Most small businesses need a combination of licenses and permits from both federal and state agencies. The requirements — and fees — vary based on your business activities, location and government rules.
Here are the basics of what you need to know:
Federal Licenses and Permits
You’ll need to get a federal license or permit if your business activities are regulated by a federal agency. If your business deals with the transport, production, sales or dealings of any of the following products, you will have to obtain a specific permit from a specific federal agency. This includes business activities such as:
Agriculture: Business practices that deal with the import or transport animals, animal products, biologics, biotechnology or plants across state line
Issuing Agency: U.S. Department of Agriculture
Alcoholic Beverages: Business practices that deal with the manufacture, wholesale, import and/or sales of alcoholic beverages at a retail location
Issuing Agency: Alcohol and Tobacco Tax and Trade Bureau, Local Alcohol Beverage Control Board
Aviation: Business practices involving the operation of aircraft, transportation of goods or people via air or aircraft maintenance
Issuing Agency: Federal Aviation Administration
Commercial Fisheries: For businesses engaged in commercial fishing of any kind
Issuing Agency: National Oceanic and Atmospheric Administration Fisheries Service
Fish and Wildlife: For businesses engaged in any wildlife related activity, including the import or export of wildlife and derivative products
Issuing Agency: U.S. Fish and Wildlife Service
Maritime Transportation: For businesses providing ocean transportation or facilitate the shipment of cargo by sea
Issuing Agency: Federal Maritime Commission
Mining and Drilling: For businesses engaged in drilling for natural gas, oil or other mineral resources on federal lands
Issuing Agency: Bureau of Safety and Environmental Enforcement
Nuclear Energy: For businesses producing commercial nuclear energy, is a fuel cycle facility or is involved in distribution and disposal of nuclear materials
Issuing Agency: U.S. Nuclear Regulatory Commission
Radio and Television Broadcasting: For businesses dealing in broadcasting information by radio, television, wire, satellite or cable
Issuing Agency: Federal Communications Commission
Transportation and Logistics: For businesses operating oversize or overweight vehicles.
Issuing Agency: Permits are issued by your state government and can be reached through the U.S. Department of Transportation.
In-State Licenses and Permits
The licenses and permits you need from the state, county or city will depend on your business activities and business location. Your business license fees will also vary.
States tend to regulate a broader range of activities than the federal government. For example, business activities that are commonly regulated locally include auctions, construction, dry cleaning, farming, plumbing, restaurants, retail and vending machines.
Some licenses and permits expire after a set period of time. Keep close track of when you need to renew them — it’s often easier to renew than it is to apply for a new one.
What You’ll Need
Depending on the licensing you need, your license qualifications will differ. However, just about every license and/or permit requires that you have the following documentation:
Your business description or business plan that includes:
Employee numbers
Annual sales
Job description
Contact information for the business owner
Other pertinent business information
Government ID, including your Social Security Number or Federal Employment Identification Number
Fees (varies by state)
LLC registration, for businesses structured as one. Having your LLC is not the same as having your business license, although they often compliment one another.
For more information on what you need for your specific business license, visit sba.gov/business-guide/launch-your-business/apply-licenses-permits#section-header-0.
As CEO and President of the National Minority Supplier Development Council (NMSDC), Ying McGuire leads efforts to advance business opportunities for more than 15,000 certified minority business enterprises (MBEs) connecting them to over 1,500 corporate members generating over $400 billion in annual revenue – more than 28% of all minority business revenue in the U.S.
NMSDC’s first Asian American Pacific Islander (AAPI) CEO and president brings over two successful decades of leadership experience across both the for-profit and nonprofit sectors and has an aspirational goal of achieving $1 trillion in NMSDC-certified MBE annual revenue generation.
NMSDC CEO and president, Ying McGuire has an awe-inspiring story of her own. Arriving to the United States from China with one suitcase and $1,000 to pursue her American dream, Ying did not have an easy path. McGuire immigrated from China during a tumultuous period in that country’s history.
“In the wake of the Tiananmen Square incident in 1989, I packed my life into one suitcase with $1,000 and came to the United States to pursue my American dream,” she recalled. “Being a new immigrant with little English, no money and no support system, I overcame mountains of obstacles, learned to get things done with limited resources and built up my resilience.”
She built a successful career as a corporate leader at Dell Technologies, driving the strategy and execution that nearly quintupled Dell’s diversity spend from $640 million to $3 billion within three years. After the murder of George Floyd in 2020, Ying felt compelled to be part of the growing social economic justice movement. She transitioned out of her tech role and became the first Asian American Pacific Islander CEO and president of NMSDC, with goals of accelerating MBEs and helping close the racial and economic wealth gap in communities of color.
Ying believes that the fastest path to achieving NMSDC’s $1 trillion plan requires a catalyst event to garner amplification and support the goal from prominent corporate C-level leaders, policymakers, high growth MBEs, thought leaders, and media. Therefore, NMSDC is hosting the second annual Minority Business Economic Forum on May 8-10, in Miami. This by invitation only event is focused on tapping into the top leaders of corporate America, the Administration, local governments, thought leaders, and academic leaders to come together and recalibrate the MBE narrative as an integral part of the American economy.
ABOUT YING MCGUIRE
Hometown: Jiangyin, a city near Shanghai, China
Hobbies: Yoga, travel, cooking, interior design
Favorite leadership quote: “Do not just lead by words; lead by example.” — Her father
If you’re looking to become a women-certified business enterprise (WBE), you may have a lot of questions about the process or if it’s even worth it to go through the application process?
