Expanding stem cell donor awareness, in addition to diversifying the registry, is a critical public health priority that determines whether patients receive life-saving treatments.
Max, a 15 year-old waiting for a match, represents the thousands of patients who need someone from outside their family to be their lifeline.
Becoming a stem cell donor is simple, accessible, and safe.
Every three to four minutes in the United States, someone hears words that change their life forever: you have a blood cancer. As a physician, I have delivered diagnoses like this and felt the weight of what those words mean for patients and families. Today, as Aetna’s Chief Medical Officer, I want to share why this moment calls for action.
More than 75 diseases, including leukemia and sickle cell disease, can be cured or effectively treated with a blood stem cell or bone marrow transplant. But the science only works if a matching donor can be found.
A real family in need
Recently, I learned of a family whose story stayed with me. Their 15-year-old son, Max has a very rare blood disorder which if not treated by a stem cell transplant in the next couple of months will develop into MDS (Myelodysplastic Syndromes) or AML (Acute Myeloid Leukemia), which are forms of blood cancer. Max’s Colombian heritage makes finding an ideal donor match particularly challenging.
Like so many families, they are waiting. Hoping. Praying that someone they have never met will step forward in time. And they are not alone. Thousands of patients in the U.S. are searching right now for a blood stem cell donor and, without greater donor diversity, for many of these patients a perfect match may never be found.
Ethnicity and diversity matter when matching
Donor matching is closely tied to genetic background and patients of African, Afro Caribbean, Hispanic, Asian, mixed heritage, or Indigenous descent face significantly lower odds of finding a perfect match. While many hope a match will be identified within their family, seven out of ten patients do not have a fully matched donor among their relatives. For these individuals, the national and global donor registries are their only lifeline. The challenge becomes even more profound for patients from underrepresented communities.
Across global donor registries, white patients have an 80% chance of a perfect match. For Latino and Hispanic patients, it’s less than 50% and for Black patients, less than 30%. This is one of the most urgent and persistent health disparities in modern medicine. As clinicians and scientists, we continue to push the boundaries of what is possible in cancer care. But no breakthrough drug or technology can overcome the absence of donors. When no match is found, families are left with heartbreak that could have been prevented. The greatest barrier is not science. It’s awareness.
How donation works
Registering to become a blood stem cell donor is simple. It only takes a few minutes and usually starts with a painless cheek swab. If you are ever identified as a match, the donation process is most often similar to giving blood. Serious complications are rare, and donors are supported every step of the way. Yet myths, fear, and lack of information continue to hold people back, especially in communities where donors are needed most. I invite you to learn the facts by visiting common myths and facts about blood stem cell and bone marrow donation.
You could be someone’s miracle
You could be the reason a parent gets more time with their child. The reason a young adult gets to plan a future. A few minutes of your time could mean a lifetime for someone else.
Let’s turn hope into action and save lives together. To join the donor registry, visit my.nmdp.org/CVSAETNA or for more information, visit NMDP (formerly Be the Match) or DKMS.
/3BL/ – Sands’ priority on creating opportunities for advancement and helping its workforce build meaningful careers encompasses a broad suite of training and professional development programs anchored by the Sands Academy global training and development program.
Over the past year, the company and its regions introduced several new initiatives to help Team Members fulfill their career objectives by increasing hard skills, while cultivating acumen for new responsibilities, managerial positions and overall leadership in the workplace.
Elevating New Managers in Las Vegas
At corporate headquarters in Las Vegas, the learning and development team has introduced Elevate, a program to support new managers as they begin their leadership journeys. Initially piloted with a small cohort of managers, the training series features a full day of interactive,
hands-on learning through realistic scenarios and interactive simulated exercises that emphasize the importance of delegation and focusing on strategic priorities. Program participants have appreciated both the topics covered and the mix of learning with practical exercises.
Accelerating Leadership, Technology and Job Skills in Macao
Sands China has launched the Integrated Resort Leader Development Programme to build a pipeline of capable, forward-looking leaders for the integrated resort industry. Designed in collaboration with Cornell University and SHL, which bring world-class curriculum design and talent assessment capabilities, the program fast-tracks high-potential Team Members through tailored coaching and mentorship, leadership training, business visits, and opportunities to present their ideas and expertise.
Participants gain insights into global management practices and stretch their strategic thinking skills to address opportunities and challenges, preparing them to lead in the evolving tourism and leisure industry. Seminars combine international perspectives with practical instruction for the integrated resort industry in Macao.
