Could you walk us through your professional journey? How did you rise to Senior Principal in M&A Advisory Services at Mercer, and what were the turning points that shaped your path?

Driven by a passion for human capital and its critical role in business success, I have dedicated my career to consulting at the intersection of people and organizational transformation. From early on, I sought a path that combined strategic problem-solving with meaningful impact on employees’ experiences, which naturally led me to the dynamic field of M&A advisory.

My internship with General Electric’s Business Transitions team was my first exposure to working in M&A; I gained firsthand exposure to the complexities of HR in M&A. This experience deepened my understanding of how workforce considerations influence deal outcomes and confirmed my commitment to this specialty.

Following graduation, I joined PwC as a consultant on their Mobility Technology Services team, where I honed my consulting skills by bridging technology, human capital, and mobility programs for diverse clients. I thrived on solving complex problems and collaborating with stakeholders across organizational levels. At PwC, I developed a structured approach to problem-solving, project management, and client engagement—which are skills that proved essential in managing my career to date. Throughout this period, I continually reflected on what truly excited me, and it consistently led me back to M&A.

Grateful for the opportunity to specialize, I transitioned to Mercer’s M&A Advisory Services team. Over the past decade, I have been fortunate to work on transformative projects and learn from exceptional mentors who challenge and support me, and I’m continually driven by a commitment to learn and develop my leadership skills.​

As Senior Principal in Mercer’s M&A Advisory Services, what are your core responsibilities, and how do you prioritize HR integration, project management, and value creation in global corporate transactions?

My primary responsibility is to support and lead clients through complex transactions with a focus on the critical people impacts. I approach each engagement as a partner to clients and a solution architect, not just an advisor, offering strategic insights, proactively identifying risks, and developing mitigation strategies to address the challenges that inevitably arise during deals. Acting as an extension of my clients’ teams, I often manage the entire HR function, which includes Total Rewards, Leadership, Culture, Change Management and Communications, Talent, Organization Design and HR Delivery Model; but sometimes I get to focus on just one workstream, depending on the deal and what the client needs are. The comprehensive oversight across HR and the deal lifecycle enables me to identify talent risks, manage key synergies and dis-synergies, and ensure a transparent and genuine experience for my client’s employees that are affected by the transaction.

I rarely work alone; instead, I leverage the full depth and breadth of Mercer’s global expertise across multiple practices and through the lens of seven key human capital value drivers, which is at the core of our M&A team’s focus. From designing and implementing Health and Benefits plans, to standing up 401(k) and global retirement programs, to building retention programs for key employees, to developing leadership alignment, I coordinate cross-functional teams to address the full spectrum of human capital challenges in deals. Leading Mercer’s teams in close partnership with client stakeholders is the aspect of my role I find most rewarding, as it allows us to deliver integrated, tailored solutions that drive value and support successful deal outcomes; I love being in the trenches with my clients solving real problems.​

Before your senior roles at Mercer, you held positions at PwC and early internships at GE and SABIC. What key learnings from those experiences prepared you for managing complex M&A integrations and post-closing implementations?

My early internships at SABIC and GE were foundational in helping me understand the critical balance between business objectives and human capital. At both companies, I gained firsthand insight into how business needs directly impact employees and the vital role HR plays throughout the employee lifecycle—from onboarding to offboarding. This early exposure sharpened my ability to assess workforce implications during due diligence and design integration strategies that align people and business goals.

My tenure at PwC was where I truly “grew up” professionally. Working in a fast-paced, client-focused environment, I developed key consulting competencies such as structured problem-solving, rigorous project and time management, and resilience under pressure. These skills are indispensable in navigating the complexities of deals, where managing multiple stakeholders, tight deadlines, and evolving priorities is the norm.

The combination of these experiences—understanding human capital dynamics from SABIC and GE, and honing consulting rigor and project management at PwC—has been instrumental in my ability to lead successful integrations at Mercer. I am continually applying these lessons to ensure that both the business and its people are positioned for success throughout the deal lifecycle.​

What major achievements or deal transformations in your M&A career are you most proud of, particularly those involving human capital strategies or revenue synergies?

That’s a great question—and a challenging one to answer because I’ve been fortunate to work on several impactful projects throughout my career. A few experiences stand out that truly helped me understand the importance of human capital strategies,cultural integration in M&A and an agile approach to solving client needs.

One of the most rewarding projects involved supporting a transformational initiative for a client focused on enhancing career understanding, structure, and progression for their employees. I had the unique opportunity to spend a year and a half on-site with the client, fully immersing myself in their environment and becoming an integrated member of their team. This close collaboration allowed me to deeply understand their workforce dynamics and contribute meaningfully to designing career frameworks that supported employee growth and engagement—key drivers for long-term organizational success.

I also led a critical integration project involving two mid-sized organizations in the Technology sector, where despite strategic alignment, significant cultural differences posed integration challenges. Through comprehensive cultural assessments—including leadership interviews and employee focus groups—we identified core values and operational norms that diverged. My team and I developed a tailored culture action plan outlining targeted initiatives to bridge these gaps, foster collaboration, and align leadership behaviors. This plan served as a roadmap for the client to navigate cultural integration, ultimately supporting a smoother merger and setting the foundation for sustained organizational success.

Lastly, one particularly formative experience involved a project where our initial deliverables for a client’s future deal preparation did not fully align with their expectations. Receiving very direct, candid feedback was challenging but invaluable. By embracing this input, my team and I recalibrated our approach, engaging closely with the client to co-create a revised solution that better addressed their strategic priorities. This experience reinforced the importance of agility, open communication, and client collaboration in delivering impactful work to support their employees.