To help you decide, the Black EOE Journal (BEOEJ) sat down with two amazing women-certified business owners — Angela Randolph, founder and CEO of Stellar Ledgers LLC and Dr. Pamela Ellis, MBA, PhD, founder of Compass College Advisory — from the Women’s Business Enterprise National Council (WBENC) who spoke about the benefits and advantages of getting certified.
BEOEJ: What is Stellar Ledgers and how did you get started?
Angela Randolph (AR): Stellar Ledgers® (SL) is a virtual financial advisory firm that partners with clients as their business grows, offering an exceptional and value-added experience. SL offers bookkeeping, CFO/ controller, financial coaching and consulting services to business owners across the United States. The outsourced financial service we provide helps businesses improve cash flow and maximize profits as they prepare for growth and expansion. We provide the timely, accurate financial data and advice required for growth and scalability in the business. We also help prepare businesses for funding or investment opportunities.
I started the business in 2017 on the side while working full-time bootstrapping to fund operations. I am really passionate about helping fellow women entrepreneurs gain financial freedom, security and build wealth leveraging their businesses.
Dr. Pamela Ellis, MBA, PhD, founder of Compass College Advisory
BEOEJ: What is Compass College Advisory and how did it get started?
Dr. Pamela Ellis (PE): Some parents saw the success of my children and how they participated in educational programs after school and during the summers. When they asked me to help them with their children, that’s when my business started. At first, I helped those parents find the right summer programs, then the right high school, then the right colleges. I based my program off my dissertation research on high school to college transition (what supports students with navigating high school then thriving in college and completing).
Largely through word-of-mouth referrals, my business grew across the country. I met with families virtually who were in other states and opened a small office in Dayton, Ohio for locals. Our center is named Compass College Advisory.
Twelve years later, I am still partnering with parents to help their teen find the right colleges and get scholarships. The results of our work are that 95 percent of our clients have been admitted to their top-choice colleges and the average scholarship is $75,000.
BEOEJ: How did you learn about small business certifications for women and minorities? Why did you decide to pursue certification and which ones have you received?
AR: I first learned about certifications through my local Small Business Development Center (SBDC) Procurement Technical Assistance Center (PTAC) Advisor with University of Houston. I decided to pursue these certifications with plans to do business with the government, corporations and other certified businesses expanding my reach and adding multiple revenue streams to Stellar Ledgers. I am an MBE with Houston Minority Supplier Diversity Council (NMSDC), City of Houston, Metro, and a WBE through WBEA (WBENC), City of Houston, WOSB with the Small Business Administration and HUB with the State of Texas.
PE: My mom, who sharecropped and only had an opportunity to finish eighth grade, wanted me to stay home after high school. She reluctantly agreed to let me go to a college that she had never heard of. When we took the Greyhound from Memphis, Tennessee to Palo Alto, California, she gave me $70 to cover my expenses for the first year. I thought that was good money until I went to the bookstore the very next day and my books for the first quarter were $350.
I knew my mom couldn’t afford to send me anymore money. I immediately found a job and ended up working 30 hours per week during the school year and up to 100 hours per week in the summers. I had known since high school that I wanted to attend business school, so I decided to apply right after undergraduate to The Tuck School of Business at Dartmouth College. Tuck had recently started a professional development program for Black entrepreneurs. I was selected to work in that summer program before, during and after graduating from Tuck. During that experience, I learned about minority and women certifications.
When I started my business many years later, I attended every program I could find. Many of those programs were offered by the Small Business Development Center, SCORE, SBA Urban League and numerous others. The certification organizations would present during those programs and that’s how I then started to learn more about why I also should be certified.
I have received WBENC, MSDC, plus the respective state certifications and decided to do so in order to network, grow my business and develop strategic partner relationships.
BEOEJ: What were your trials and tribulations on the road to certification? How has certification helped your business?
AR: I didn’t have any issues at all with certification. I have an audit background so my records were in top shape and that made submission seamless. The certifications definitely add business credibility and more exposure to contract opportunities, development programs and fellow certified businesses who I can potentially collaborate with or who can become clients.
PE: Wearing too many hats was my biggest trial on the road to certification. Because I answered the phones, handled client delivery, tracked by books, etc., it was hard to keep up and prioritize my time. Since becoming certified, I’ve been able to participate in courses through WBENC that have helped me sharpen my hiring and delegation skills.
The certifications have opened opportunities for me to “be in the room” and gain contracts. With the certifications, my company has steadily grown over the years. Likewise, I’ve been able to participate in their professional and leadership development programs that have helped me with strategic planning, marketing and hiring. The investment has been worth every penny.
BEOEJ: What perks have you embraced from being certified, for example, have you used any of the mentors, peer-to-peer resources, financial advice, attended conferences or conventions, etc.?
Randolph: Yes, there are so many benefits to being a certified business. I’ve successfully completed business development and leadership training sponsored by the Houston Minority Supplier Development Council (HMSDC) that was invaluable, I am currently a member of cohort 41 of Leadership Houston sponsored by WBEA and so many other mentoring programs I’ve had the privilege to participate in. I’ve also led training workshops for fellow certified businesses in accounting and tax. I’ve attended conferences and conventions for both HMSDC and WBEA, both with great speakers and opportunities to network with others.
Ellis: I’ve attended conferences and special courses for continued learning and utilized the peer-to peer resources. During COVID-19, WBENC offered an amazing program called WEThrive, which gave me an opportunity to work on my business, rather than in my business, during a critical transition for us all. I received encouragement from the other participants to keep dreaming and implementing.
BEOEJ: If you could offer one piece of advice for women business owners thinking about certification, what would you say?