Sands China also has introduced the AI Up-Skilling Programme to train Team Members in practical applications using AI to help them succeed in the digital era. The training series includes LinkedIn Learning modules covering AI fundamentals; hands-on training at the Huawei Global Training Center in Hangzhou; a customized workshop focusing on practical skills, tool selection and ethical use; as well as online coaching and workshops to apply learnings to business strategy.
“Talent development drives growth for both our people and our organization,” Paulo Cheong, senior vice president of human resources at Sands China, said. “It shapes a culture built on impact, innovation and a lifelong learning mindset. This culture underpins our training programs, which are designed with purpose and ambition, and reflects our long-term commitment to developing a highly skilled workforce ready to lead the future of work.”
To enhance specific hospitality skill sets in the culinary industry, Sands China and the Macao University of Tourism introduced the Sands China Western Culinary Elite Programme, an eight-week initiative at the world-renowned École Ducasse culinary school in France for new hires in the culinary field. The program nurtures emerging culinary talent to support development of the next generation of professionals and Macao as a United Nations Educational, Scientific and Cultural Organization (UNESCO) Creative City of Gastronomy.
Delivering “Above Beyond” in Singapore
In Singapore, Marina Bay Sands’ Brand Service Culture Transformative Series continues to have tremendous impact in reinforcing the resort’s “Above Beyond” brand vision for excellence through immersive workshops and experiential learning. The program emphasizes emotional intelligence, distinctive service, and strategies for trust, accountability and collaboration.
Offered in two tracks based on job level, the training features a Brand Service Culture Leadership Series for people managers to develop leadership behaviors that foster trust and credibility while driving team performance. The second track, a Brand Service Culture Transformative Series, targets all of Marina Bay Sands’ 12,000 Team Members and focuses on aligning personal values with the resort’s brand, as well as helping participants master emotional intelligence and deliver impeccable service.
“By equipping our Team Members with these skills, tools and shared language, we aim to reinforce our culture and strengthen our brand promise at every touchpoint,” Chan Yit Foon, senior vice president of human resources at Marina Bay Sands, said. “Above Beyond is more than a tagline; it’s a way of being. Our people managers must guide their teams to embody this ethos in every action. In living out our brand promise together, we can turn simple moments into lasting memories.”
These programs are part of Sands Academy’s full suite of offerings aimed at fostering advancement, which develop the whole person through both job and career training, as well as educational opportunities centered on mental, physical and social well-being. For more information on Sands’ workforce development initiatives, read the latest ESG report: https://www.sands.com/resources/reports/.
We Believe In Women Before They Believe In Themselves Mary Kay Ash built her iconic company on a dream to enrich women’s lives around the world. What began in 1963 as a small act of courage has become a timeless beauty brand built on purpose, transforming lives and igniting self-growth. Today, Mary Kay stands as a beacon of women’s empowerment, operating in 40 markets worldwide and recognized as one of the world’s most beloved consumer brands.
A Business With Purpose At Its Heart For more than 60 years, the Mary Kay selling opportunity has been at the heart of everything we do. We believe every woman deserves the chance to build something of her own, on her own terms. Through direct selling, we are proud to foster a low-risk pathway to independent entrepreneurship that evolves with the needs of women and consumers at every stage of their lives.
The Mary Kay opportunity empowers women around the world to build their business on their own terms, selling high-quality Mary Kay® products, sharing beauty and confidence within their communities, and earning a supplemental income with flexibility. Each Independent Beauty Consultant is a small business owner who turns passion into purpose and purpose into possibility.
When you buy from a Mary Kay Independent Beauty Consultant, you’re supporting a local women-led business, and the families and communities that thrive because of it. Mary Kay Ash said it best: “Nothing happens unless somebody sells something.” That simple truth still powers everything we do and remains the foundation of our business, guided by the highest standards of ethics and integrity.
A Community Built On Connection Our community of Independent Beauty Consultants (IBCs) around the world is as diverse as the goals that fuel it. They know that with the Mary Kay opportunity they are “in business for themselves, but not by themselves.” We equip them with education, mentorship, and digital tools to meet customers where they are, while keeping the human touch that defines us. Our commitment to their personal and professional growth has changed the trajectory for millions of women who, in turn, have made a profound impact on their families and communities around the world.