Each of these experiences has shaped my approach to M&A advisory, emphasizing the critical role of human capital and culture in driving successful deal outcomes.​

The theme of this edition is “Breaking the Glass Ceiling.” What does breaking the glass ceiling mean to you personally? As a woman in the high-stakes M&A advisory world, what role do leaders like you play in dismantling barriers for underrepresented talent in consulting and finance?

Breaking the glass ceiling holds deep personal significance for me. As a female leader in an advisory business, representation matters profoundly. Throughout my career in professional services, I sought out female leaders to inspire and guide me. Although progress has been made, women remain underrepresented in senior leadership roles broadly. It’s important to showcase the diverse ways female leadership can manifest—balancing professional responsibilities with roles as mothers, aunts, partners, mentors, and friends. This visibility helps others see themselves in leadership positions and envision what is possible.

There is a unique and powerful energy when working on teams composed predominantly of women. That sense of mutual empowerment creates an environment where everyone feels supported and motivated to excel. It’s a reminder of the strength that comes from representation and shared experience, fueling both individual and collective achievement.

As a leader, I believe it is our responsibility to actively dismantle barriers for underrepresented talent. For me, this includes mentoring and sponsoring emerging female professionals and intentionally creating opportunities, whether by ensuring diverse representation on projects, advocating for equitable development, or fostering inclusive environments where all team members feel valued and supported.

Allyship is critical in this journey. Breaking the glass ceiling requires not only individual resilience but also the support of colleagues who challenge biases and foster inclusive cultures. Representation matters deeply; seeing oneself reflected in leadership inspires confidence and ambition in the next generation. By showcasing the diverse ways female leadership can manifest—balancing professional roles with personal identities—we help redefine what leadership looks like and open doors wider for those who follow.

Ultimately, breaking the glass ceiling is an evolving journey that demands intentional action and collaboration. As leaders, we must continue to champion opportunities and cultivate environments where all talent can thrive and lead without barriers.​

How do you approach building high-performance cultures in M&A transactions, where teams must navigate uncertainty, change, and cross-cultural dynamics to unlock deal value?

Culture remains one of the most critical and often underestimated drivers of deal success or failure. Our research indicates that 30% of deals fail to achieve their financial targets due to cultural misalignment. Rather than focusing solely on building a “high-performance culture” from scratch, our philosophy centers on creating the required culture that honors and integrates the core values and ways of working from both organizations that are critical to the future organization’s success. Our approach puts collaboration, trust, and alignment at the forefront because they are essential to keeping employees engaged and productive, unlocking the full value of the deal.

The foundation for this begins early in the deal lifecycle—conducting comprehensive cultural and talent assessments during due diligence. Conducting a thorough cultural assessment at this stage is vital. It enables us to identify potential risks and opportunities, understand differences in leadership styles, decision-making processes, communication norms, and employee engagement levels. These insights are leveraged to create a robust culture action plan that guides integration efforts and sets clear expectations for how the combined organization will operate. My favorite part of the engagement is helping clients execute on the action plan and seeing the impact on the deal.

From your vantage point, how is the M&A advisory function evolving amid mega-deals, AI-driven due diligence, and talent retention challenges especially in talent, health, and investment consulting?

At its core, successful M&A advisory today requires a holistic, business-oriented approach that goes beyond traditional transactional support to deeply understand how deals impact people and organizational culture throughout the entire deal lifecycle.

One key evolution is the integration of advanced AI and data analytics tools into due diligence processes. These technologies enable more comprehensive and faster analysis of workforce data, identifying potential risks such as talent gaps, retention vulnerabilities, and cultural misalignments early in the deal.

Another critical dimension is the increasing focus on cross-functional collaboration. As an HR M&A consultant, my role is to serve as a strategic business advisor, translating the deal thesis into actionable human capital strategies. This involves partnering closely with Mercer’s experts across talent management, health and benefits, and investment consulting to tailor solutions that address the client’s unique challenges.

To navigate these evolving dynamics, I advise clients to adopt a proactive, data-driven mindset, starting with early cultural and talent assessments during due diligence, followed by continuous monitoring of key human capital metrics such as engagement scores and retention rates of critical talent. Fostering transparent communication and inclusive leadership throughout integration helps mitigate uncertainty and build trust.

In summary, the M&A advisory function is becoming more sophisticated and multidimensional, leveraging AI and cross-disciplinary expertise to address complex people-related challenges. By anticipating risks and aligning human capital strategies with business objectives, we help clients unlock sustainable deal value in an increasingly competitive and dynamic environment.​

Who are the female leaders (past and present) you most admire and why, and how have they influenced your approach to M&A project management and leadership?

I have always valued having multiple mentors and have been fortunate to have inspiring female mentors throughout my life, both personally and professionally. The list is long, but a few come to mind.

On a personal level, my cousin’s leadership in the Marines demonstrated remarkable strength and resilience in a male-dominated environment. Her example taught me the importance of agility and confidence, qualities I rely on when managing complex M&A integrations.

From a professional perspective, there are two individuals who stand out to me. A former colleague is the strongest project manager I have worked with. She combined rigorous project management discipline with empathy and ease, creating a supportive environment that motivated teams to excel. Her advice to me—to lean into my authentic self rather than emulate her—has been invaluable. Additionally, my current colleague truly embodies leading with empathy. Her balanced approach to executing, being strategic, and empowering others around her motivates me every day to lead in a similar style.

