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These Leaders in Forefront of HR World

The 18 HR professionals featured in this section were chosen from a field of more than 80 in the HR industry of the greater San Fernando Valley who were nominated by readers and others in the business community. These nominees are some of the best and the brightest in the business. Final selections of those profiled here were made by Business Journal Editor Jason Schaff after consultation with an advisory committee made up of business leaders. Those chosen were considered to have wide experience in the HR industry and deep knowledge of many facets of it. The selection process was purely an editorial function and being chosen had nothing to do with whether an HR professional’s company was an advertiser. Evelyn Abernathy Andy Gump, Inc., Santa Clarita “Let me start by saying that as flattered as I am for being recognized for this category, my HR role here at Andy Gump is probably very different then of my peers in HR,” states Evelyn Abernathy, human resources generalist at Andy Gump, Inc. Although she is modest about her background in this field, Abernathy has received a Human Resources Management certificate from the Employers Group and continues to attend their PIHRA seminars to keep up with current issues and developments in the ever changing HR world. At Andy Gump, HR is part of a management team that together discusses and decides issues and policies. “My goal here is to keep employees happy and for all of us to feel that whatever our position we have an opportunity to make a difference. And, all of us contribute to the success of the company and most importantly to uphold the excellent reputation that Andy Gump has earned over the years.” Abernathy started her career at the company working with Andy “Messina” Gump and now with his son Barry and granddaughter Nancy, She became their human resources specialist when the family owned company felt is was important to designate someone to keep them informed about employment laws and make sure they were in compliance with them. Abernathy works very closely with her assistant, Diane Bustos, together they handle all the HR functions for 195 employees at their 7 facilities. She tries to handle issues before they become a problem with dignity and integrity, “We are very hands on,” she adds. She listens and gives both sides an opportunity to voice their views and opinions then makes objective recommendations. Abernathy finds that most problems are just misunderstandings, and a mediator lets everyone see the issue clearly. Tony Watson, General Manager of Andy Gump, Inc., says Abernathy moved up from within their organization and truly understands the challenges of all their employees. “She is blessed with the ability to stay fair and impartial, yet still exercise the care and compassion necessary to make our team feel comfortable. It is a pleasure working with her. Abernathy feels the best way to improve productivity and keep morale up is to let employees know how the company is doing and to be honest, “We need to answer their questions and listen to their concerns. Let them know we are trying to watch expenses and how they help the bottom line by working efficiently. This way they feel a part of what goes on in the company.” With so many jobs being lost and companies closing, Abernathy feels an obligation to protect the jobs of co-workers and struggles with this issue because HR is not a revenue generating department. “But, I do feel HR is in a position to save the company money by complying with employment rules and keeping employees happy,” she emphasizes. “My heart goes out to all who are unemployed. I try to be encouraging to callers seeking employment with Andy Gump.” — Jo-Ann Cubello Ken Bauer ValueClick, Westlake Village Ken Bauer, the vice president of Human Resources at online advertising behemoth, ValueClick, can trace his success over the past three decades back to a comment a mentor made 25 years ago: you need to walk the fine line between representing the company to your employees, and representing the employees back to your company. “Someone told me a long time ago that that would be the toughest thing I’d have to do, and they were right,” Bauer said. “You have to be objective and know what to share and when to share it. At ValueClick, we use the acronym C.A.R.E, which stands for confidentiality with professionalism; accessibility and availability; responsiveness and timeliness; and effective communications that are direct, open, and honest.” Though he’s been highly active in re-shaping ValueClick’s corporate culture since arriving two years ago, Bauer maintains that his most proud achievements are being able to develop employees and watch them flourish, both within the organization at-large, and its human resources department. “That’s where I get my kicks from,” Bauer said. “Watching my people get promoted is the most rewarding thing imaginable. It’s my job to make sure that their career paths are enriched, and that they’re able to develop both personally and professionally.” Yet Bauer’s ability to incubate career growth isn’t restricted to his work at ValueClick. Tom Vegos first met Bauer at former networking connectivity powerhouse, Thousand Oaks-based Xircom. Eventually, Vegos followed Bauer to Semtech, where he currently serves as the director of its Human Resources department. “[Bauer] is a true HR professional, one who has extremely high moral and ethical standards that he portrays in all aspects of his