A Legacy Of Innovation And Impact Mary Kay is still family-owned and family-led, a rare distinction in today’s world and a reflection of our long-term commitment to building a business that uplifts people, evolves, and delivers lasting value. Purpose infuses everything we do; it’s the thread connecting our powerful brand, our legacy and the next generation of IBCs and consumers who seek entrepreneurial opportunities and products that align with their lives and aspirations.
Countless stories underscore the transformative power of what we do and what we offer. Learn more here.
Did You Know:
6.2 million Americans are engaged in direct selling[1].
73% of direct sellers in the U.S. are women[2].
In the U.S. direct selling has achieved 34.7 billion in retail sells in 2024[3].
30% of Sales Force members who started a Mary Kay Business in 2024 are under the age of 35[4].
Recent Recognition and Impact Data:
#1 Direct Selling Brand of Skincare and Color Cosmetics in the World by Euromonitor International[5] in 2023, 2024 and again in 2025.
Ranked #8 on Forbes 2026 Best Brands for Social Impact list. Mary Kay is the only beauty brand, only direct selling brand in the Top 10.
Ranked #2 on Forbes 2026 Best Customer Service list.
Ranked #11 in the Women’s Wear Daily 2024 Top 100 of Beauty Companies (2025).
Newsweek gave us a Five Stars rating for Newsweek’s America’s Greatest Workplaces for Women in 2025 and again in 2026.
Earned The “Large Corporation of the Year” 2026 Award from the Dallas Entrepreneurship Center (DEC) Network State of Entrepreneurship.
1,200+ patents globally held by Mary Kay for products, technologies, and packaging designs in its portfolio, which displays our dedication to innovation.
$230 Million donated in monetary and in-kind donations globally since 1996 to support victims of domestic violence and research on cancers affecting women.
37 grants awarded to young women pursuing STEM dreams.
38 years of work in partnership with The Nature Conservancy, 17 years with the Arbor Day Foundation.
***
About Mary Kay
One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.
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[1] 2025 DSEF Growth & Outlook Report.
[2] U.S. Direct Selling Association.
[3] U.S. Direct Selling Association
[4] Source: Mary Kay Inc. 2024 U.S. data.
[5] Source: Euromonitor International Limited; Beauty and Personal Care 2023 Edition, value sales at RSP, 2022, 2023 and 2024 data.
What’s changing in SQF Edition 10 — and what does it mean for your team?
Join this live session from SCS Global Services for a clear, practical overview of the most important updates, including new expectations around food safety culture and the revised assessment scoring approach.
You’ll walk away with:
A breakdown of key SQF Edition 10 changes
Insight into how scoring updates may impact your audit outcomes
Practical steps to support implementation
A structured approach to managing change across your organization
Whether you’re just starting to review the new code or actively planning your transition, this session will help you move forward with clarity.
Can’t make it live? Register anyway – all attendees get access to the recording.
Strengthens climate disclosures with enhanced alignment to International Financial Reporting Standards (IFRS) S1 and S2, including quantification of key climate risks and opportunities
Expands fourth climate change scenario analysis to include Japan, with a 2050 horizon
Advances nature and biodiversity conservation, restoration and education with launch of CDL EcoTrain, CDL MicroForest and CDL MicroFarm
Recognised across 14 global ESG benchmarks, including MSCI ‘AAA’, CDP ‘A’ List for Climate Change and Water Security, Global 100 Most Sustainable Corporations in the World
City Developments Limited (CDL) has released its 19th Integrated Sustainability Report (ISR) 2026, titled “Time for Impact: Future-Proofing Planet, People and Prosperity”. The report highlights CDL’s continued progress in decarbonisation, enhanced climate disclosures in progressive alignment with IFRS S1 and S2, and expanded efforts to accelerate nature-positive outcomes. It also reflects the Group’s sustainability leadership since 1995 and its progress towards achieving its Environmental, Social and Governance (ESG) goals and targets under the CDL Future Value 2030 Sustainability Blueprint.
In 2025, CDL reduced its Scope 1 and 2 operational carbon emissions for assets under direct management and operational control by 29% from 2016 levels. It also achieved a 50% reduction in Scope 3 embodied carbon emissions for new developments completed in 2025, based on project-level assessments, alongside a 59.6% reduction in Scope 3 emissions for its investments. These reductions support the Group’s Science Based Targets initiative (SBTi)-validated targets.