Together, these leaders have influenced how I emulate my leadership style—balancing resilience, empathy, and rigor to deliver results while fostering collaboration and trust.​

Please share a one-line quote or personal motto that best represents your leadership philosophy or life outlook.

“Lead with empathy and integrity, treating others as you wish to be treated.”

This motto, for me, encapsulates a leadership philosophy grounded in empathy, respect, and self-awareness. It emphasizes the importance of treating colleagues, clients, and teams as humans first—with the same kindness and fairness one expects in return. By leading with empathy and integrity, a leader fosters trust, open communication, and collaboration—essential elements for effective leadership and sustainable success. This guiding principle also encourages continuous reflection and learning, allowing leaders to adapt their style while staying true to core values. All leaders that I’ve worked with that have made me be the best version of myself I can be have embodied this.​

What advice would you give to women and other underrepresented groups aiming for leadership roles in M&A, consulting, or HR advisory?

I recommend building a diverse network of both mentors and sponsors. Mentors provide guidance, share experiences, and offer career advice, helping you navigate challenges and develop skills. Sponsors, on the other hand, actively advocate for your advancement, opening doors to high-visibility opportunities and championing your potential within the organization. Seek mentors and sponsors who both reflect your background and those who challenge your perspective; this combination broadens your understanding and fosters growth.

When engaging with mentors, be intentional: ask for feedback on your leadership style, advice on navigating organizational dynamics, and insights into skill development. Building authentic relationships through regular conversations and demonstrating your commitment to growth will deepen these connections. Similarly, identify sponsors who believe in your capabilities and can help elevate your profile by recommending you for stretch assignments or leadership roles.

Beyond mentorship, actively participate in professional and community networks to expand your horizons. As an example, I have been involved with the Cycle for Survival event in New York City for a decade. This experience has been deeply meaningful—not only as a wonderful charity event, but also as a unique platform to connect with colleagues and leaders across all levels, from interns to CEOs.

Taking on stretch assignments and cross-functional initiatives is another powerful way to build your expertise and demonstrate your readiness for leadership. These opportunities challenge you to grow, collaborate across teams, and showcase your impact.

Ultimately, I’ve found that leadership requires intentionality, resilience, and continuous learning. Be proactive in seeking diverse mentors and sponsors, engage broadly in professional communities, and embrace opportunities that stretch your capabilities. By doing so, you position yourself not only to break barriers but to thrive as a leader in dynamic, competitive environments.​

Additional Highlights

I’ve been very fortunate to have leaders, mentors, family and colleagues invested in me—the trust in my potential has made a meaningful difference in my career. I’m continuing to learn and grow, and consider myself very lucky to surround myself with those who are committed to supporting my growth. I tend to be someone who lets the team’s successes take center stage rather than seeking the spotlight for myself—being an extroverted introvert, I find fulfilment in collective achievement and shared recognition. This “Breaking the Glass Ceiling” edition has been a meaningful opportunity for reflection, encouraging me to thoughtfully consider my own journey and contributions in a way that I hope resonates with current and future leaders.

With a career spanning insurance, programs, digital marketing, and large-scale organizational transformation, Mickey has navigated complex, matrixed environments with clarity and conviction. Today, as a leader at Gallagher, she is recognized for balancing strategic rigor with empathy, driving sustainable growth while cultivating cultures where people feel seen, heard, and empowered to lead.

Her journey reflects the central theme of this special International Women’s Day 2026 issue, Breaking the Glass Ceiling. Barriers existed, yet she chose to face them, challenge them, and then extend a hand to others climbing behind her. From leading transformative acquisitions and rebrands to championing diversity, equity, and inclusion as a core business imperative, Mickey’s leadership always centers on one belief: success is strongest when it is shared.

Fittingly, this International Women’s Day also marks Mickey’s birthday, a moment that symbolically aligns to create an opportunity for reflection with forward momentum. The Tycoon Magazine extends its warm wishes as she continues a leadership journey defined by purpose, progress, and the building of what comes next.

In the following conversation, Mickey shares her story in her own words, reflecting on pivotal moments, leadership lessons, the evolution of marketing and client engagement, and what it truly means to lift as you climb. Her responses offer not only insight into her professional path but also provide a thoughtful perspective on leadership, inclusion, and legacy in today’s changing world.

Could you walk us through your professional journey? How did you evolve into a growth-focused executive and strategist, and what key turning points shaped your path across marketing, sales, operations, and leadership roles?​

My professional journey hasn’t been a straight path—it’s had its twists and turns—but I consider myself truly blessed. Along the way, I’ve been fortunate to have incredible mentors, unwavering family support, and invaluable colleagues. Rather than constantly chasing the next opportunity, I’ve immersed myself in my current role, focused on excelling and, by putting one foot in front of the other, let success pave the way. Though I’ve faced my share of challenges and difficult personalities, I knew that by working hard, delivering quality results, and, most importantly, ensuring my voice was heard, my accomplishments would speak for themselves.

Throughout my career, I’ve achieved several significant promotions that were truly transformative. The first came in 2013 when I was promoted to vice president during a period of major change in the organization. At the time, we made the bold decision to part ways with a $135 million partner and start from scratch with a new one that we felt aligned with our goals. It was a courageous move by my then-boss, who had been my mentor for decades before his retirement and, I’m happy to say, remains my friend. As a strong ally of minority leaders, he, a white man, believed I was the transformational leader needed for the challenge. Together with the team, we exceeded all expectations.