job,” Vegos said. — Jeff Weiss Susan K. Dubin Danone Simpson Insurance Services LLC, Woodland Hills Susan Dubin was looking to re-enter the workforce when a job offer came from a former client. Danone Simpson was opening an insurance services agency and asked Dubin if she wanted to head up the human resources department. Dubin and Simpson had known each other for 10 years by that time, with Simpson handling the insurance need of two of Dubin’s previous employers. “I knew her commitment to client services firsthand,” Dubin said. “I know what is important to her and how she worked hard to make my life better as an HR director.” Dubin has been at DSI in Woodland Hills for going on three years and has 15 years experience in employee relations, training, payroll and compensation. But it was by accident that Dubin entered the field to begin with. When a co-worker handling human resource functions at a previous company left abruptly Dubin stepped in. As someone who likes to help people and make better work environments, Dubin believes she has made a difference at all her jobs. By bringing in better benefit programs she could take the cost savings and provide amenities like break rooms, monthly lunches, raffles and other interactive activities that bring employees together. “When they are happy at work they are more productive so everybody wins,” Dubin said. Co-workers describe Dubin as easy to talk to, thorough and a great mentor to younger employees. Agency owner Simpson said Dubin is relationship-driven but also firm in what’s right and wrong in the workplace. “She supports employees but also she inspires them to be the best they can be,” Simpson said. “She doesn’t put up with any nonsense either but does it in a wonderful way.” Employee relations are what Dubin considers to be her strong point. Although her title is in human resource she describes the position as one of a combination mother, cheerleader and counselor; someone to get an employee through complicated insurance matters. She could not put her integrity behind a company that did not put employees first, Dubin said. Clients of DSI get that expertise from the HR consulting Dubin provides. When they call the human resources hotline, Dubin takes the call. With Dubin’s far reaching experience she is able to handle all of the needs of DSI, Simpson wrote in her nomination. Through her support of increasing staff, the agency has doubled in size space-wise and in gross premiums. — Mark R. Madler Robert S. Foldesi California State Univeristy, Northridge After speaking with Bob Foldesi for just a few minutes, one wonders whether he ever attended a seminary or studied religion. His conversation about his experience in the human resources arena is sprinkled with words and phrases heard more often from spiritual leaders. For instance, when asked about how he felt about winning a Top Human Resources Professional award, Foldesi says, “I felt very enriched to have the support of the people who nominated me for the award.” He ascribes his choice of language not to formal training but to his past work environments which included two years at the University of Notre Dame and six years with the Sisters of Holy Cross in Indiana. “So I do have a sense of the intrinsic value of people and to be good at human resources what I think you try to do is tap into the heart,” said Foldesi. “If you tap into the heart, people want to give their best for the organization.” The nomination submitted by a group of six CSUN leaders highlighted this quality in Foldesi. “Bob understands the ‘human’ in human resources,” wrote Mika Williamson and Gray Mounger. “His collaborative, people-oriented style and his contagious energy are realized in actions and stated in the words of his team’s mission of ‘making a positive difference every day.” He’s a walking paradox, though. His nominators also reference his past as a star running back at Central Michigan University and his resume includes four years of service as an Intelligence Office in the U.S. Army during the Vietnam War. He continued that service as a member of the U.S. Army Reserve until retiring with the rank of Colonel in 1998. He also has a bachelor’s degree in sociology and psychology to go with his master’s in management and supervision. Foldesi describes himself as an introvert doing a job usually held by extroverts. Which is why he doesn’t want to talk about himself, but rather about what his department has achieved in the past five years. “One of the things we’re most proud of is the talent management program that has been implemented,” said Foldesi. “In fact, one of the groups from the last leadership series is the group that nominated me for this award.” He went on to talk about the variety of activities and programs sponsored by the human resources department including an intensive 12-session program that involved 30 administrators learning about leadership skills and practicing those skills in what he described as a “pragmatic project.” He also speaks with pride about of a series of leadership seminars on collaborative team building and performance management, the goal of which is to erode the “silo mentality,” so prevalent in universities. “A third component is an employee wellness program and employee assistance program that has just done great things,” Foldesi added. “We’ve had lunch-and-learn sessions to talk about things like the difficulty of taking care of aging parents and out of that have evolved support groups and walking groups. And we have planned and will be providing