AR: I would definitely encourage women business owners to get certified. It can really open so many doors of development, support and opportunity. Start now by organizing your financials, tax records and business entity documentation so the process can go more smoothly.
PE: The paperwork may feel overwhelming. To get it done, block out a three-hour appointment with yourself to focus on gathering the documents, put on some energizing, feel-good music and get it done. The hardest part is getting started. Once you do so, it’s not so bad. Plan ahead for the notary. Keep digital copies of all the documents you upload. Mark your calendar for nine months away to renew, so that your certification remains current. It’s all worth it. You’ve got this!
To read more from from Black EOE Journal and other diversity-focused publications visit, diversitycomm.net
Social movements have shaped society into what we see today, from labor to civil rights and women’s movements. Thanks to social media, we can collaborate from the comfort of our homes to drive social change, to expose injustice and to advocate for policies that protect vulnerable communities. As generational values, preferences and ideals shift, and GenZ, the most diverse generation in history, prepares to take the lead, all eyes are on how today’s businesses respond through innovation.
Introducing Chelsea C. Williams, the Founder and CEO of Reimagine Talent, who shared her expertise leading workplace & talent development and DEI (diversity, equity and inclusion) as a speaker at the annual SHRM Inclusion Conference. Williams shed light on the rise of social enterprises that appeal to a generation who desire to blend profit with purpose. “This makes me really excited because I believe a movement is taking place,” said Williams. “The social entrepreneur is not just focused on bringing a product or service to market…they’re not just moved by revenue, a social entrepreneur wants to make an impact…they want to drive social progress, deliver socially conscious goods, and bridge sectors towards progress.”
William’s journey to entrepreneurship was not easy, considering her quest to entrepreneurship consisted of many obstacles without a roadmap. From navigating childhood as the daughter of immigrant parents, to funding her way through Historically Black College & University, Spelman College, to launching her early career on Wall Street as an “only,” Williams has overcome significant odds. During her time on Wall Street, she represented 1% of Black employees. With that reality came its own set of challenges personally and professionally.
“I believe [in] diversity, equity, inclusion and belonging [and] I can intentionally lead that work now because I lived exclusion,” said Williams. “During my early career, I clearly saw the beauty of belonging and toxicity of exclusion — both of which playing significant impacts on the global workforce & workplace.”
Leadership with Impact
Despite representation barriers experienced in her career, Williams still found the confidence to reimagine the future and write up a business plan that would address real issues she encountered in her roles managing & leading human resources. In 2018, she stepped made the decision to leave corporate America, first completing a social impact fellowship at Teach for America and then launching her firm.
“I early learned that leadership doesn’t have an age, it doesn’t have a look, it doesn’t have a race, it has to do with impact,” stated Williams. “You can have a business that is focused on revenue, but also have a part of your mission statement or part of your strategy that is addressing a social issue. Within the case, entrepreneurs are addressing societal barriers such as the intersection between gainful employment and racism, as two examples, but also tapping into the opportunities that come with entrepreneurship such as financial prosperity and ownership.”
To awaken your inner activist as part of your business strategy takes skill that supersedes the continuous hard versus soft skill debate circulating the workplace. Instead of pinning hard and soft skills in a battle of importance, consider both skills a necessity. “Language is important. Instead of referencing hard skills, let’s say technical, let’s say job function specific skills. Instead of soft skills, let’s say interpersonal skills, leadership skills,” said Williams. “If you’re leading an organization to function or promotion, you better believe that those skills actually become more important than what got you there from the beginning.”
Creating solutions in organizations to fight social issues takes more than diversity; it takes understanding, building and nurturing relationships. “Being open to learning and supporting people, especially those who are different than us, is our ability to lead effectively in 2022 and beyond,” said Williams. “Our mission at Reimagine Talent is to educate the next-gen workforce and empower conscious organizations to build workplaces of belonging.”
Turning a Vision into Action
Despite many years of progression and historical wins, writing the business vision and making it compelling and relevant takes courage. In this case, Williams challenges aspiring social entrepreneurs to turn their vision into a business plan and to consider the economic impact of today’s most pressing challenges. Considering 45.2% of social enterprises only last between one to three years, and 45% earn less than a $250,000 profit, it’s crucial to focus on impact without forgetting the importance of running a scalable business.
“Even with vision for impact, do not lose sight of the fact that you’re still an entrepreneur, and if you’re for profit, you still have to make a profit to grow your team, products and processes; if you’re not moved by profit, you should start a non-profit,” said Williams. “Broadening out to what your vision is for your business, who do you want to serve, answering those questions upfront and really thinking about [the] short and long term is important. In the early days, you want to test out your product or service and make sure you’ve got customers/clients.”
Williams shows the beauty that comes with fully owning our stories and leveraging the roadblocks as a springboard to purpose. Her access and experiences now grant opportunity to future generations. As we reflect on her mission, let’s consider our own and ignite the confidence to become something we may have never seen before.
According to Gallup, bad managers cost businesses billions each year, and account for at least 70% of variances in employee engagement scores. Having a highly successful business manager is crucial to the overall success of a company.
The problem, however, is that not everyone knows what type of habits effective managers have. By being able to identify what those habits are, businesses can take action to find the right people to fill the position, and managers can boost their productivity and increase their efficiency.
“There is always room for improvement, no matter how great of a manager you are,” explains Leon Goren, president and chief executive officer of PEO Leadership. “The good news is that making those improvements can often be simple. It’s just a matter of taking the steps to make it happen, to incorporate new habits that will lead to better outcomes.”
