Ethical Leadership Spotlights

10 Questions With Holy Cross' Next Generation Of Leaders

Holy Cross alumni are making a difference in a variety of industries, and many of the College's alumni have found themselves in professional leadership roles. We've spoken with eight people who graduated from Holy Cross between 2013 and 2018 and asked each of them 10 questions. Here's how their time on The Hill shaped their worldview and their professional approach.

To nominate a Holy Cross graduate who embodies the spirit of this initiative, please contact us at alumnicareers@holycross.edu.

Tom Casavant '13

Tell us about your job role and employer. What are you currently working on?

I am a Director, Account Management Travel Segment at Mastercard. Our team focuses on driving adoption of Mastercard's portfolio of products across companies which fall into the Travel segment, including Airlines, Hotels, Car Rentals, and OTA's.  While traditionally most people associate Mastercard with banks and the plastic in their wallets, in reality there is a multi-player ecosystem that enables payments to be made in a secure, expedient, and reliable way every time you make a payment with a card.  A big part of that ecosystem is what is known as "Merchants", or anywhere you can use your card to pay for purchases.  My team works specifically within the Travel merchants specifically to ensure that they not only accept Mastercard from consumers, but also actively engage in utilizing the additional services and offerings that Mastercard provides.

What key personal and/or career experiences led you to where you are today? How did Holy Cross help shape those experiences?

Holy Cross had an enormous impact in shaping my career, and it began by participating in things like the New York Alumni Association Networking events, and actively engaging with the Career Center. It was a great forum to begin networking, and asking a friendly audience about their careers and advice. The ability to engage with people you haven’t previously met is a an underrated skill and takes practice, and Holy Cross provided a great place to do just that. From a professional perspective, there were a few early experiences that really shaped the direction of my career. My first job out of school was a sales role at PepsiCo, and it provided me an incredible opportunity to learn the industry and the business, as well as understanding the customer’s needs, which served as the foundation for future roles. The second was a strategy role which forced me to think 9-12 months in the future and how today’s decisions will impact future business results. It taught me the importance of understanding how to bring together multiple workstreams and understand how they tie together and can impact both my company as well as our Customers.

What has surprised you most about transitioning into a leadership role?

One thing that I have learned is that leadership is not reserved for a specific title, and that it can come in many forms. Leadership roles can be found in people management, thought leadership, subject matter expertise, or even being the individual on the team who is willing to be the first to speak or ask a question. What I have learned is that the two things I find to be important in a leadership role are empathy and responsiveness. I have been fortunate to work for some great leaders during my career, and I have tried to emulate the attributes I found most valuable in my leadership style.

What is the most challenging aspect of your job? How do you navigate that challenge?

There are two challenging aspects of my current role; developing expertise in a new segment, and rapid industry change. Since beginning my current role in July, the focus for me has been to absorb as much as I can, ask questions, and work to understand what I don't know, what I need to know, and what can be learned.  That means understanding vast new product offerings that can be introduced to customers, while at the same time working to understand and anticipate what the customer is most likely to be interested in.  One best practice I have found when starting a new role in a complex organization is to prioritize connecting with individuals who you will be working with, so that if you find yourself speaking to a customer and you don't know the answer, at least you can honestly say that you know who to reach out to to find a solution. Secondly, the payments ecosystem is constantly changing, with new entrants in the market and innovations around how individuals and institutions make payments. As a result, we have to constantly ensure that the work we are doing is in the best interest of our customers, while at the same time keeping an eye on what will be the next opportunity to drive positive impact.

How do you continue to develop your leadership skills? What role has self-reflection played in your leadership development?

There isn’t a single path to leadership, and much of it is developed with experience, but in my opinion, leadership is not static, it’s a fluid skillset or practice that needs to be constantly refined and tested. I try to focus on a few things to develop my leadership skills; the first is practicing empathy, the second is being an active listener, and the third is being engaged and challenged. Being empathetic toward your colleagues and peers, actively listening to internal and external experts or industry relevant information, and proactively participating in challenging activities or workstreams helps you to find your strengths and skills. As a result of exposing yourself to new things and challenges, and including honest self-reflection, you will be able to understand the value you can bring into a room, and lean on that skillset to shift from a contributor to a leader.