The second pivotal promotion came in 2016, when I was named president and chief operating officer (COO). My mentor and owner was preparing to retire, so my primary task was to prepare the company for sale. This significant responsibility required a complete reinvention of the organization, including finding the right marketing talent to lead us through a rebranding and positioning overhaul. On top of that was the paramount task of identifying and vetting potential acquirers and determining which was the right fit for the remaining employees. In 2018, we successfully sold the company to a Fortune 500 organization for a price that was not only acceptable but remarkable.

Since then, I’ve continued my journey with Gallagher and have been promoted twice. I’ve had the privilege of leading four additional branches, with a focus on driving revenue growth and fostering a strong, positive culture. I’m incredibly proud of the progress my team and I have accomplished together.

As a senior leader at Gallagher and a driver of organizational growth, what are your core responsibilities today, and how do you balance strategic vision, revenue growth, and culture-building in your role?

As a leader at Gallagher, my core responsibility is to embody leadership that inspires and motivates people to follow. This means being empathetic, passionate, decisive, visionary, innovative, inclusive, and a builder of a strong, positive culture. Leadership, to me, is about setting the tone for the organization and creating an environment where people feel empowered, valued, and motivated to contribute their best.

A significant part of my role is driving revenue growth and profitability, with a target of achieving a 10% year-over-year (YoY) increase in revenue while also improving profitability. To achieve this, I focus on ensuring that our Business Development, Marketing, and Operations leaders have the tools, resources, and support they need to succeed. I believe that empowering people and providing them with a clear vision is the foundation for sustainable growth. By fostering collaboration and encouraging open dialogue, I ensure that everyone feels included in the process of cultivating innovative solutions.

One way I balance strategic vision, revenue growth, and culture-building is through regular and transparent communication with my team. We hold frequent Town Hall meetings where we “open the books” and share our financial performance, discussing where we currently stand and where we need to be. This transparency not only builds trust but also aligns everyone around our shared goals and fosters a sense of ownership and accountability. By involving the team in these conversations, we create a culture of inclusivity and shared responsibility, which has been instrumental in consistently growing our book of business.

Additionally, I prioritize building strong partnerships with our suppliers and clients. We strive to conduct business in a way that reflects our values and makes others want to work with us. By being good partners and maintaining a reputation for integrity and excellence, we create long-term relationships that drive mutual success.

Ultimately, my role is to balance the big picture with the day-to-day execution. I focus on aligning our strategic vision with actionable goals, ensuring that we not only achieve revenue growth but also foster a culture where people thrive and feel proud to be part of Gallagher. This holistic approach has been key to our success and will continue to guide us as we grow and evolve.

You have worked across diverse sectors, including insurance, programs, and digital marketing. What pivotal experiences from these roles most strongly prepared you to lead complex, matrixed organizations and manage high-impact stakeholder relationships?

Throughout my career, I have embraced a core philosophy centered on honesty, authenticity, and treating every individual with equal respect and value. Whether they are on Wall Street or Main Street, in the C-suite or at the reception desk, a direct report, a peer, or the Chief Executive Officer (CEO), I firmly believe that what truly matters are character, contribution, and performance—not hierarchy.

One of the most important lessons I’ve learned is that every person in an organization plays a critical role in its success. We are all interconnected, like cogs in a wheel, and the organization cannot function effectively without each part working in harmony. This understanding has driven me to foster an inclusive culture where every voice is heard, and no one feels like a second-class citizen. Whether someone reports to me, works in a different department, or is a leader, I make it a priority to ensure that their perspectives are valued and considered.

In my experience across insurance, programs, and digital marketing, I’ve encountered diverse teams, stakeholders, and challenges. These roles have taught me the importance of collaboration and communication in navigating complex organizational structures. For example, in matrixed environments where teams often have overlapping responsibilities or competing priorities, I’ve learned to build bridges, align goals, and create a shared sense of purpose. By treating everyone with respect and fostering open dialogue, I’ve been able to break down silos and drive collective success.

Managing high-impact stakeholder relationships has also been essential in my career. Whether working with clients, suppliers, or internal teams, I’ve found that trust and transparency are the foundation of strong relationships. By being honest and consistent in my actions, I’ve built credibility with stakeholders and formed mutually beneficial partnerships. I’ve also learned to listen actively and adapt to the needs of different stakeholders, ensuring their goals align with the organization’s broader objectives.

One pivotal experience that shaped my leadership approach was leading cross-functional teams on a high-stakes project. The success of the initiative depended on the collaboration of individuals from different departments, each with their own priorities and challenges. By fostering an environment of mutual respect and ensuring everyone felt valued, I united the team around a common goal and delivered exceptional results. This experience reinforced my belief in the power of inclusivity and the importance of treating every individual as a vital part of the organization.

Ultimately, my ability to lead complex, matrixed organizations and manage high-impact stakeholder relationships stems from my commitment to treating people with respect, fostering inclusivity, and building trust. These principles have guided me throughout my career and continue to shape my approach to leadership today.

Looking back at your career so far, what major achievements, growth inflection points, or organizational transformations are you most proud of, and why do they stand out for you personally?