Ms Esther An, CDL’s Chief Sustainability Officer, said, “As 2030 draws closer, Singapore continues to push forward with strong ambition and clear direction toward decarbonisation and a City in Nature. At CDL, we remain steadfast in maintaining our momentum and commitment to ESG as a driver of long-term resilience and value creation. In 2025, we strengthened our climate and nature-related disclosures, advanced decarbonisation across our operations and value chain, and launched high-impact initiatives such as the CDL EcoTrain and CDL MicroForest to support climate education and regenerate urban biodiversity. These efforts reflect our commitment to sustainability as a long-term business imperative, and we will continue to work with our partners and stakeholders to future-proof our portfolio and contribute to a low-carbon, nature-positive future.”
Strengthening Climate Disclosures and IFRS Sustainability Reporting Standards Alignment
In 2025, CDL continued its dynamic double materiality assessment, evaluating both impact and financial materiality. The top five issues ranked highest for 2025 are:
Decarbonisation – Energy Efficiency & Adoption of Renewables
Cyber-readiness, Security and Data Privacy
Green and Healthy Buildings – Product/Service Quality and Responsibility
Occupational Health, Safety and Well-being
Governance and Business Conduct
With the implementation of the IFRS S1 and S2 for STI constituents, CDL has taken further steps towards adopting the global sustainability reporting baseline. The Group undertook a rigorous assessment to identify and quantify its top three climate-related risks and opportunities, enhancing transparency and strengthening integration of climate considerations into strategic planning.
In December 2025, CDL completed its fourth climate change scenario study with an independent consultant, significantly enhancing the depth and breadth of its analysis. The study expanded its scope and geographical coverage to include Japan and assessed the Group’s exposure to physical and transition risks across short, medium and long-term horizons from 2030 to 2050.
Amid rapid global biodiversity loss, CDL has intensified its commitment to nature preservation and regeneration, publishing its third Taskforce on Nature-related Financial Disclosures (TNFD) report within the ISR. Key advancements include expanding its asset coverage to 27 hotels and offices in the United Kingdom, a deeper dive into the Singapore and New Zealand portfolios, and the use of new nature-related tools and databases for reporting and analysis.
Since 2017, CDL has secured over S$11 billion in sustainable finance, leveraging its strong sustainability performance and credibility, validated by global ESG benchmarks such as FTSE4Good, MSCI ESG Ratings (‘AAA’ since 2010), and the CDP with double A List (‘A’ ratings for Climate Change (since 2018) and Water Security (since 2019). CDL was also ranked 69th on the 2026 Corporate Knights Global 100 Most Sustainable Corporations in the World, maintaining its position as Singapore’s top real estate management and leasing company.
Accelerating Collaboration for a Low-Carbon and Nature-Positive Future
As Scope 3 emissions become increasingly critical to the net-zero transition, CDL continues to engage and empower its value chain. In October 2025, the first cohort of 42 SMEs graduated from CDL’s SME Supplier Decarbonisation Queen Bee Programme. The initiative was developed with Enterprise Singapore, Global Green Connect and DBS Bank. Participating SME suppliers were equipped with the knowledge and tools to measure and manage their carbon footprint while strengthening supply chain resilience.
CDL also continued to actively engage tenants in its green building initiatives. In 2025, it concluded the City Green Tenant Bonus Programme, a pioneering decarbonisation initiative launched in 2024 for tenants at Republic Plaza, its flagship commercial property. Building on its Green Lease framework, the programme incentivised tenants to adopt more sustainable practices and reduce energy consumption, supporting efforts to lower Scope 3 emissions.
In 2025, CDL significantly advanced its nature and biodiversity agenda with the launch of three innovative community initiatives at its flagship City Square Mall — the CDL EcoTrain, CDL MicroForest and CDL MicroFarm. These initiatives support CDL’s adoption of the TNFD and underscore the Group’s efforts to enhance urban biodiversity, build climate resilience and inspire future eco-champions. In its first year of operation, the zero-energy CDL EcoTrain reached more than 70,000 visitors and over 1,500 workshop participants.
Designed to mitigate urban heat, enhance climate resilience and boost biodiversity, the CDL MicroForest, located at City Square Mall’s City Green park, is Singapore’s first research-driven tropical microforest in a retail mall. Based on recent first-year findings, temperatures within the CDL MicroForest can be up to 5°C cooler than in surrounding and roadside areas.
