You've built an incredible career leading global organizations while remaining deeply committed to mentoring others. Looking back, what experiences have most shaped your leadership philosophy, and how has that influenced the causes you choose to support, like Delivering Good? 

I recently heard an idea that really stayed with me: the first third of your career is about learning, the second is about earning, and the last is about returning. That resonates with where I am today. 

After stepping down as CEO following a long career in business, I wanted to spend more of my time helping others succeed. Sometimes that means making an introduction that opens a door. Sometimes it means mentoring a leader who is facing a challenge I've been through before. And sometimes it means supporting organizations like Delivering Good that can improve the lives of thousands of people in ways no individual ever could. 

The experiences that shaped my leadership most were the people who invested in me along the way. I've always felt a responsibility to do the same for others. 

What first inspired you to become involved with Delivering Good, and what about our mission of helping people move forward with dignity and hope continues to resonate with you? 

I was introduced to Delivering Good through one of its board members, and I was immediately impressed by the caliber of the people involved and the practical way the organization makes a difference. It brings together companies, leaders, and philanthropy to help people move forward with dignity while creating opportunities for businesses and their employees to be part of something meaningful. 

I've always believed that everyone can make a contribution, but that contribution doesn't have to look the same. Given my network of retail and consumer industry leaders, I felt the best way I could help was by opening doors and exposing others to Delivering Good's mission. 

The Women of Impact Summit was a wonderful opportunity to introduce Delivering Good to my network. Over 20 C-suite women accepted my invitation to attend, and I hope many of them will continue to support the organization long after the event. 

One of your greatest passions is helping women grow into confident leaders. As moderator of the CEO Conversation at our Women of Impact Summit, what message did you hope attendees walked away with, and why do gatherings like this matter? 

When I was growing up, I didn't have any examples of women leading a company. That's one of the reasons I always appreciated initiatives like Take Your Daughter to Work Day. They helped young girls see careers they might never have imagined for themselves. 

Events like the Delivering Good Women of Impact Summit serve a similar purpose. On our panel, we had four CEOs with very different leadership styles and career paths. There wasn't one formula for success. Each had built a career by playing to their own strengths and staying true to their values. 

I hope people left realizing there isn't one right way to lead. Seeing leaders with different experiences and approaches makes it easier to picture yourself in those roles and believe they're within reach. 

Throughout your career, you've helped organizations better understand people and create meaningful change. What role do you believe businesses and business leaders have in strengthening communities through partnerships with organizations like Delivering Good? 

People look to their employers for much more than a paycheck today. They want to know what a company stands for and whether its leaders are willing to act on those values. 

That puts a greater responsibility on business leaders. It's not enough to talk about purpose. Employees notice where companies invest their time, resources and attention. At NPD, we took culture very seriously and were proud to be recognized as one of the Best Companies to Work for in New York State. 

Organizations like Delivering Good are a great example of business and philanthropy working together in a practical way. They bring companies together to meet real needs in communities while creating opportunities for employees to be part of something larger than themselves. I think that's good for the community, good for employees and ultimately good for business. 

Whether through your work, your book Mom.B.A., or your support of nonprofits, you've invested in helping others reach their potential. What gives you the most hope for the next generation of leaders, and how can we all play a role in opening doors to opportunity? 

For a long time, leadership was measured primarily by business results. Results will always matter, but today's leaders are navigating constant change, and no one has all the answers anymore. The ability to listen, learn and bring people along has become just as important. 

What gives me hope is that many younger leaders already understand this. They value culture, collaboration and purpose alongside performance, and I think that's a healthier way to build organizations. In many ways, my daughter helped me see this and inspired me to write Mom.B.A. 

Our role is to create opportunities for them, share what we've learned and, just as importantly, trust them with meaningful responsibility. That's how confidence grows, and that's how the next generation develops into leaders who will take organizations even further.