When managers take action to create effective habits, they see positive results in the overall success of their business. Here are some of the habits of highly successful business managers and how to nurture them:
Delegation skills. Highly successful leaders know how to delegate, rather than trying to do everything on their own. It’s imperative to learn to trust the people on your team. If this is an issue for you, start by delegating small tasks and building on them. It’s also important that you have the right people in the right jobs.
Building a strong team. When hiring for your team, don’t just look at the candidate’s past experience and qualifications. Make sure that they are a good fit for your team and your overall corporate culture. Do they share the same values? Will they fit into your team’s unique dynamics? Do they understand what the expectations are? When you have the most qualified people – from both a fit and skills perspective, you will not only feel comfortable delegating tasks to them, you will also know they are working toward reaching your company goals. The right employees know how to work efficiently, are engaged, and exponentially help the company succeed.
Commitment to learning. The best managers never stop learning and understand that they will never know it all. They are committed to their development, they collaborate and bounce ideas off others, and they have mentors and join peer advisory boards to help them create robust and innovative solutions. These leaders continue to learn from others by discussing their challenges and opportunities and leveraging the knowledge and experience of their peers to help them grow. Joining a community like PEO Leadership, through their Senior Leadership Group, is a great investment in your personal, professional, and organizational growth.
Moving past fear. Being afraid to act can stifle management, which holds companies back. Highly successful leaders look to the future and are not afraid to take calculated risks. If this is something you are not comfortable with, consider engaging a leadership coach or joining a peer advisory board. Sharing your challenges and opportunities and getting feedback from multiple perspectives on your intended tactics, will enable you to apply the strategic advice to your plans and implement robust solutions. Having a mentor or successful peers review your plans will give you the confidence you need to carry them out.
Listening to others. Learn to actively listen to others. This is a skill that many people lack, even though it can be crucial to business success. Listen to your team, colleagues, mentors, etc. Listening doesn’t mean you have to heed their advice; nonetheless, hearing their thoughts, getting multiple perspectives and being an active listener, will help make you a more effective leader.
“It may seem overwhelming for someone to start laying the foundation to create numerous new habits all at once,” says Goren. “The best way to start is by selecting one thing to work on at a time. Once you have a good handle on it, move on to the next habit you’d like to incorporate. Before you know it, you will have many of these down, and it will be smooth sailing.”
PEO Leadership offers an executive leadership community that represents over 100 business leaders, successful entrepreneurs, and top executives. Its services include peer advisory boards, executive advisors/coaches, community connections, strategic business advice, an annual world-class leadership conference, and thought leadership events including PEO Leadership’s “The Way Forward” live webcast and podcast. The company is owned by Leon Goren, who has over 25 years of leadership experience.
PEO Leadership offers leadership advisory services in six categories, including for Presidents/C-suite executives of large national and multinational organizations, entrepreneurs of large national and multinational companies, global executives, small business entrepreneurs, senior executives, and businesses in transition. There is a 60-day free trial Leadership Bootcamp available. To get more information or obtain a free trial, visit the site at: https://peo-leadership.com.
About PEO Leadership
PEO Leadership is a Canadian peer-to-peer leadership advisory firm that has been the destination for business leaders to regularly meet and discuss important issues, solve problems and explore new opportunities since 1991. The organization provides a safe and highly confidential environment, with PEO Executive Advisors, who facilitate stimulating and astute dialogue to leverage the collective experience, creativity, intellect and wisdom of the Peer Advisory Board and the PEO Leadership Community at large. They support, cultivate and accelerate business leaders’ leadership excellence to achieve great impact through the organizations they lead, the communities they serve and the lives they live. Current members include Umbra, Miele, Crayola, ThinkOn and Nestle. For more information about the company and services, visit the site at: https://peo-leadership.com.
Our recent report on chief sustainability officers (CSOs) in the U.S. revealed that women went from holding 28 percent in 2011 of the CSO positions to 54 percent in 2021. That’s a 94 percent increase.
It’s a positive development to see the playing field level for women in sustainability, but what’s driving this trend? And what are the implications for women’s leadership in business more broadly? Before diving into those questions, it’s interesting to look at the trends in gender and leadership in sustainability and business.
The state of women’s leadership in sustainability
When it comes to women’s leadership as CSOs, the biggest jump happened between 2013 and 2014, when the number of women went up by 11 percentage points. There was another significant increase between 2018 and 2021, around the time the #MeToo movement gained momentum. In 2020, when more companies than ever hired their first CSO, female CSOs broke the 50 percent mark to reach their current status.
Outside of sustainability, women in business have not advanced as quickly. In the C-suite, men still far outnumber women. According to a Morningstar report looking at data from 2019, women hold only 12.2 percent of named executive officer roles at companies, up just 2.8 percentage points from 2015. The report authors noted that “this reflects a rate of growth that would only deliver equal representation sometime in the second half of this century.”
So why are women advancing more quickly in sustainability?
3 reasons women in sustainability are moving up
I can surmise three reasons women are advancing faster in sustainability than they are in business more broadly.
1. There’s a robust pipeline of women vying for these roles.
According to the 2020 GreenBiz State of the Profession report, which my firm sponsors, the percentage of women holding any sustainability position has been steadily rising since 2010. Between 2011 and 2020, the percentage of women holding a vice president role grew from 31 percent to 51 percent. The pool of female directors grew by 18 percentage points, from 37 percent to 55 percent. And the percentage of female managers in sustainability roles has gone up the most, from 39 percent to 63 percent. By contrast, the Morningstar authors pointed to the “broken rung” at major corporations, in which “women are systematically passed over being offered their first and crucial career promotion.”
Based on the GreenBiz data and my experience as a recruiter, I believe this is not happening in sustainable business roles, where there’s a deep talent pool of women, starting at the manager level and steadily making their way up the ranks.