These initiatives reflect CDL’s commitment to advancing climate impact and future-proofing its developments and portfolio.
Issued by City Developments Limited(Co. Regn. No. 196300316Z) For media enquiries, please contact CDL Corporate Communications:
Climate risk is increasingly being reframed as a core business issue – not just a sustainability additive.
Shared supplier challenges highlight the need for collective solutions
Validation and opportunities for MCAP
Cascale recently contributed to Schneider Electric Perspectives Day Asia in Hong Kong, convening 150 senior executives from across the consumer goods industry. The event brought together leaders in sustainability, finance, energy, and supply chain to explore practical pathways to net-zero.
Nicole Lee-Kauer, manager of Cascale’s Manufacturer Climate Action Program (MCAP), joined a breakout panel called “Advancing Supply Chain Decarbonization: Leveraging Data, System Interoperability, and Regulatory Compliance,” injecting learnings from the Manufacturer Climate Action Program (MCAP), now in its fifth cohort.
The 18-month program is a pivotal initiative that unifies global manufacturers to combat climate change across the consumer goods industry, driving sustainable change through science-aligned targets (SATs). Engaging over 85 manufacturers to date, the program is open to all manufacturers looking to accelerate the adoption of science-aligned GHG reduction targets within their Scope 1 and 2 emissions. Manufacturers and brands can register for the informational webinar April 21 (register now).
Across the event, a clear theme was present: accountability. Organizations are increasingly integrating climate risk into enterprise-wide risk management, rather than treating it as a standalone sustainability topic. Companies such as Philippines‑based conglomerate Ayala and hotel chain Marriott are embedding climate considerations into governance structures, linking performance to executive decision-making and incentives. This reflects growing alignment between sustainability and financial accountability.
Discussions with brands and retailers, including Japanese beverage retailer Asahi, Henderson Land, and Hong Kong Land reinforced that manufacturers face similar decarbonization challenges across sectors. These shared barriers point to the importance of collective action, aligned tools, and consistent data to drive progress at scale.
A separate session offered insights from FairPrice Group’s supplier decarbonization program. There was strong alignment with Cascale’s MCAP, particularly in terms of the program’s approach to target-setting and capacity building. For example, FairPrice’s use of a supplier segmentation model and structured training offers a practical example of how brands can engage manufacturers more effectively.
At the same time, their experience underscores the role of enabling environments. Public funding, supportive policy frameworks, and cross-border partnerships are key accelerators for supplier decarbonization. These learnings present opportunities to further strengthen MCAP, including the potential development of a simple self-assessment tool to help manufacturers evaluate readiness for programs like MCAP or science-based targets.
In all, events like Perspectives Day Asia reinforce Cascale’s role not only as a convener, bringing diverse perspectives in consumer goods, but also as a contributor to cross-industry dialogue.
The National Fish and Wildlife Foundation (NFWF) today announced nearly $1.8 million in grants to restore, improve and conserve sagebrush, mesic wet meadow and big game migratory corridor habitats in Idaho, Utah and Wyoming. The grants will leverage $1.6 million in matching contributions, generating a total conservation impact of $3.4 million.
The grants were awarded through the Rocky Mountain Rangelands Program, a partnership between NFWF and Capri Holdings, Cargill, the USDA Natural Resources Conservation Service (NRCS) and Yum! Brands. The Rocky Mountain Rangelands Program was established in 2019 to work with private landowners wanting to voluntarily conserve and restore habitats for wildlife that often require large open spaces to sustain their populations, while also helping improve the economic productivity of their lands.
Tell us a little bit about yourself and your career journey to date.
My journey at GoDaddy began almost seven years ago when I joined as a WordPress Expert. Looking back, I can honestly say I didn’t have nearly as much knowledge or confidence as I do today, but what I did have was curiosity, determination, and an incredible team around me. With their support and a constant desire to learn, test, and improve, I grew more than I ever expected.
Before joining GoDaddy, I worked in roles that required strategic thinking, risk management, and strong communication between clients and internal teams. Those early experiences taught me how to stay calm under pressure, make thoughtful decisions, and understand different perspectives. At the time, I did not fully realize how important those skills would become in shaping my career.