Looking back at my career, I am incredibly proud of the transformative impact I’ve had in the association and insurance space over the past three decades. I began my journey at Meridian One, an Alexandria, Virginia-based company that grew to serve more than 1,000 association clients . When Meridian One was acquired by Gallagher in 2018, I played a key role in integrating the business into Gallagher. Under my leadership, Member Services was formed and experienced remarkable growth, increasing annualized revenues by more than 150%, expanding its client base, and becoming one of the most respected association partners in the industry.

What stands out most to me is that my influence has extended far beyond financial performance. In 2020, I was honored to be promoted to Area President, overseeing the previously Meridian One business and two additional businesses. Then, in 2024, I was promoted again to lead the newly formed, internally branded network, which expanded my leadership responsibilities to include Member Services,  Association Management, and the wholesale product division previously known as Coverdell. These milestones represent not just professional growth but also the trust and confidence placed in me to lead and transform organizations.

One of my proudest achievements has been advancing diversity, equity, and inclusion. I was appointed the inaugural Director of Gallagher Specialty’s Diversity and Inclusion Committee, where I brought together a cross-functional teams to launch initiatives that reached more than 500 employees. This committee became a model for Gallagher’s enterprise-wide diversity, equity, and inclusion (DEI) strategy, and it’s deeply fulfilling to know that our efforts have had a lasting impact on the company’s culture and values.

I’ve also had the privilege of contributing to the broader industry through thought leadership. My doctoral dissertation, “Examining the Correlation between Financial Performance and Gender Diversity on Boards of Fortune 500 Companies,” explored the relationship between financial success and gender diversity, positioning me as a trusted voice on the business case for inclusion. Additionally, I’ve spoken on panels, such as UPS Capital Insurance, to help shape industry-wide conversations on equity and leadership.

What makes these achievements so meaningful to me is the combination of financial leadership, inclusive vision, and mentorship that has defined my career. I am proud to have made a tangible impact not only on the organizations I’ve led but also on the industry and the communities I serve. These experiences have shaped me into the leader I am today, and they continue to inspire me to drive positive change wherever I can.

The theme of this edition is “Breaking the Glass Ceiling.” What does breaking the glass ceiling mean to you personally, and how has your journey as a woman leader in insurance, financial services, and adjacent industries shaped your perspective on this?​

To me, breaking the glass ceiling means not only recognizing its existance but also actively working to shatter the invisible barriers that prevent women and minorities from reaching their full potential in leadership roles. It’s about challenging the systemic biases, stereotypes, and inequities that have historically limited opportunities for underrepresented groups. It’s also about creating a world where success is based solely on merit, talent, and hard work—not on gender, race, or any other characteristic.

The first and most important step in breaking the glass ceiling is acknowledging that it’s there. For women and minorities, the journey to leadership often comes with additional hurdles—whether it’s overcoming unconscious bias, navigating stereotypes, or proving that their achievements stem from their own worth rather than DEI initiatives. This notion, that success is sometimes attributed to DEI efforts rather than individual merit, is one of the most frustrating and disheartening challenges women and minorities face. It underscores the importance of continuing to advocate for equity and inclusion while also celebrating the undeniable talent and contributions of those who break through these barriers.

My journey as a woman leader in insurance, financial services, and adjacent industries has deeply shaped my perspective on breaking the glass ceiling. I’ve experienced firsthand the challenges of being a woman in male-dominated spaces, where I’ve had to work harder to prove my capabilities and earn a seat at the table. These experiences have taught me resilience, determination, and the importance of lifting others as I climb. I’ve learned that breaking the glass ceiling isn’t just about personal success—it’s about paving the way for others to follow and creating a more inclusive environment for future generations.

As a leader, I’ve made it a priority to mentor and support other women and minorities in their careers. I believe that representation matters, and seeing someone who looks like you in a leadership role can be incredibly empowering. I’ve also worked to create spaces where diverse voices are heard and valued, because I know that diversity of thought leads to better decision-making and stronger organizations.

My leadership philosophy, “lift as you climb,” is reflected in my team: 85% of my leadership group are women and colleagues from underrepresented groups, many of whom I have personally mentored into senior positions. I serve as a mentor beyond my own division, actively launching Gallagher’s succession planning and mentorship initiatives.

Breaking the glass ceiling is not just a personal mission—it’s a collective effort. It requires allies, advocates, and systemic change to dismantle the barriers that hold people back. It’s about challenging the status quo, celebrating progress, and continuing to push for equity and inclusion in every aspect of our work. For me, breaking the glass ceiling is about leaving a legacy of opportunity, where the next generation of leaders—regardless of gender, race, or background—can rise without limits.

In your current and past leadership roles, how have you approached building inclusive, equitable, and psychologically safe workplaces? Could you share specific strategies or initiatives that you believe move the needle on diversity, equity, and inclusion in large, client-facing organizations?​

In my leadership roles, I have always approached building inclusive, equitable, and psychologically safe workplaces with the belief that everyone has something valuable to contribute. It’s not just about doing what’s right or checking a box—it’s about genuinely recognizing and appreciating the unique perspectives, skills, and experiences that each individual brings to the table. To create a truly inclusive environment, you have to go beyond simply allowing people to contribute; you have to actively seek out their input, value their voices, and truly listen with the intent to understand and act.

One of the most impactful strategies I’ve implemented is holding one-on-one meetings with every person in my branch. These meetings are quarterly, only 20 minutes long, but they are incredibly meaningful. They give me the opportunity to connect with each team member on a personal level, understand their goals, hear their concerns, and gather their opinions. These conversations are not just a formality—they are a foundation of my leadership approach. I make it a point to leave each of these discussions with something tangible, whether it’s an idea to implement, a concern to address, or a way to support their growth and development. This practice not only helps me stay connected to my team but also reinforces to them that their voices matter and that they are an integral part of our success.

