold.
The journey of Beyond Math started when I picked an
interest in kidpreneurship. I wanted to nurture my
teenage children on the journey of entrepreneurship.
During COVID, I wanted my daughter, who was 16 at
the time, and I to go on this journey together, where she
would also get exposed to how a business runs and how
to be a leader. It was also one of the ways for us to do
something together.
One of the key common points between us was math.
She was very good at math, and my career has been in
data analytics and data science. So, we said, “Okay, let’s
build a company that will enhance analytical and critical
thinking in young children between the ages of 8 and
13.”
That was how Beyond Math was born because it is a
platform where we equip, rather than teach, children to
come into analytical skills early in life so that they can
be able to navigate the future of AI, where the world
that has really gone digital. Currently, I’m the chief
strategic officer of Beyond Math, driving its initiatives
and getting it out there.
Tell us something more about Beyond Math and its
mission and vision.
Beyond Math is a platform that we created to
equip kids early on in life to enhance their
analytical skills, analytical reasoning, and critical
thinking skills. It uses symbols and principles of
mathematics to do math puzzles which the
user has to solve by filling in the gaps.
We live in a digital world where everybody is
on TikTok, watching movies, and their
attention span and problem-solving skills are
very low because everybody expects AI to do
everything. We want to keep the human brain
alive. Therefore, our mission is to equip children
with critical and analytical thinking in a world that
is highly digitalized and automated.
28

My goal is to start the
early development of
analytical and critical
thinking in children so
that they don’t
completely forget it in a
fully automated and
digitalized world.
Nnenna Uboma
Chief Strategic Oﬃcer,
Beyond Math &
Analy cs Senior Leader.
Author - Lessons to
my younger self
29

Describe in detail the values and the work
culture that drives Beyond Math.
Beyond Math is a platform enabled for ages 8 to
13, and in everything we deliver, we want to be
accessible to that age group. So, the key thing that
we do is to make sure that we keep fun as part of
our culture, a part of our driving ethics.
We are also all about collaboration and
teamwork. We encourage games and
competition. It is something that we have
incorporated into our culture, making it very
innovative. We are always thinking about how we
reach out to the kids in a fun gaming way.
The CEO of Beyond Math is actually my daughter,
Jasmine Uboma, who is just 19. The reason why a
CEO is a young person is to maintain that culture
of reaching out to kids and helping them connect
with other kids. Basically, it is assisting in
adhering to the mindset that a kid is leading other
kids for their future.
What methodologies do you implement that
contribute to new growth opportunities?
We are focusing on sustainable growth while
continuously engaging the 8-13 age group while
aligning with new things as the world evolves. So,
one of the things that we are implementing is
competition. We are planning to run competitions
every year for children between the ages of 12
and 13 and give out rewards to the top winners.
Another thing that is in the pipeline is
incorporating digitalization into our work.
Currently, Beyond Math is available as
workbooks on Amazon, and we are looking into
how to digitalize them. In the future, we will also
develop an application where we can engage the
children.
Undeniably, technology is playing a signiﬁcant
role in almost every sector. How are you
leveraging technological advancements to make
your solutions resourceful?
We are leveraging technology for the competition
that will be held over the web, accessible to all
children between ages 12 and 13 all over the
30

world. We are also converting the puzzles in our
analytical reasoning workbook into a technology app
form. We are thinking of using AI to generate our
puzzles and questions automatically.
It is the future of AI, and we see that it could contribute
to significant changes in the industry. We are also
considering how to reduce screen time for kids, as
nowadays, they can spend too much time online
studying from morning to night.
However, we’re a young company still, just about two
years old. We have kind of finished our first phase and
beginning our second phase, which is the competition.
Our third phase will now be AI and automation.
change in your industry? How is Beyond Math
preparing to be a part of that change?
During COVID, most people went online, even to
schools. These schools are returning back to offline
because, for the age group of 8 to 13, there is a need to
keep them offline. But digitalization will have an impact
on the education industry. That is why it is a focus of
ours to use technology like AI and ML to support our
work.
and what are your future goals for Beyond Math?
My goal is to get Beyond Math in the hands of every
child between the ages of 8 and 13. I think that the
worst thing that technology does that it blocks the
human mind. It’s removing our resilience, problem-
solving skills, and analytical thinking from us because
everybody just goes to Google or goes to ChatGPT to
search for everything. Over time, I see, innovation
starts being difficult because people just can’t process
it.
So, my goal is to start the early development of
analytical and critical thinking in children so that they
don’t completely forget it in a fully automated and
digitalized world. I just want to keep the human brain
working. That’s really what I hope for myself and
Beyond Math. And I will keep working towards my goal
until my story’s heard.
What advice would you like to give the next
generation of aspiring business leaders?
My advice to the future generation is to embrace
digitalization completely when it comes to optimization
and efficiency, but also to keep the human intelligence.
We call it Artificial Intelligence because it is very, very
artificial.
Human intelligence is something that God gave all of us,
and it is something we should hold, ensuring that it is
intact and in place. You should not fall into the
deception that Artificial Intelligence is going to do
everything. Because without human intelligence,
Artificial Intelligence cannot work.
31