Over time, I moved into a Senior WordPress Developer role, and that phase of my career helped me deepen my technical expertise and, just as importantly, strengthened my ability to understand clients beyond the technical request. I learned that solving problems isn’t just about the technical solution. It’s about understanding people, their frustrations, their goals, and what success looks like for them.
Eventually, that growth led me to my current role as a Website Solution Architect. Today, I get to combine everything I’ve learned – technical knowledge, strategic thinking, and communication – into one role. I work closely with clients to understand their vision, guide them through technical decisions, and design solutions that support their business goals.
For me, being a Solution Architect isn’t just about building websites. It’s about helping businesses feel confident in their online presence, translating complex technical ideas into clear direction, and creating something that truly works for them long-term.
And when I look back at where I started, I’m just grateful for the growth, the mentors, the challenges, and the journey that shaped me into the professional I am today.
You’re described as a “link” between clients and the design/dev teams. What does that actually look like day-to-day, and why does that bridge matter?
On a day-to-day basis, my work is centered around communication and coordination. That can mean email conversations with potential clients we’re exploring projects with, ongoing communication with clients whose websites we’re currently building, scheduled meetings to align on goals, or internal team discussions.
Some days start with presales calls, understanding a client’s vision, their business challenges, and what they’re hoping their website will achieve. Other days are focused on revision calls, walking through a live build, gathering feedback, refining functionality, and making sure we’re moving in the right direction.
A typical day often looks like this: I speak with the client to fully understand their needs, goals, and expectations, not just what they say they want, but what they’re trying to accomplish long-term. Then, I take that information back to the development and design teams. We discuss practicality, technical considerations, scalability, timelines, and the best way to approach the solution.
Once we align internally, I bring that solution back to the client, clearly explained, realistic, and tailored to their business. My role is to make sure the technical direction supports their vision, and that their vision is translated into something that is not only buildable but also sustainable.
There’s a lot of back-and-forth in this role, and that’s exactly the point. The value of being the bridge is in the constant alignment. It’s about making sure nothing gets lost in translation, that expectations are clear, and that both sides feel heard and understood.
At the end of the day, my work is less about “managing a project” and more about creating clarity, helping clients feel confident in their decisions, and helping our internal teams build with purpose and direction.
What’s been the biggest adjustment as you’ve stepped into your new role?
The biggest adjustment has been shifting my mindset from solving problems directly to designing the bigger picture.
In my previous roles, I was deeply hands-on. I focused on testing, implementing solutions, and making sure everything worked exactly as it should.
In my current role, I’ve had to step back and look at the bigger picture. Instead of just asking how something will be built, I now ask why we’re building it and whether it truly supports the client’s long-term goals.
Another adjustment has been embracing influence over execution. I’m not the one implementing every detail anymore. Instead, I help define the direction, align teams, and create clarity before the build even begins. That requires trust in the team, clear communication, and confidence in decision-making.
It also comes with greater responsibility. When you’re the bridge between clients and internal teams, you have to be comfortable having honest conversations. Sometimes that means setting realistic expectations. Sometimes it means guiding clients toward a different approach. And sometimes it means protecting the team’s time and focus.
Ultimately, the adjustment hasn’t just been about a new title. It’s been about evolving from a technical expert into a strategic partner. And while that shift challenged me at first, it’s also been one of the most rewarding parts of my journey, so far.
How do you keep yourself motivated and inspired in your work?
For me, staying motivated has never been about constant excitement. It’s about staying connected to purpose.
That purpose comes from helping people grow their businesses through their websites. A website is never just a design or a technical build. It represents someone’s vision, their investment, and often their future. Knowing that my work can help a business attract customers, generate revenue, or operate more efficiently gives real meaning to what I do.
What inspires me most is the transformation. Taking an idea and shaping it into something functional, strategic, and ready to support real growth is incredibly rewarding.
Growth also plays a big role in keeping me motivated. I enjoy learning new tools and finding better ways to deliver results. Even when tasks become repetitive, I challenge myself to approach them more efficiently or more thoughtfully. That mindset keeps things dynamic.
Just as importantly, I believe motivation needs balance to be sustainable. Taking small breaks, stepping away to reset, and allowing myself space to think clearly helps me return with a fresh perspective. Staying inspired isn’t about pushing nonstop. It’s about maintaining energy in a way that lasts.
When I focus on the people behind the projects and the long-term impact of the work, motivation feels lasting and meaningful. It becomes something natural, not something I have to chase.
What differentiates GoDaddy from other companies in Belgrade?