2. Women excel in these roles.
As I have written about before, research suggests that women are well-suited to succeed in sustainability roles. A 2018 Business and Sustainable Development Commission report argued that women have the necessary leadership qualities to take on sustainable development, and they have the desire to address social and environmental challenges.
In my work, I have also found the “feminine” traits such as the ability to collaborate, translate complex issues and demonstrate humility help CSOs succeed. CSOs are not in it for the ego boost; they find it more fulfilling to champion others, praise generously and inspire others to support a vision for the future that benefits all.
3. The path to sustainability leadership is inclusive.
Unlike other C-suite positions, there’s no specific set of credentials that CSOs are required to have, so the path to leadership can be more varied. Moreover, sustainability is, by nature, an inclusive field. The job requires engagement with diverse stakeholders, so it makes sense that hiring managers would seek out people with diverse experience and backgrounds. However, while this has led to gender diversity, it has not yet supported racial diversity: Only 16 percent of U.S.-based sustainability professionals today identify as a race other than white.
Is this trend good or bad for women?
I have many anecdotes pointing to executive leadership clarifying their preference for a woman to hold their CSO position. It made me wonder: Is this trend going to create a pathway for female leadership in business? Or are women being pigeonholed in sustainability?
While the Morningstar report authors noted that women in business face a “glass wall” blocking them from career tracks with room for advancement and higher pay, it’s my belief that gender parity in the CSO role is a good thing. With the growing importance of ESG at global companies, the women in the CSO role have great potential to influence the future of business.
Moreover, women have the skills to excel in these roles. Whereas in business generally there’s the “glass cliff” phenomenon — whereby women are promoted into leadership positions during a crisis and then blamed when they fail — my sense is that women’s aptitude with communication, influence and agility will help them succeed in the CSO role.
Climate change is an issue that affects everyone on the planet but women and girls are the ones suffering its effects the most. Why? Because women and girls have less access to quality education and later, job opportunities. These structural disadvantages keep them in poverty. In fact, women make up 70% of the world’s poor. In a nutshell, climate change impacts the poor the most and the poor are mostly women.
Poverty is driven by and made worse by climate change also makes girls more susceptible to child marriage, because it drives hunger and girls getting married often means one less mouth to feed for their parents. Climate change also leads to geopolitical instability which, in turn, results in greater instances of violence — which we know disproportionately impacts women and girls.
Ironically, saving the planet has been made to seem a “women’s job”. This phenomenon, dubbed the “eco gender gap”, sees the burden of climate responsibility placed squarely on women’s shoulders through “green” campaigns and products that are overwhelmingly marketed to women.
There are several hypotheses for why this is. Firstly, women are the more powerful consumers (they drive 70-80% of all purchasing decisions). Secondly, they are disproportionately responsible, still, for the domestic sphere. And finally, going green is seen as a women’s job because women’s personalities are supposedly more nurturing and socially responsible.
Women should be involved in fighting the climate crisis at every level — from the kitchen to the science lab to the boardroom. Ruth Bader Ginsburg explained it best when she said: “Women belong in all places where decisions are being made.” However, women are underrepresented in the science field (including climate science), with just 30% of research positions held by women and fewer still holding senior positions. The Reuters Hot List of 1,000 scientists features just 122 women.
Click here to read the full article on Global Citizen.
There are countless Latina influencers out there who have cultivated passionate followings on social media, but it takes a special type of influencer to build both a brand and a business.
And here at Hispanic Executive, we love nothing better than celebrating entrepreneurship.
Meet the Latina business influencers who are transforming their communities—and the world itself.
Retail
1. Ada V. Rojas, CEO and Founder, Vecina Couture
Ada V. Rojas is a mission-driven entrepreneur: all of her business efforts have reflected her desire to celebrate her Dominican American heritage and uplift other ambitious women. Her latest endeavor is Vecina Couture, a luxury loungewear line that’s been spotlighted by Oprah Daily, Essence, Refinery29, and other top outlets.
2. Paola Alberdi, Founder and Creative Director, Blank Itinerary
Paola Alberdi knows fashion. She’s worked with the likes of Chanel, Dior, Gucci, Coach, and Dolce & Gabbana, not to mention lifestyle and beauty brands like Sephora and Givenchy Beauty.
Today, the Mexican American serves as founder and creative director of Blank Itinerary, a bilingual fashion and lifestyle platform that’s earned Alberdi recognition from Forbes, Vogue México, and Harper’s Bazaar.
3. Julie Sariñana, Founder, Color Dept.
Julie Sariñana created clean nail care company Color Dept. to be a one-stop shop for nail art aficionados “who love to be different.” All Color Dept. products feature bold, vibrant colors and are made with wheat, potato, manioc, and corn rather than chemicals and plastics.
In addition to her work with Color Dept., Sariñana runs a popular fashion blog called Sincerely Jules.
4. Julissa Prado, Founder and CEO, Rizos Curls
Afro-Mexican Julissa Prado spent years fighting her curly hair. She was never happy with how it looked, and she never found any hair products that helped.
In the years since then, she’s not only embraced her hair but created a clean, high-quality line of products designed for all curl types. Prado and Rizos Curls have been featured in People en Español, PopSugar, and Forbes.
5. Cyndi Ramirez, Founder and CEO, Chillhouse
A serial entrepreneur with a background in fashion, marketing, lifestyle branding, and hospitality, Cyndi Ramirez has been featured by Refinery29, Martha Stewart Magazine, theSkimm, and Hispanic Executive.