Beyond one-on-one meetings, I’ve also championed initiatives that foster inclusion in client meetings, internal town-hall meetings, and cross-functional committees. I’ve also prioritized transparency and open communication, ensuring everyone feels informed and included in decision-making. By creating spaces where people feel safe to share their ideas and perspectives without fear of judgment or retaliation, I’ve cultivated a culture of psychological safety that fosters innovation and collaboration.

Another key strategy has been investing in professional development and mentorship programs . I believe that providing opportunities for growth and advancement is critical to building an equitable workplace. Whether through formal training programs, leadership development initiatives, or informal mentorship, I’ve made it a priority to support the career advancement of individuals who may face systemic barriers.

Additionally, I’ve worked to embed DEI principles into the fabric of our organization by aligning them with our business goals. For example, I’ve advocated for diverse hiring practices to ensure we attract and retain talent from a wide range of backgrounds. I’ve also encouraged client-facing teams to approach their work with cultural competence, recognizing and respecting the diverse needs of the clients and communities we serve.

Ultimately, building an inclusive, equitable, and psychologically safe workplace requires consistent effort and intentionality. It’s about creating a culture where everyone feels valued, respected, and empowered to contribute their best. By listening, learning, and taking action, I’ve moved the needle on diversity, equity, and inclusion in meaningful ways, and I remain committed to driving progress in this critical area.

What is your philosophy for building high-performance, highly engaged teams where people feel seen, heard, and empowered to contribute ideas, especially in fast-changing, data-driven and digitally enabled environments? Please share any practices you consistently rely on.​

My philosophy on building high-performance, highly engaged teams is rooted in the belief that every individual has something valuable to contribute. It’s not just about creating an environment where people are allowed to contribute—it’s about actively seeking out their ideas, valuing their perspectives, and empowering them to make an impact. In fast-changing, data-driven, and digitally enabled environments, this approach becomes even more critical, as innovation and adaptability thrive when people feel seen, heard, and empowered.

One practice I rely on consistently is fostering open and transparent communication. I make it a priority to connect with my team on a personal level through regular one-on-one meetings. These quarterly 20-minute conversations allow me to understand each team member’s goals, concerns, and ideas. They are not just check-ins—they are opportunities to truly listen and leave with tangible takeaways that inform my decisions and actions. This practice helps build trust and ensures that every individual feels valued and included in shaping our direction.

Another key element of my philosophy is creating a psychologically safe environment where people feel comfortable sharing their ideas, even in high-pressure or rapidly evolving situations. I encourage open dialogue in team meetings, town halls, and brainstorming sessions, ensuring that diverse perspectives are heard and respected. By fostering a culture of inclusivity and mutual respect, I’ve seen firsthand how this leads to better decision-making, stronger collaboration, and more innovative solutions.

In data-driven and digitally enabled environments, I emphasize the importance of aligning our team’s efforts with clear goals and a shared vision. I ensure that everyone understands how their contributions fit into the bigger picture and how their work drives our success. This alignment not only keeps the team focused but also motivates them by showing the tangible impact of their efforts.

Empowerment is a cornerstone of my approach. I believe in giving people the tools, resources, and autonomy they need to excel in their roles. Whether it’s through professional development opportunities, mentorship, or simply trusting them to take ownership of their work, I strive to create an environment where individuals feel confident and supported in their ability to succeed.

Finally, I prioritize adaptability and continuous learning. In fast-changing environments, it’s essential to stay agile and open to new ideas. I encourage my team to embrace change, experiment with new approaches, and learn from both successes and failures. By fostering a growth mindset, we can navigate challenges and seize opportunities with resilience and creativity.

Ultimately, building high-performance, highly engaged teams is about creating a culture where people feel valued, empowered, and inspired to contribute their best. By consistently practicing open communication, inclusivity, empowerment, and adaptability, I’ve been able to lead teams that thrive in even the most dynamic and data-driven environments.

From your vantage point, how are marketing, sales, and client engagement evolving within the insurance and space, particularly with the rise of AI, data-driven decision-making, and digital customer journeys? How do you see leadership expectations changing as a result?

From my vantage point, marketing, sales, and client engagement within the insurance and space are undergoing significant transformation, driven by the rise of artificial intelligence (AI), data-driven decision-making, and digital customer journeys. However, while AI and technology are powerful tools, they are not the ultimate solution. Human interaction, creativity, and innovation will always remain at the core of building meaningful relationships and delivering exceptional client experiences.

AI is undoubtedly reshaping how we approach marketing and sales. It enables us to analyze vast amounts of data to uncover insights about customer behavior, preferences, and needs. This allows for more personalized and targeted marketing strategies, ensuring we reach the right audience with the right message at the right time. AI also enhances efficiency by automating repetitive tasks, such as lead scoring, email campaigns, and customer service inquiries, freeing up time for teams to focus on higher-value activities.

In the realm of client engagement, AI-powered tools like chatbots, predictive analytics, and recommendation engines are improving the digital customer journey. These technologies allow us to anticipate client needs, provide real-time support, and deliver tailored solutions. However, while these advancements enhance convenience and efficiency, they cannot replace the trust and connection that comes from human interaction. Clients still value the expertise, empathy, and problem-solving abilities that only people can provide.