What truly sets GoDaddy apart from other companies in Belgrade is its combination of global impact, strong culture, and trust in its employees.
GoDaddy operates on a global scale, supporting millions of customers worldwide, yet it empowers local teams in Belgrade to make meaningful contributions. Employees are not just executing tasks. They are influencing products, processes, and customer experiences that have worldwide reach. That level of responsibility and visibility is something not every company offers.
Another key differentiator is GoDaddy’s strong customer-first mindset.
The company genuinely focuses on helping entrepreneurs and small businesses succeed, not just selling products. That sense of purpose creates a work environment where impact matters.
GoDaddy also stands out because of the flexibility it offers. The ability to work from home reflects a high level of trust in employees. It shows that the company values accountability and results over micromanagement. That trust fosters independence, ownership, and a healthier work-life balance, which is extremely important in today’s work environment.
Lastly, GoDaddy invests in growth and development. There are opportunities to learn, collaborate across teams, and continuously improve, both technically and professionally.
Overall, it’s the combination of global reach, employee trust, flexibility, and strong culture that differentiates GoDaddy from many other companies in Belgrade.
What do you enjoy doing outside of work?
Outside of work, I’m happiest in the simple moments, especially when I’m with the people and animals I love.
I have two dogs, and they’re a huge part of my life. I love taking them on walks and little hikes whenever I can. One of them is older now, so our pace isn’t always fast, and honestly, I’ve grown to appreciate that. Slowing down, catching sunsets after a walk, and just standing there for a few quiet minutes feels grounding. It helps me switch off from work and just be present.
I’m also a big fan of quiet rituals. Having coffee while watching the sunset or enjoying a slow morning helps me reset and reflect after busy days.
Spending time with friends and family is just as important to me. My three-year-old nephew brings so much joy and energy into my life. Being around him is fun, unpredictable, and refreshing all at once. He asks endless questions, brings so much energy into every moment, and constantly reminds me not to take life too seriously.
At the end of the day, I value simple, meaningful moments. They help me recharge, stay balanced, and appreciate what really matters.
Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.
The KeyBank Foundation announced on Thursday, April 9 an investment of $225,000 in Historic South Initiative’s (HSI) Exterior Home Repair and Roofing program, a key component in preserving safe, stable and affordable housing in Toledo’s Old South End.
The program assists homeowners with support for essential exterior and structural repairs that help extend the life of existing homes, improve neighborhood appearance and enhance overall community pride and stability. The goal is to preserve existing housing stock, prevent displacement and improve neighborhood appearance and safety.
The Exterior Home Repair and Roofing Program provides financial assistance and project management support to complete critical exterior repairs for eligible homeowners. Typical projects include roof replacement, siding and window repair, gutters, porches, and painting—all of which address health, safety, and weatherization concerns. Priority is given to low‑ and moderate‑income households, seniors, and long‑term residents committed to maintaining their homes.
“Safe, quality homes are the foundation of a stable neighborhood,” said Carl Wagner, Board Chair of Historic South Initiative. “This investment from the KeyBank Foundation allows us to help more longtime residents protect the homes they have worked hard to maintain while preserving the affordability and character of Toledo’s Old South End.”
To date, the Exterior Home Repair Program has helped more than 400 homeowners’ complete critical repairs, contributing to safer housing conditions and stronger neighborhood pride throughout the Old South End.
“At KeyBank, we believe that everyone deserves the opportunity to thrive in a community that supports their aspirations,” said Carla Frost, KeyBank Corporate Responsibility Officer. “Our investment in Historic South Initiative and its programs underscores our commitment to affordable housing solutions that effect meaningful change in the lives of Northwest Ohio residents.”
ABOUT KEYCORP
KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025.
Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications, and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.
ABOUT KEYBANK FOUNDATION
KeyBank Foundation is a nonprofit charitable foundation that supports organizations and initiatives aimed at improving financial wellness, education, and community development. Through strategic philanthropy, KeyBank Foundation works to create thriving communities and drive meaningful, lasting change.
ABOUT HISTORIC SOUTH INITIATIVE
The Historic South Initiative (HSI) is a nonprofit organization working to strengthen the Old South End neighborhood of Toledo through housing stabilization, neighborhood improvement, and strategic partnerships. HSI’s Exterior Home Repair Program has helped repair more than 400 homes, preserving historic housing, improving safety and appearance, and supporting long-term residents. HSI collaborates with residents, community organizations, and public and private partners to ensure the Old South End remains a safe, stable, and affordable place to live.