in the near future sessions for staff and faculty about how to deal with the economic crisis from a personal level.” For Foldesi, the critical issue facing human resources in the San Fernando Valley right now is how to maintain an effective workforce while people are being bombarded with bad news at a personal and campus level. “There are issues of morale to deal with,” he said, “because although we have stable employment, people are afraid because others are having their salaries cut, or getting laid off or having their hours reduced. If people are worried about their mortgage or their credit card debt or their spouse not having a job, we have to provide support for that.” — Linda Coburn Griselda Padilla Anthony International, Sylmar Griselda Padilla joined Anthony International as Human Resources Manager / Generalist and Recruiting in September of 2006 and brought with her more than 25 years of experience in the HR field. Her extensive background in Recruiting, Training and Development, Labor and Employee Relations and Benefits gave her the ability to handle the day-to-day operations and manage over 800 employees. She was attracted to HR many years ago when given the opportunity to assist in the Human Resources Department. Padilla says that back in the late 70’s and early 80’s not many HR people were bilingual. “When I looked around for mentors, there were none. So, I took the extra time with the employees to encourage them and help them develop an education path. I found helping them was challenging and very rewarding. When I saw an employee complete training and get a promotion, then return to thank me for the support, I knew HR was what I wanted as a career.” As the Human Resources presence expands, she finds executives in the field can offer their knowledge and guidance to the management team and play a key role in protecting and keeping the company in compliance. “We are pro-active instead of reactive. We respond quickly to the requests of both management and employees. We have a positive attitude and strive to provide excellent customer service. Everyone in the department has been cross-trained in all areas of HR and able to assist any employee who needs help.” Padilla feels she has accomplished a good deal in the short time at the company by completely re-organizing the Human Resources Department. She helped to reduce Worker’s Compensation claims by almost 60 percent and implemented a safety shoe program to avoid both foot and toe injuries. She brought in a new Medical Clinic to provide better medical care to injured employees so they heal faster and close claims sooner. She has reduced the number of temporary employees from 150 to 64. “The employees and the management team feel very comfortable walking into HR to ask for assistance. I have also extended the service hours from 6:30 am to 6:30 pm to service all the different shifts.” Dan Zeddy, Senior Vice President and Chief Financial Officer, appreciates Padilla’s passion for giving high quality service to the employees and management. “If she is needed, Griselda works at night, holidays, and weekends to insure that the needs of the employees are met. There are few Human Resource professionals that exhibit the caring and diligence to their daily duties as Griselda does. She is a valued employee of Anthony International.” Padilla hopes in the future that HR maintains an important role in each company because a well-trained department keeps them on top of the new laws and regulations. “And, we also need to continue the training of current employees so they can upgrade their skills. A prepared and well trained workforce is an asset.” she stresses. — Jo-Ann Cubello Alma Quintero Hilton Los Angeles North, Glendale Few would disagree that labor disputes are one of the most contentious parts of the business world. A protracted strike can lead to intense acrimony between a company and its employees, as well as devastate revenues. But thanks to Alma Quintero’s efforts, the dispute between the 240 employees of the Hilton Los Angeles North Glendale, its owners, and UNITE HERE (the bargaining agent union the employees wanted to represent them), never got completely out at hand, despite a frequently bitter 22-month boycott of the hotel. With a permanent seat at the negotiating table, Quintero and company helped to reach an amicable agreement between the parties, thanks to her even-handed tactics and concern for both sides. “I’d been used to working with local labor from the previous property I worked at (The Hilton Pasadena), but coming here was difficult because there was a division between the employees half wanted the union, half didn’t,” Quintero, the director of the Glendale Hilton’s Human Resources, said. “I knew we’d eventually get a positive result, and an agreement that both can live with, but it was about making sure that the staff could stay focused and do their job.” Accordingly, Quintero made sure to frequently communicate with employees, running them through what went on behind the closed-doors meetings. For her efforts, Quintero was named the hotel’s employee of the year. Indeed, according to her former boss, Benson Lee, the general manager of the Doubletree Hotel in San Pedro, it’s little surprise that Quintero handled the complicated situation with balance. “[Quintero’s] been in the HR profession for over a decade and she gets it. She likes people and always has a really positive attitude,” Lee said. “She understands that there’s two sides to every story, but has compassion and professionalism. She