Roshni Wijayasinha
Founder
Prosh Marke ng
32

C
ommencing her career on the agency side and
quickly moving to big tech companies like
Microsoft and Sony, Roshni Wijayasinha had the
opportunity to work at a startup; she saw herself falling in
love with the ability to build something from scratch, the
amount of creativity needed to stretch lean budgets, and the
fast pace.
After a few stints as the Head of Marketing at local tech
companies and seeing the impact of her work on their
businesses, Roshni decided to help more startups be able to
grow and launched Prosh Marketing.
Prosh Marketing initially started oﬀ as an independent
consultancy where she helped startups and small businesses
grow by leveraging my marketing experience. She soon
learned that consultants were viewed negatively in the
marketing world, known for creating PowerPoint decks and
not executing.
This was actually a core strength and key area of interest
for Roshni, and so she soon evolved into a Fractional CMO
who was able to not only develop a strategy but also help
build the people, processes and tools to help businesses also
implement these plans.
The business soon expanded as its strategic partnerships
grew. Roshni brought on more Fractional CMOs to help its
clients and introduced a new layer of Fractional Marketing
Directors who were more hands-on and tactical, coaching
our clients’ in-house marketing teams.
In an interview with CIOLook, Roshni shared valuable
facts highlighting her professional tenure and the traits that
helped her to scale the horizons of success.
Below are the excerpts from the interview:
Tell us something more about your company and its
mission and vision.
Prosh Marketing was created to help startups and small
businesses maximize their marketing potential through
access to fractional or part-time marketing leaders. I noticed
a gap in the market where startups were trying to attain
lofty goals like hitting a Series A investment with a junior
marketer or sometimes even an intern.
With a little bit of marketing expertise and experience, we
have been able to help many businesses expedite their
growth. One important oﬀering we provide is training – we
believe that startups need eventually become self-
sustaining. Unlike agencies that might do all your
marketing for you, we coach our clients to learn how to do
this themselves or with a series of partners who can support
them.
I aim to con nue growing Prosh
Marke ng into more markets
(we’ve already helped companies
in Canada, the US, Europe and
New Zealand) and expand our
network of Frac onal CMOs.
33

Enlighten us on how you have impacted your niche
through your expertise in the market.
Leveraging my marketing expertise and experience, I’ve
been able to assist in building several businesses across the
globe. To date, I’ve helped launch over 50 companies,
brands and products to markets worldwide and mentored
many startups and Founders to build their own businesses
and grow their marketing function.
In addition, I teach Startup Marketing at the Schulich
School of Business at York University, inﬂuencing many
budding entrepreneurs and startup marketers.
Describe in detail the values and the work culture that
drives your organization.
At Prosh Marketing, we value the following:
Kindness – we treat our colleagues and clients with respect
and compassion because we want to be treated with
kindness in return.
Excellence – we are high achievers and know that our
clients have a lot at stake. Therefore, we must work to the
highest degree of excellence.
Integrity – we believe in transparency and are trusted with
our client’s growth. That’s why we uphold the highest level
of integrity when it comes to our work.
Collaboration – by working together, we can all learn from
each other and grow. It is also impossible for us to do our
work independently, so it is in our interest to collaborate
deeply.
Curiosity – as marketers, we are always exploring new
possibilities and learning. Asking questions, challenging the
norm, and asking why, are some ways we show this.
Optimism – we strongly believe that we can help our clients
grow, and we’re excited about this opportunity so we’re
optimistic about our work, industry and customers.
Undeniably, technology is playing a signiﬁcant role in
almost every sector. How are you leveraging
technological advancements to make your solutions
resourceful?
34

Because the majority of our work is delivered remotely,
we’ve had to rely on technology to help us work with
startups. For example, we’ve been using tools like Miro to
help with virtual whiteboarding sessions, helping client
groups participate in workshops like they might in person,
with sticky notes and all.
We also leverage tools like Airtable to track social content
feedback and approvals more seamlessly from a client
perspective.
The marketing technology we implement with our clients
also helps them run efficient, profitable marketing
departments. We use tools like Asana to keep track of
projects, Hubspot to keep track of leads and clients, and a
variety of tools for email automation as well.
What change would you like to bring to your industry if
given a chance?
If given a chance, I would love to see marketing work more
as an integrated function with other departments.
Marketing plays such an important role in product
development; for example, they also need to work closely
with Finance for budgeting and forecasting, they support
sales in many ways, they help create an employer brand to
help HR attract the right kind of talent, and they also work
with operations to deliver and optimize customer
experiences.
A stronger, more integrated function within these teams
could help better collaboration.
change in your sector? How is your company preparing
to be a part of that change?
With the rise in gig work and the growth of SMBs, I believe
there will be a rise in fractional workers providing part-time
solutions for growing businesses. Prosh Marketing is
perfectly positioned with our network of Fractional CMOs,
all experienced marketing leaders.
and what are your future goals for your company?
I aim to continue growing Prosh Marketing into more
markets (we’ve already helped companies in Canada, the
US, Europe and New Zealand) and expand our network of
Fractional CMOs. There are more startups and SMBs that
we can help with our program and team, and we also offer
fractional marketing leaders a great place to work, learn and
collaborate.
What would be your advice to budding entrepreneurs
who aspire to venture into your sector?
Consider yourself as a product or service. What is your
value proposition, differentiation, and competitive
advantage? Does your target market care about these
things?
Trying to be a jack of all trades can make you a master of
none and ultimately, you’ll need to figure out how to
position yourself in your market to attract and close
business.
35

The 10 Most Empowering Women in Business, 2023 (1).pdf

The 10 Most Empowering Women in Business, 2023 (1).pdf

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