You’ve built a career championing diversity, inclusion, and talent development at the highest levels. Looking back, was there a defining moment where you had to push past barriers to get where you are today? How did you navigate it?
I’ve spent the past decade in DEI, and the landscape has shifted dramatically. One defining moment for me was in 2020, during Black History Month when I was invited to join a government panel in the wake of the BLM movement. Sitting alongside senior policymakers, I realised the gravity of our work—it’s not just about representation, but about shaping policy and enabling long-term success, not just within our own organisations but across industries.
When I first started, DEI was largely focused on gender. But real change required evolving the conversation—making it truly intersectional. That’s what I set out to do, spotlighting the nuances of race, social mobility, neurodiversity, and more. Back in 2016-2018, I was part of the first wave of professionals publishing pay gap data alongside action plans, pushing for transparency and accountability. But real progress starts internally—helping people feel comfortable disclosing, stepping forward, and engaging in uncomfortable conversations.
The truth is, not everyone wants change. The status quo works for many, even some within underrepresented groups who fear rocking the boat. But the real shift happens when we see DEI not as a box-ticking exercise, but as a movement that benefits us all. At the heart of it, there’s more that unites us than divides us.
HR and organisational development play a huge role in shaping inclusive workplaces. From your experience, what actually moves the needle beyond policies and buzzwords to create real, lasting change?
Creating truly inclusive workplaces requires more than policies and buzzwords—it demands a full ecosystem shift. That’s where frameworks like McKinsey’s 7S come in, helping us identify bottlenecks and reshape culture at its core.
Take blind CVs, for example. They were introduced to reduce bias in recruitment, but what happens when those candidates walk through the door? If bias still exists at the decision-making stage, the impact is lost. That’s why real change isn’t about one-off fixes—it’s about embedding DEI into the very fabric of an organisation, from its strategy to its systems, culture, and leadership.
Some companies believe putting a woman or a person of colour in a leadership role will automatically drive change. Reality will bite quickly if the culture itself isn’t built to support them. True progress happens when DEI is aligned with business strategy, not treated as a standalone initiative. As someone once told me, don’t bring PowerPoint to an Excel conversation—if you want leadership buy-in, you need to show how inclusion directly supports commercial goals.
Policies set the minimum expectation, but they don’t shift behaviours. The real question isn’t what’s our DEI policy? but what problem are we actually trying to solve? If organisations embed inclusion into their strategy, structure, and values, they create a culture where equity isn’t just an initiative—it’s the way they do business.
Women, especially Black women, often find themselves navigating bias in the workplace. What advice would you give to those trying to advocate for themselves while staying true to their values?
Advocating for yourself while staying true to your values isn’t always easy these are three key pieces of advice I’d give:
Build your personal boardroom.
Dr. Zella King talks about the power of having a personal boardroom—a trusted group of mentors, sponsors, and connectors who hold you accountable to who you are. I live by this. Your boardroom should include people who remind you of your worth, challenge you to stay true to your values, and champion your success. When things get tough, they’ll be the ones asking, Are you still showing up as your full self?
Find your workplace ally.
You need someone in your workplace who can walk the journey with you. Someone who has your back, who will remind you of your purpose, and who will lift you up when you need it. When I was at CBI, I had an incredible colleague who helped me stay grounded. Now, in my current role, I have two—maybe even three—people who play that role. Having that person by your side makes all the difference. They’ll encourage you when you start to doubt yourself and remind you what really matters.
Take care of yourself and have fun.
As Black women, we carry generational and institutional weight—but that shouldn’t rob us of joy. No matter what, make space for fun. Even when I’ve taken hits from all sides, I make sure people leave my presence laughing. Joy is resistance. Protect your well-being, embrace the moments that bring you happiness, and never forget: you deserve to enjoy the journey, not just endure it.
You’re deeply invested in developing talent and ensuring workplaces are spaces where people can thrive. What’s one piece of advice you’d give to the next generation of women stepping into leadership?
Do it anyway. Fear less. Do more. Have faith.
The biggest barrier to success is often the fear within you. Don't be afraid to not know—be afraid to not do because you think you can’t achieve. The truth is, everyone is learning, even at the highest levels. Leadership isn’t about knowing everything; it’s about surrounding yourself with the right people and stepping forward with confidence.
Your path doesn’t have to be linear.
You don’t have to follow a rigid career trajectory. Sometimes, taking a horizontal move or an unexpected opportunity leads to something greater than you ever imagined. Stay open to different paths—your journey is yours to shape.
Say yes to growth.
If someone asks you to speak at an event, say yes. If an opportunity to write an article comes up, write it. If mentorship is offered, take it. Not all career moves look the same, and sometimes the unconventional route leads to the greatest success.