knows how to take care of business, but has the understanding of both employees and company constantly in mind.” — Jeff Weiss Martha Salgado OPI Products, Inc., North Hollywood Martha Salgado received a Bachelor of Science in Business and Management and has worked in the Human Resources field for the past 30 years. She started with AT & T; as a first level manager where she was trained in all aspects of HR. “You had to know your stuff and be one step ahead of the employee or you were sure to have a grievance filed against you,” she adds. She claims the knowledge gained while at GKN Aerospace and Royal Floor Mats also gave her international experience. While working at GKN, Salgado traveled to England about once a month and at Royal Floor Mats she provided HR guidance to sister companies in Atlanta, San Diego and a “maquiladora” in Tijuana, Mexico. After five years at OPI Products, Salgado sees Human Resources as a way to guide people in the right direction. She finds that a large percentage of employees are unfamiliar with many aspects of their employment. They do not understand health insurance, 401(K)s, their chain of command and even their position in the company. “If I can help at least one person become a better employee that benefits the company that gives me a feeling of accomplishment,’ she adds. Contrary to the “old perception” that the human resources department is not an essential part of a company, Salgado says it is now recognized as a vital and important player in an organization. “Previously, in a time of crisis, HR was the department in a company to have layoffs or be eliminated. Now, upper management understands our role in assuring that employee benefits are given equitably and their concerns listened to and acted on. HR is now involved with employee’s terminations and at times we assist management in determining salaries and bonuses.” In her short time at OPI, Salgado has increased the amount of training on sexual harassment, safety and many other areas as well as conducted investigations when needed. She gives employees a sympathetic ear and implements their suggestions when they show merit. Salgado wrote an employee handbook and all training provided by HR is done in English and Spanish. “I am the person who represents OPI to the employees and they trust me to listen and just listening to them can increase self esteem and job satisfaction. I know that I have done my job to the best of my ability when an employee is notified of a decision that is not favorable to him, but he is satisfied that all that could be done has been done,” Salgado says. Juan C. Torres, Human Resources associate at OPI Products, who has worked along side of Salgado for five years, says she has earned the respect of all levels of personnel including management. “I have had the privilege of seeing her execute her job in a very professionalism way. Martha exceeds and goes the extra mile for each and every one of them, always emphasizing our open door policy for any matter they may have. She is truly an important asset to OPI Products, and has played a key role in the growth of our company since her arrival.” — Jo-Ann Cubello Dan Satterthwaite DreamWorks Annimation SKG Inc., Glendale An interest in how creative and technical people work together led Dan Satterthwaite to DreamWorks Animation SKG Inc. in Glendale. As head of human resources, Satterthwaite is directly involved with providing a productive environment for the animators and others who collaborate on feature films and side projects featuring characters from the popular “Shrek” and “Madagascar” franchises. At the same time, that environment must also deliver good business results for the publicly traded company. “It is one of HR’s key jobs to continue to help an organization strike a balance between those two things,” Satterthwaite said. If not for a determined co-worker at a music company, Satterthwaite would not have entered the human resources field. To him, it was something that had to do with labor relations and not a career path he cared to pursue. While working at a music company he supervised a team of employees in which personnel issues arose that required assistance from the human resources director. She apparently saw something in how Satterthwaite handled the situation that she suggested he join the department. His answer was no and not until this co-worker said that his interest in marketing and consumer behavior and psychology could be applied to human resources did he find the suggestion intriguing. “You think about how people make decisions and choices and the behavior of both but are just doing it from an employer standpoint,” Satterthwaite said. After the music industry the next step on his career was 14 years at Blockbuster where for six Satterthwaite served as senior vice president of worldwide human resources responsible for 70,000 employees in 12 countries. He was also involved with developing Blockbuster’s response to the online video rental model made successful by Netflix. When DreamWorks Animation called in 2007, it was an opportunity that Satterthwaite did not want to pass up. Since becoming the human resources head, DreamWorks Animation landed on the Top 100 Best Companies to Work by Fortune magazine. “Dan’s ongoing efforts to develop our creative environment help maintain a culture that is recognized across DreamWorks Animation as being truly special,” said DreamWorks Animation COO Ann Daly. The workforce he handles tends to skew younger than other entertainment companies, primarily