Her latest venture, Chillhouse, is a “multi-point retail concept” that has revolutionized the spa world. Chillhouse offers a wellness-focused self-care experience that includes a workspace, nail art studio, and massage boutique—a true getaway for those in need of deep relaxation.
5. Camila Coelho, CEO and Founder, Camila Coelho Collection
Beauty and fashion influencer Camila Coelho has not one but two businesses: her eponymous clean clothing line Camila Coelho Collection and a clean beauty brand called Elaluz. Her entrepreneurial spirit has earned her features in both Elle and Forbes.
The Brazilian American is also passionate about destigmatizing neurological disorders—she’s been battling epilepsy since the age of nine.
6. Irma Martinez, Founder and Creative Director, Trendy Inc.
A true icon in the fashion world, Ima Martinez has worked with celebrities like Sofia Vergara, Ricky Martin, Shakira, and Enrique Iglesias, to name but a few. Her company, Trendy Inc., specializes in lifestyle services for the production and entertainment industries. Martinez also offers advisory and coaching services as well as courses on the business of personal shopping and styling.
Read more about her career in Hispanic Executive, People enEspañol, the Miami New Times, and Poder magazine.
Consulting
1. Eva Hughes, Founder and CEO, Adira Consulting
Eva Hughes was a huge name in the luxury and media spaces—she served as editor-in-chief of VogueMéxicoyLatinoamérica and as CEO of Condé Nast México y Latinoamérica—before she struck out on her own in January 2018. Her company, Adira Consulting, offers brand strategy advice to clients that primarily come from the luxury sector. She also offers group and individual coaching services.
As noted in her Hispanic Executivefeature, Adira is Hebrew for “strong, noble, powerful.”
2. Victoria Jenn Rodriguez, Founder, Dare to Leap Academy
Victoria Jenn Rodriguez is a business coach and serial entrepreneur who left her high-powered career in the corporate world to start a company of her own.
Her newest business is called the Dare to Leap Academy: it’s an online learning platform where Rodriguez teaches other women how to leave corporate America behind to follow their passions—without giving up their financial stability. Learn more about her in her Hispanic Executivestory.
Fitness and Health
1. Michelle Lewin, Founder, One0One
Venezuelan American Michelle Lewin is one of the biggest names in the fitness world: she is a model, bodybuilder, and cover star for magazines like Oxygen, Playboy, and Muscle & Fitness Hers.
Lewin is also an entrepreneur. She sells health supplements, clothing, and gym accessories and equipment through her website and has her own personal training app.
When we consider the state of the United States in 2022 both socially and economically, it’s clear that our demographic is shifting and that Americans believe that social responsibility is more important than ever.
Companies that want to stay relevant in this economy need to prioritize diversity, equity and inclusion (DEI) programs and initiatives. A 2017 Cone Communications CSR study stated that 87 percent of consumers would purchase a product that aligned with their own values, and 76 percent would boycott a brand if it supported an issue that went against their beliefs. So, it’s a good time for companies to evaluate what their corporate social responsibility (CSR) looks like and where it needs improvement.
There are four types of corporate social responsibility: Environmental, philanthropic, ethical and economic responsibility– and supplier diversity programs have the potential to achieve all four categories. In a world that’s increasingly looking to employers to create stability and treat employees fairly, supplier diversity programs not only give companies a competitive edge but also make them more likely to maintain high standards of ethics. Implementing diversity, equity and inclusion (DEI) positions businesses to create a positive experience for employees, vendors and the community at large.
Here are three reasons why every company should take supplier diversity programs seriously:
You Get to Be a Leader in Social Responsibility
Companies that choose to focus intentionally on investing in Black and Latinx, women-owned, and LGBTQ+ businesses build trust with their customer base and inspire other business leaders to examine their own company practices. When we create transparency related to how products are sourced and/or hiring and management practices, we put our money where our mouth is, and so will your customers. According to Cone Communications, three out of five Americans believe that companies should spearhead social and environmental change. And eighty-seven percent of Americans said they’d buy a product because a company advocated for an issue they care about.
Although there may be some challenges in finding minority-owned vendors that comply with a buyer’s procurement requirements, there are two solutions to this. One being creating mentoring and training programs for diverse suppliers to help them meet the standards of the certification process. The other is to partner with relevant councils and chambers of commerce that provide these support systems. When value is created through tangible solutions, everyone wins.
Investing in DEI will Foster Innovation and Sales
Treating DEI like an option or something that isn’t deserving of attention means that customers will see that you’re not taking your CSR seriously. Corporate social responsibility initiatives can be the best public relations — as well as marketing — tool. Gen Z and Millennials are experts at spotting inauthenticity. A company that positions authentically with real company-wide efforts and accountability will be viewed favorably in the eyes of consumers, investors and regulators. Honest initiatives attract opportunities and employees that match an organization’s convictions.
CSR initiatives can also improve employee engagement and satisfaction — key measures that drive retention. Finally, corporate social responsibility initiatives by nature force business leaders to examine practices related to how they hire and manage employees, source products or components and deliver value to customers. All of these things create happy employees and customers, which lead to innovation, sales and a good reputation.
You Get to Make an Impact on Structural Inequality in America
Supplier diversity programs are a catalyst for true social impact because thriving small businesses are the lifeblood of the American economy. Strong local businesses create jobs and higher wages, which put money back into the community and drive economic growth. Another plus of supplier diversity is the impact it will have on the company at large and the economy overall. Supplier diversity promotes healthy competition by increasing the pool of possible suppliers. This can lead to potentially lower costs and a better product quality. Not only that, bringing in people from different backgrounds or from backgrounds that reflect the community your company serves can result in better marketing, unique solutions to old problems, as well as innovative ways to meet your customer’s needs.