As a result, the role of leadership in this evolving landscape is also changing. Leaders are now expected to strike a balance between leveraging technology and maintaining the human touch. This means fostering a culture where teams embrace AI and data-driven tools as enablers, not replacements, of their work. It also requires leaders to ensure that technology is used ethically and responsibly, with a focus on enhancing—not diminishing—the client experience.

Additionally, leadership expectations are shifting toward adaptability and continuous learning. With the rapid pace of technological advancements, leaders must stay informed about emerging trends and be willing to experiment with new approaches. They must also guide their teams through change, providing the training and support needed to navigate this evolving landscape.

Ultimately, while AI and digital tools are transforming the insurance and space, they are not the answer on their own. The future of marketing, sales, and client engagement lies in combining the power of technology with the creativity, empathy, and innovation of human interaction. Leaders who can effectively integrate these elements will be best positioned to drive growth, build lasting client relationships, and succeed in this dynamic environment.

Throughout your journey, who are the women leaders or other role models (past or present) you most admire, and what specific qualities or actions of theirs have influenced your own leadership style?​

Throughout my journey, my role models have been my family. I come from a long line of strong, kind, and grounded women who are deeply spiritual and resilient. My mother has been a profound influence on my leadership style. She was an incredibly strong woman who endured unimaginable adversity with grace and determination. Despite the challenges she faced, she raised three strong, kind, and equally determined children, instilling in us the values of perseverance, compassion, and integrity.

My daughter is another role model who inspires me every day. She is a quiet force—observant, thoughtful, and deeply focused on finding meaningful solutions. What I admire most about her is her unwavering respect for others, regardless of their culture, ethnicity, race, religious beliefs, sexual orientation, or chosen pronouns. She has an incredible ability to embrace diversity with an open heart and mind, fostering understanding and compassion in every interaction. Her inclusive mindset and genuine appreciation for different perspectives have not only shaped her character but have also inspired me to lead with greater empathy and respect for all

My sisters have been instrumental in shaping the person I am today. They possess a quiet reserve and a calm restraint, yet they are not to be underestimated or taken lightly. Their creativity and gentleness are matched by their unwavering ability to stand their ground and speak up when it truly matters. Witnessing their remarkable balance of kindness and strength has taught me the value of being both empathetic and assertive as a leader

Beyond my family, I have been fortunate to have amazing mentors and colleagues throughout my career. These individuals have guided, supported, and challenged me to grow, and their belief in my potential has been instrumental in my success. They have shown me the value of mentorship and the importance of lifting others as you climb.

I make it a priority to surround myself with people who genuinely want to see me succeed, just as I want to see them succeed. This mutual support and encouragement have been an essential part of my journey, shaping my belief in the power of collaboration, trust, and shared success.

The qualities of strength, kindness, resilience, creativity, and determination that I’ve admired in my role models have deeply influenced my leadership style. They have taught me to lead with empathy, to remain grounded in my values, and to approach challenges with both courage and compassion. These lessons continue to guide me as I strive to be the kind of leader who inspires and empowers others.

Please share a one-line quote or personal motto that best represents your leadership philosophy or life outlook, something that you feel captures how you lead and how you approach change and growth.​

“Lift as you climb. Success is strongest when it is shared.”

For me, this captures my philosophy, grounded in empathy, collaboration, and the belief that true success comes from empowering others and fostering shared growth. It underscores the importance of creating opportunities, inspiring change, and building a legacy of inclusion and impact.

What advice would you give to women and other underrepresented groups who aspire to senior leadership roles in insurance, financial services, or corporate functions?

My advice to women and other underrepresented groups who aspire to leadership roles is simple yet powerful: Lift as you climb.

As you progress in your career and achieve new milestones, remember that your success is not just about reaching the top—it’s about creating opportunities for others to rise alongside you. This means mentoring, supporting, and advocating for those who may face similar barriers or challenges. Share your knowledge, open doors, and be a champion for diversity and inclusion in every space you occupy. By lifting others, you not only help build a more equitable and inclusive workplace but also create a legacy of empowerment and positive change.

It’s also important to recognize that leadership is not just about titles or positions—it’s about influence, impact, and the ability to inspire others. Embrace your unique perspective and strengths, and don’t be afraid to bring your authentic self to the table. Your voice matters, and your experiences bring value to the conversation. Seek out mentors and allies who believe in your potential and can help guide you on your journey, but also be intentional about building a network of peers and colleagues who will support and uplift you.

Finally, don’t let fear of failure hold you back. Growth often comes from stepping outside of your comfort zone and taking risks. Believe in your abilities, advocate for yourself, and seize opportunities even when they feel daunting. Remember that resilience, determination, and the willingness to learn are key to overcoming challenges and achieving your goals.

By lifting others as you climb, staying true to yourself, and embracing opportunities for growth, you can not only achieve success but also pave the way for future generations of leaders. Together, we can break down barriers and create a more inclusive and equitable future for all.

Is there anything else professionally or personally that you would like us to highlight to provide a more complete and authentic portrayal of your journey?

Professionally, my journey has been defined by a series of transformative milestones and achievements that reflect both growth and impact:

• Founding Gallagher’s first Diversity and Inclusion Committee, which reached more than 500 employees and became the model for enterprise-wide DEI initiatives.
• Completing the Black Insurance Industry Collective (BIIC) Executive Leadership Program at the University of Virginia Darden School of Business.
• Authoring a doctoral dissertation and white paper titled, “Examining the Correlation between Financial Performance and Gender Diversity on Boards of Fortune 500 Companies,” advancing understanding of the link between financial outcomes and gender diversity.
• Building a leadership team composed of 85% women and underrepresented groups, demonstrating my commitment to fostering diverse talent pipelines.