because of talent with expertise in computer generated animation. He wants to create an environment with as few distractions as possible, with the commissary serving free breakfast and lunch as an example. “We try to do things that make life for them as easy as possible,” Satterthwaite said. — Mark R. Madler Marilyn Sparks Wells Fargo San Fernando Valley Community Bank, Encino In nominating Marilyn Sparks for a human resources leadership award, Vince Liuzzi wrote, “She is, by far, the finest human resources professional that I have had the pleasure of working with in my 13-year career at Wells Fargo.” That statement was accompanied by two pages of information documenting Sparks’ accomplishments over her 26-year career, the past three of which have been spent working at Wells Fargo. They include her receiving the 2008 Circle of Stars award presented annually by Wells Fargo to those providing outstanding service. It talks about her volunteerism both inside the bank and with the community, particularly in the Santa Clarita valley where she is a resident. And it calls out specifically that Sparks was the motivating force behind the bank’s sponsorship of the “Hire a Hero, Hire a Vet” job fair in Burbank in 2007. But what about that title: human resource consultant. Sparks confirmed that it doesn’t mean that her position is external. Rather, she said, it really reflects the human resources department’s role in the company which is focused on what she calls “consultative employee relations.” “We’re not managers I’ve been a manager before but we consult with every level in the organization. We’re not the decision maker but we are the influencer, the person that talks through an issue and hears both sides.” One area of expertise she’s being called on to provide now is merging two very different corporate cultures, with the acquisition of Wachovia by Wells Fargo, a process she’s familiar with having been through the process twice before. She was with California Federal Bank when they acquired Glendale Federal, and was still there when California Federal became part of Citibank. Those mergers, though, were done virtually overnight, with the bank having one name on Friday and a new one on Monday, said Sparks. The Wells-Wachovia transition process is being accomplished in a very methodical way, she said, and although she says it is personally painful to see people she truly admires, like regional president Liuzzi, move back east to accept promotions, she approaches it with her trademark positive outlook. “There’s an opportunity for our leadership to go east, and so that will give new opportunities and career growth for people here,” said Sparks. Another tidbit Liuzzi alluded to in his nomination were “Marilyn-isms,” which, he wrote, “are her own unique statements that characterize her positive outlook on life within and outside the workplace.” When Sparks heard that, she broke into laughter, and after prompting provided two of her favorites. “‘It’s all gonna be okay’,” she said. “That’s one of them. Another is, ‘You have all the time there is.’ A boss once said that to me and I try to remember that.” The bulk of the Business Journal’s interview with Sparks was conducted before she knew she had actually won the award. Within an hour after the ceremony concluded, she called to ask if we would please include the following statement. “It’s a great honor to be recognized by the people I support in the San Fernando Valley,” Sparks said, “and Wells Fargo is truly the best bank and company to work for.” — Linda Coburn Bill Thomas Four Seasons, Westlake Village As a manager in hotel operations more than a decade ago, Bill Thomas especially enjoyed hiring, developing and mentoring employees. A human resources director saw those qualities and offered him a job in her department. Now, after fifteen years in human resources, Thomas is the director of human resources at the Four Seasons Westlake Village, a hotel with an annual revenue of about $39 million and more than 500 employees. Thomas coordinated the recruiting, hiring and training of 400 employees for the hotel’s opening in November 2006. “The opportunity to build a team is the best part of a hotel opening,” said Thomas, who holds a bachelor’s degree in business, hotel and restaurant management from Michigan State University. Thomas also served as the opening director of human resources at The Westin Stonebriar Resort in Frisco, Texas in September 2001. Jim Cathcart, assistant director of human resources at the Four Seasons Westlake Village, said Thomas serves as a mentor. “He’s got both sides of what I consider to be the perfect HR person,” Cathcart said. “He’s got the heart and the compassion for the employees, and he also has the sound business analyzer.” Thomas is also interested by the legal aspect of human resources, which he said is especially important in a state like California that has many state laws in addition to the federal laws that companies must follow. “As we always say, ‘you have to love California law,’ ” Thomas said. “It keeps things interesting.” One of Thomas’s most recent accomplishments is the creation of an employee health and wellness plan that is based around the California Health and Longevity Institute, which is located within the hotel’s property. The Institute was founded by Dole Food Company Chairman David H. Murdock in November 2006 and is now managed by the Four Seasons. “If we can improve the health of our employees that will benefit our company,” Thomas said. “We are also selling