With midterm elections underway, it’s a good idea for businesses to be on the right side of key issues, including racial and gender equality and environmental sustainability. This gives corporations the opportunity to work collaboratively with businesses in a way that combats racial discrimination, all while empowering the public, creating economic opportunity and enhancing their business.
Yvette Montoya is a Los Angeles native and journalist who is equal parts content creator and writer. She covers everything from issues of spirituality and politics to beauty and entertainment. Her journalistic work has been featured on Refinery29, Teen Vogue, ArtBound, HipLatina, Mitu, and she’s a regular contributor for POPSUGAR.
In a world that’s constantly changing, finding a career that offers job security and steady finances in a growing market can be tremendously comforting. If you’re looking for the best field to pursue, here are some top jobs offering high salaries and exceeding the expectations of the job market. Note: The average growth percentage for any career is eight percent.
Computer and Information Systems Managers
Description: Computer and information systems managers, often called information technology (IT) managers or IT project managers, plan, coordinate and direct computer-related activities in an organization. They help determine the information technology goals of an organization and are responsible for implementing computer systems to meet those goals. Typical job duties associated with this position are analyzing technology needs within companies, computer maintenance, cyber-security and keeping up to date with the latest technology trends.
Education Requirements: Computer and information systems managers typically need a bachelor’s degree in computer and information technology or a related field, such as engineering technologies. Many organizations also require their computer and information systems managers to have a graduate degree. A Master of Business Administration (MBA) is common and takes two years beyond the undergraduate level to complete.
Average Annual Salary: $159,010 per year
Job Growth Outlook: 11 percent
Human Resources Managers
Description: Human resources managers plan, coordinate and direct the administrative functions of an organization. They manage the recruiting, interviewing and hiring of new staff, consult with top executives on strategic planning and serve as a link between an organization’s management and its employees. Their duties can entail coordinating an organization’s workforce to best suit employees, designing and overseeing employee benefit programs and handling staffing issues, such as mediating disputes and directing disciplinary procedures.
Education Requirements: Human resources managers typically need a bachelor’s degree to enter the occupation. The degree may be in human resources or another field, such as business, communications or psychology. Courses in subjects such as conflict management may be helpful.
Average Annual Salary: $126,230 per year
Job Growth Outlook: 9 percent
Nurse Practitioners
Description: Nurse practitioners, also referred to as advanced practice registered nurses (APRNs), coordinate patient care and may provide primary and specialty healthcare. Their duties could also include operating and monitoring medical equipment, diagnoses, research, running tests and creating patient care plans. The scope of practice varies from state to state.
Education: Nurse practitioners must have a master’s degree in their specialty. APRNs also must be licensed registered nurses in their state, pass a national certification exam and have a state APRN license.
Average Annual Salary: $123,780 per year
Job Growth Outlook: 45 percent
Physician Assistant
Description: Physician assistants, also known as PAs, practice medicine in teams with physicians, surgeons and other healthcare workers. They examine, diagnose and treat patients. Physician assistants may also research new treatments, conduct health-centered outreach programs and speak on health and wellness.
Education Requirement: Physician assistants typically need a master’s degree from an accredited educational program. Earning that degree usually takes at least two years of full-time postgraduate study. PA graduate school applicants usually have experience caring directly for patients. All states require physician assistants to be licensed.
Average Annual Salary: $121,530 per year
Job Growth Outlook: 31 percent
Software Developers
Description: Software developers create computer applications that allow users to do specific tasks and the underlying systems that run the devices or control networks. They may also analyze clients’ design needs, have a strong understanding of ADA compliancy online, recommend software upgrades and perform software maintenance.
Education Requirements: Software developers, quality assurance analysts and testers typically need a bachelor’s degree in computer and information technology or a related field. Some employers prefer to hire developers who have a master’s degree.
Average Annual Salary: $110,140 per year
Job Growth Outlook: 22 percent
Sources: Bureau of Labor Statistics, The Balance Careers
Open, candid conversations about diversity and inclusion in our society and workplace must continue in order to support the fight for equality. Thankfully, these conversations continue to take place across Bloomberg, in various forms and forums.
One of the goals of these exchanges is to explore different facets of identity and experience from the first-hand perspectives of employees across the firm.
In this edition, we delve into the lived experiences of our colleagues as they have persisted in breaking glass ceilings and bucking conventions, and shows us how we can best support progress for women in the workplace.
Nayla Razzouk, Dubai
“Bring a new perspective, don’t try to blend in, embrace your differences. Learn something new every day. And most of all, be productive.”
Nayla with the UK Royal Marines while covering the Iraq War in 2003
Nayla grew up during the civil war in Lebanon, and naturally ended up covering these conflicts across the Middle East. She joined Bloomberg in 2010 to cover Iraq and energy/OPEC news, and recently took on the role of Managing Editor for the Middle East and North Africa.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
Working as a journalist can have its challenges as a woman, and there are additional challenges in this part of the world, where the circles of power are dominated by men. Often, you’re the only woman in the room or at the front, so it can be intimidating and even dangerous. I’ve encountered situations where people I wanted to interview would try to intimidate me because I was a woman. Some wouldn’t speak to women – I once asked my driver to act as a go-between while I stood behind a door. It can only build character, and this has helped me acquire the confidence to say that I will always find a way to do my job — even more so today, in my new challenge as the first woman to lead the MENA region.
What strengths do you believe your identity and experiences bring to your professional and personal life?
