Having worked in research, communications, strategy, and program management at the intersection of impact and responsibility, I believe I am uniquely positioned to add a lot of value to this role. What separates me from most is that responsibility and impact work is not just a job for me, however it has been ingrained in a plethora of my personal and professional experiences. From a more logistical standpoint, my current position has given me the skills to create something from the ground-up. I have had to find a new way to communicate and get people globally to act. We have been able to organize our most high level meetings we've ever had surrounding the issue, including with now President-elect Joe Biden, Speaker of the House Nancy Pelosi, and various senators. I have been described by my team members as a very curious and fast-learner, so I quickly soak up my surroundings and try to figure out a way to understand its every crevice or master it. - As a first more broad question, what are some of the challenges you come across working in CR and CR Communications?
- In this new normal, what do you see as the most critical component of not only this role, but the CR communications team moving forward?
- I know that one of the central responsibilities of this role is to manage digital hub updates. In my current role we use Salsa and SalsaLabs as the main CRM tool that pushes our organization forward and is able to consolidate all the data about our endeavors. So I can familiarize myself with all the aspects of this role, can I ask what digital or data collection hub one would generally use on this team? And what digital tools it is important to have comfortability with on a day to day basis?
- Curious about the management styles, relationships, and culture at PVH. How would you describe the type of relationships that coincide with company culture and the types of management styles advocated for through the company. What's the type of relationship I can expect to have with my manager?
- Is it left up to the autonomy of specific managers (i.e. varying from team to team)? or are there larger umbrella management styles preferred, specified, enforced by PVH?
- Ask about any experience either of them may have transitioning candidates and teammates from public to private?
In the introduction to the CR report published this past July, I read that the company is very committed to a variety of long-term strategies, be it reducing the company's negative impacts to zero, inclusion and diversity, positively impacting the lives of 1 million people across the value chain. One of the commitments was also data disclosure and transparency. Can you elaborate on this?
Familiarizing myself with a more fast-paced environment - shows that I am able to work efficiently.
Mention productivity improvement, process improvement, reduction in waste or losses.
At the end of the day, regardless of sector, I have the transferable skills necessary to do the job and the experiences that would allow me to add value to the team and company.
This transition is one that I have known was going to come sooner or later, so be it in perfecting my transferable skills, honing in on my expertise through taking certifications and specific courses to help familiarize myself as much as possible, or being self aware of my personal development, I believe it is a transition that I am more than ready for at this moment.
My time in the public sector has allowed me to experience complexities - be it by balancing the plethora of relationships within and outside of the organization, communicating a message and vision clearly, working within a budget, and building programs from the ground-up.