this concept to the public so it’s important that we walk the talk.” — Melanie Hicken Julie Weith Custom Human Resource Solutions, Santa Clarita “A strong HR presence in any organization defines the difference between those organizations who simply exist and those who excel,” explains Julie Weith, owner of Custom Human Resource Solutions, a consulting firm that provides HR programs and services. “I partner with HR professionals, middle management and C-level managers to educate them, design programs and practices focused on minimizing legal exposure and maximizing opportunities.” Weith started her career right out of high school as a recruiter for Apple One Employment Agency. She went on to receive a BS in Business Management and a MBA, with a concentration in Human Resources Management, which gives her the ability to apply educational and academic concepts, along with hands-on experience to the challenges that face her clients. Weith finds that many HR people enter that arena by default. As a company grows, HR responsibilities are often assigned to employees with little to no formal training in the field. “Although a “best effort” is made to manage human resources they don’t know how it works and lack of knowledge can be damaging. “I didn’t know” is not a defense in legal claims filed against a company.” Her goal is to increase the knowledge, skills and abilities of HR employees so they are better prepared to serve the strategic objectives of the company. “As their consultant, my strength lies in my educational accomplishments coupled with extensive practical experience to provide creative solutions for both tactical projects and strategic contributions.” Scott Brink of Jeffer, Mangels, Butler, & Marmaro, LLP has worked with Julie for over ten years and found her to be responsive and knowledgeable. “Julie always brings common sense to complicated HR problems. She cuts through the jargon and time-wasting minutia that bog down so many other HR people. I deal with HR professionals all day long. In my opinion, Julie is among the best of them. She is a delight to work with.” Weith works side -by-side with HR to develop programs followed by initiatives and then integrates the programs into the workforce. She needs to be intimately familiar with the culture of their organization. “I want to know what employees have leadership potential to prepare them for upper level roles. I want to know if management trusts the employees and is there an open environment within the workplace or is there a “secretive” tone. I have to learn the tone, the environment, so, I can put policies in place that will strengthen the business from an HR perspective. This can be challenging, but it is the part of the job that I find the most satisfying.” Weith feels her best accomplishment is when she can provide a sense of security. She helps HR to identify areas of strength and areas to improve upon and how to close the gaps. For her, knowledge is the first step to improving practices, morale and productivity while reducing the potential of risk. “I make myself available to clients for questions, to handle a critical issue or large projects. I like to say that I help my clients sleep better knowing that their HR is being managed so that they can focus on doing what they are in business to do. They know that I am a phone call or an e-mail away,” says Weith. — Jo-Ann Cubello Jackie Werblo Easton-Bell Sports Inc., Van Nuys Jackie Werblo was at the forefront of helping three distinct companies merge into one unified business. Werblo is the senior vice president of human resources at Easton-Bell Sports, a Van Nuys-based sports company with $750 million in annual revenue and more than 2,500 employees globally. Easton-Bell is the result of a March 2006 merger between Easton Sports and Riddell Bell Holdings, the parent of Bell Sports, Giro and Riddell Sports. “You don’t put three groups together and say, ‘OK, now you are one company,’ ” said Dan Arment, president of Riddell Sports. “The HR leader has to be able to drive key strategic initiatives across all of the business, but also understand the nuances within the businesses so you don’t lose that historical expertise.” Colleagues say Werblo was integral in helping to define employee roles and responsibilities within the newly unified organization. She has also outsourced basic administrative functions of human resources so her HR team can focus on business strategies, such as cost effectiveness and the recruitment and retention of skilled employees “I’d rather outsource the simple administrative tasks of human resources and spend our investment on people who can actually help the business leaders,” Werblo said. She previously worked as a senior consultant for Mercer Human Resource Services, where she advised organizations on how they could outsource the basic tasks of human resources, like she has done herself at Easton-Bell. She holds a bachelor’s degree in political science from DePaul University and a master’s degree in industrial relations and human resources management from Loyola University in Chicago. Those who work with Jackie say she makes herself a part of the company’s business strategies, rather than viewing human resources as a separate entity. “The key point is Jackie is not just an HR executive,” Arment said. “She is a business leader who understands the strategies of our business and uses her leadership position in the HR group to help advance those strategies.” — Melanie Hicken

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