Having grown up and worked in tough environments has helped me acquire assertiveness and an ability to tolerate stress in a calm manner, while showing empathy to others. These traits and experiences were very valuable in leading our teams through COVID-19, making sure everyone is safe, continues to perform well, and knows that they can count on us in uncertain times.
Stephanie Flanders, London
“Though a proud feminist, I would still hesitate to describe any particular attitude or experience as uniquely female.”
Stephanie has been both an economist and an economic journalist — she joined Bloomberg in 2017 and now does both, leading Bloomberg Economics and following a lifelong passion to demystify the global economy for a wider audience.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
When I became the BBC’s Economics Editor, I was the first woman to occupy a specialist editor job. Happily, there have been plenty more since then, and in general I would say that economics has become a little less male-dominated over the course of my career. In a previous role, I was aware that I was paid much less than several male colleagues in similar roles. That’s a challenge I failed to overcome, but overall I don’t feel I have been held back by my gender. If anything, it has given me an edge — it’s striking how many of the major global banks now have female chief economists.
What advice do you have for future convention- and ceiling-breakers?
When you’re making a case for yourself, don’t start with the skills you don’t have. I thought it was just an outdated stereotype until I started interviewing women and men for jobs. So many women really do lead with the stuff they can’t do. It’s extraordinary.
Vandna Dawar Ramchandani, Singapore
“Understand and accept that every person and situation is different, so be empathetic and encouraging, and build trust so women feel empowered to share and take risks.”
Vandna was born and raised in India. She joined Bloomberg in 1997 as a Terminal Sales rep, while living in Jakarta, Indonesia, and is now leading Corporate Philanthropy for APAC.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
In Asia, particularly in India, a woman’s role is primarily expected to be that of a home-maker. I was committed to growing my career — even after having a family — taking on additional responsibility and relocating. When I first took on the roles of APAC Global Data Manager and then Singapore Office Committee chair, the first female in those roles, I did feel nervous about the step up, but there is so much support at Bloomberg, women just need to believe in themselves and lean in.
The biggest challenge is creating a balance that works for you, and often managing your guilt as a mum. There are no shortcuts so you start to run your life through “to-do” lists and constantly prioritize. My social life and personal time became secondary; my work and family were the priority. I wanted to live the life I dreamed of for my daughter and “walk the talk.”
What strengths do you believe your identity and experiences bring to your professional and personal life?
Authenticity, drive, hard work, empathy, and the desire to constantly challenge the status quo! Multi-tasking is not a choice, so you just become good at it. You learn to problem-solve and be creative, which lends itself wonderfully to a career at Bloomberg.
Nita Ditele-Bourgeois, New York
“Take risks and embrace failures. Be determined, never settle, and let your skills speak for themselves; not your gender.”
Originally from the South, Nita was raised in New York at the heart of a family that fostered continuous learning. She joined Bloomberg in 2007 as a Legal Negotiations Specialist, and is now a Product Operations manager in Enterprise Data.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
Last year, after 13 years in Legal, I joined Enterprise Data. I saw an opportunity to leverage transferable skills, challenge myself, and grow. I wanted to be part of an exciting journey with the business from a different vantage point.
After encountering gender stereotypes and micro-aggressions throughout my career, I’ve found that the confidence and determination instilled at young age provided me the resilience and fortitude to address challenges head-on.
What strengths do you believe your identity and experiences bring to your professional and personal life?
Active listening has made the biggest impact. It takes time and intentionality, but the outcomes are enormous: positive engagement, sharing ideas, productivity, and stronger communication between individuals.
Celine Shi, Shanghai
“My experience has really been about breaking ceilings in my own mind.”
A native of Sichuan, China, Celine joined Bloomberg Analytics in 2011 in Singapore before taking on the challenge of expanding team coverage in Beijing. She now manages buy-side product specialists in Shanghai.
In what way have you broken glass ceilings or conventions? What challenges did you face, and how did you overcome them?
Early in my career, I didn’t want to draw attention to my sexual orientation, as I truly believe it has no relevance to how well someone performs at work. I kept my identity as a queer woman to myself, even though Bloomberg has been very supportive and open about our LGBTQ community. I later realized that this secret impacted how comfortable I was with colleagues and friends — I wasn’t being myself. I came out in 2017 and was able to fully embrace my friendships and work relationships, which helped me become more confident and perform better.
What advice do you have for future convention- and ceiling-breakers?
Do not set your own glass ceiling. Many of the women I know feel less confident about opportunities and question themselves: Am I really qualified for this? Do I have what it takes? We should be more confident in the different values and experiences we bring, and give ourselves a chance to be seen.
Deanna Hallett, London
“Seek out individuals and groups of people who will support you, lift you up, challenge you, and affirm your identity and your goals — no one can reach that glass ceiling alone.”
Deanna interned for Bloomberg twice before joining full-time after graduating university in 2019. She currently works in UK government and regulatory relations and is the co-lead for the LGBTQ+ and Ally Community in EMEA.
In what ways have you broken glass ceilings or conventions?
I was the first woman in my family to apply to university, the first to run for local councillor, the first to move abroad, and the first woman to come out as LGBT+ in my family. I faced a lot of challenges growing up, including poverty, and psychological and physical abuse from my father, which was particularly acute when I came out as gay. More broadly, I grew up in an environment where I was just expected to manage, have kids, and then become a full-time mum. It was difficult pursuing my own goals and independence when it didn’t marry the view of what my family expected.
What can our colleagues and communities to do become better allies to women in the workforce?
Actively listen. It’s only by taking into consideration people’s experiences that we can ensure the glass ceiling is shattered for all women — particularly LGBT+ women and women of colour, who are too often left behind.