Personally, my greatest inspiration has been my team. I’ve had the privilege of working with and learning from some truly remarkable individuals—people I affectionately call “frolleagues.” Together, we share a collective passion for our company’s success and for each other. We work hard, we work smart, and most importantly, we work for one another’s success. Their dedication, collaboration, and unwavering support have been the driving force behind my career journey.

These accomplishments and the relationships I’ve built along the way reflect not just my professional growth but also my commitment to creating a culture of excellence, inclusivity, and shared success. My journey is as much about the people I’ve worked with as it is about the milestones I’ve achieved, and I’m proud to have been part of such a dynamic and inspiring community.

She began her career in healthcare design, an environment that quickly taught her that interiors are not simply about beauty. In healthcare, design impacts patient comfort, staff efficiency, safety, and overall operations. Every decision carries weight. Those early years immersed her in drawings, finish schedules, consultant coordination, and on-site problem-solving. It was there that she learned one of the most defining lessons of her career: design does not live on paper. It lives in execution.

“You can design something beautiful, but if it doesn’t function in real life, it fails.”

Healthcare and commercial projects appealed to Deanna because of their complexity. Codes, budgets, timelines, and operations demanded precision and accountability. These challenges pushed her to grow, sharpening her ability to think holistically and strategically. Over time, she realized she wanted more than to contribute to projects. She wanted to lead them from concept through construction and see the vision fully realized.

That realization led to the co-founding of Design + Implementation Group in 2017. Becoming Principal was not a milestone handed to her. It was earned through years of building client trust, managing complex projects, and standing behind every outcome. Today, her role extends beyond design into leadership, accountability, and stewardship of both her team and her clients’ investments.

Leading with Responsibility and Trust

As Principal, Deanna oversees vision, operations, strategy, and client relationships. She is deeply involved in business development and long-term partnerships, particularly in healthcare and senior living, where trust is essential.

Her approach is grounded in clarity. Clear scopes, aligned budgets, realistic timelines, and defined deliverables create the structure that allows creativity to flourish. She remains hands-on in design direction, reviewing layouts, finishes, and FF&E selections to ensure each project reflects both brand identity and operational needs. In healthcare environments especially, she balances compliance, durability, and emotional impact with care and intention.

“When expectations are clear, creativity can thrive without chaos.”

At its core, her role is about protection. Protecting the client’s vision, the integrity of the design, and the team’s ability to perform at a high level.

Achievements that Reflect Impact

The projects Deanna values most are not defined by scale or visual drama. They are defined by impact. Through DIG, she has helped transform outdated healthcare and senior living facilities into spaces that feel welcoming, efficient, and human. These environments improve daily experiences for residents, patients, and staff alike.

She is especially proud of projects that achieved elevated design within strict budget constraints, reinforcing her belief that thoughtful interiors are not reserved for luxury spaces.

Another accomplishment she holds close is the strength of long-term client relationships. Repeat engagements and early calls from clients before new properties are secured speak to a level of trust that goes beyond any single project.

“When clients call you before they even own the building, that trust means everything.”

What Breaking the Glass Ceiling Truly Means

For Deanna, breaking the glass ceiling is not about proving worth. It is about refusing to shrink. While interior design is often female-led, ownership, construction, and executive decision-making remain male-dominated. She has often been the only woman in rooms where critical financial and operational decisions were being made.

Breaking the glass ceiling means understanding the numbers, owning the business side of design, and speaking with authority. It means leading conversations rather than waiting to be invited into them. Deanna believes leaders carry a responsibility to mentor intentionally, hire thoughtfully, and create space for voices that might otherwise go unheard.

“It’s not about competing for space. It’s about expanding the room.”

Building Inclusive, High-Performance Teams

Within her firm, Deanna prioritizes mentorship and transparency. Team members are encouraged to understand not just design, but contracts, procurement, budgets, and leadership decisions. That visibility creates genuine opportunities for growth.

On projects, inclusivity translates into thoughtful design decisions that consider accessibility, aging populations, behavioral health sensitivity, and cultural context. In healthcare, equity in space directly reflects dignity and respect.

Her philosophy on high-performance teams is rooted in clarity and accountability. Defined roles, strong communication, and realistic expectations allow creativity and efficiency to coexist. She leads with composure, setting a tone of urgency without panic and excellence without ego.

Looking Ahead

Deanna sees the industry continuing to shift toward flexibility, wellness, and sustainability. These are no longer trends, but expectations. Clients now prioritize durability, responsible sourcing, and long-term value. While digital tools have transformed how projects are documented and visualized, she believes the human element remains central.

“Technology enhances design, but intuition and empathy still drive the best decisions.”

Inspired by women who lead with strength, composure, and authenticity, including her late friend Jen Healy, Deanna carries forward the belief that creativity belongs at the executive table. Her personal motto captures her approach to leadership and life:

“Lead with clarity, design with purpose, and never shrink to fit the room.”

Today, as Design + Implementation Group continues to grow, Deanna D’Addario Martinez remains focused on mentorship, strategic expansion, and elevating design as a business tool. Through her work, she is not only shaping spaces, but redefining leadership itself.