No matter the time zone, mentorship and the confidence to lead are universal factors in professional growth and advancement at Tapestry. That’s why the work of EmpowHER, the company’s first global Employee Business Resource Group, is so important.
“EmpowHER provides a platform where we can all thrive and help each other succeed,” says Denise Kulikowsky, Tapestry Chief People Officer and EmpowHER Executive Sponsor.
What began three years ago now includes more than 500 members across North America, Europe, and the Asia-Pacific (APAC) region. As an international community, the EBRG is presented with a unique challenge of how to engage its members across geographies. For EmpowHER, the answer is simple: Think globally, execute locally.
“We’re one EBRG,” says Bridget Ryan, Tapestry Global Card Manager and EmpowHER Co-lead in North America. “But what employees are facing in APAC may be different than in North America. We’re all working toward the same messaging and goals, like supporting well-being, being inclusive and leadership development, but carrying them out locally based on our population, pillars, and communities.”
“[In the past] We worked more in silos,” says Rossella Schipani, HR Director of Field Sales Europe, based in Milan. “But since last year, with the help of Denise, we are much more connected to each other.”
BRINGING LEADERSHIP TO LIFE
In APAC, EmpowHER used this Women’s History Month to focus on programming supporting career growth and leadership.
From a virtual AI skill-building workshop to in-person financial literacy to a Fireside Chat featuring a senior leadership panel, the goal is to encourage and inspire employees, says Kelly Lin, Senior Vice President of Asia Supply chain and EmpowHER APAC Co-lead. For Sarah Tang, Sr. Director of Enterprise Solutions and EmpowHER APAC Co-Lead, building leadership opportunities means cultivating a supportive ecosystem.
“Empowerment is not only about women,” she says. “With support from families, teams and allies, career advancement gains sustainable momentum. Caring for people’s lives is the deepest form of empowerment.”
CREATING SPACE FOR WELLNESS
When it comes to caring for people’s lives, nothing’s more important than conversations about mental health and wellness in the workforce across industries and gender. EmpowHER makes sure facilitating self-care is a priority in its programming.
In North America, EmpowHER hosted an Unscripted series on menopause, featuring a session with Dr. Sharon Malone.
“We had Dr. Sharon speak to us, and after the session, we shared knowledge in a way that felt like a normal conversation over brunch,” says Nita Stephens, Director of Enterprise Solutions at Tapestry and EmpowHER North America Co-lead.
The discussion let employees talk openly about their experiences in a way that doesn’t usually happen at work. The following month, EmpowHER partnered with Tapestry’s Working Parents & Caregivers EBRG for a conversation about infertility and IVF.
“A lot of people are going through things that others may not know about,” Stephens says. “We’re just opening up space where employees can remember we’re humans first.”
OPENING DOORS FOR THE NEXT GENERATION
Beyond the workplace, EmpowHER members are inviting the next generation to explore career opportunities.
In Europe, Schipani reflects on a community initiative in suburban London where young women from The Baytree Center were invited to collaborate with Tapestry employees on a real product concept. Participants were challenged to innovate on a Coach or kate spade new york accessory, and present concepts to a panel of Tapestry leaders. This allowed them to try their hand thinking about product strategy and practice their presentation skills.
“For me it was very powerful,” Schipani says. “The creativity and energy these young women brought to the project was incredible and we enjoyed providing them with feedback.”
In New York City, EmpowHER partnered with the Lower East Side Girls Club to host recent graduates at Tapestry’s Hudson Yards headquarters. Participants toured showrooms, speed networked with employees, and were each gifted a Coachtopia bag.
“Just giving people opportunities to step into these rooms can make a big change in their life and their trajectory,” Ryan says.
And for employees, the experience was equally impactful. Says Ryan: “I got to see my coworkers from other EBRGs share knowledge, wisdom, career paths and hopefully make a difference to these students.”
SAME GOALS, DIFFERENT TIME ZONES
Through educational events, networking opportunities, and community initiatives, EmpowHER continues to gain momentum and empower members.
While issues may differ from region to region, the commitment to inclusion and highlighting important issues remains the same.
“Of course we cannot solve all the problems of the world,” Schipani says. “But we can start from our reality and our workplace.”