What advice would you give to Holy Cross young alumni about developing as leaders in their careers/industry/job?

The first thing I would say is get into the office, or participate in activities where you will be exposed to your peers. Being able to connect with the individuals you work with, and even those you might not directly work with, is enormously important because it provides you with the opportunity to build a network of individuals you can learn from. Second is to make sure that you are working to understand your strengths and opportunities. Expose yourself to new and different challenges so you can learn what things you do well, and lean into them. Being able to point to a skill, project, or result that you were able to directly impact will be critically important when it is time to go from that entry-level job to the next opportunity.

We know that relationships are important for any kind of development. How do you build and maintain your network?

Relationships are critically important, and the way I think about my network is in three circles, expanding outward. The closest circle is what I would consider my “kitchen cabinet”, a handful of very close friends and family who I feel comfortable reaching out to and asking for their opinion before making a significant career or personal decision. I think about the phrase “your friends are your friends for a reason”, and so even if they aren’t necessarily in my industry or at my company, I can bring them questions and get honest feedback and guidance that I know will have my best interest in
mind. The second circle are people who I have worked with, currently work with, or friends who are in my industry or similar situation, people I would want to engage with and get their perspective or to ask questions. And finally the third circle is peers and colleagues, past or present, with whom I have enjoyed working with or would want to work with in the future.

Tell us about your mentoring relationships. What impact have these relationships had on your career and life?

If you have the opportunity to get into a company that has a formal rotational program or formal mentorship program, I highly recommend you take advantage of that, especially early in your career. Finding a mentor can be challenging, and might require you to proactively reach out to people who you don’t necessarily have a reason to engage with, but if you make the effort to find one, chances are you will. Unless you are certain about what your career arc looks like, my recommendation is to look for people who are enthusiastic about their jobs and enjoy teaching. I have found that when you ask people questions, they are more likely to engage and share their experience, and in turn offer guidance.

What advice would you give to Holy Cross young alumni who are interested in working in your industry?

The payments industry is a complicated, fast-paced industry, but it is a great place to be as innovation is constant, and payments are the lifeblood of economies. But my advice to working in the payments industry is the same advice I would give to someone looking to get into any industry. Try to absorb as much information as you can that is publicly available, ask questions, reach out to people in the industry, and leverage the Holy Cross Alumni network. Especially early in your career, you don’t know what you don’t know, but being able to do the research to demonstrate you understand the fundamentals of an industry, and engaging in discussions to learn will help prepare you for future opportunities.

What advice would you give to Holy Cross graduates about developing their personal life habits after college (finances, health, values, work/life balance)?

My advice is that life will get busy fast, so make sure you are doing everything you can to set up good habits early. Take advantage of your time now – get out and go to places you find yourself around your peers and friends. Make sure some of your paychecks go straight to a savings / retirement / investment account so you can “set it and forget it.” And take care of yourself, listen to your body and realize that when you get out of school you can push yourself to work very hard, but there are also times you need to set aside to pull back and reset. I think that if you feel good, you will do good, so control what you can control, spend time with friends, at the gym, and do what you need to do so you can perform to the best of your ability in the workplace.

Read More Leadership Spotlights.

Brittany SanDoval '13

Tell us about your job role and employer. What are you currently working on? 

I am a sales director at Dell Technologies where I lead a team of 12 sales representatives managing enterprise customers across a broad portfolio of data center technologies. Right now, we are especially focused on helping customers navigate and accelerate their AI journeys as organizations adapt to the rapidly evolving technology landscape.

What key personal and/or career experiences led you to where you are today?  How did Holy Cross help shape those experiences? 

As a first-generation American and first-generation college graduate, I learned early on from my immigrant parents the value of hard work, perseverance, and resilience. Watching everything they sacrificed to provide opportunities for our family shaped the way I approach both life and leadership.

I also experienced firsthand the power of mentorship. A handful of influential mentors profoundly impacted my personal and professional development, and that inspired me to pursue a career where I could mentor and empower others in the same way.

Holy Cross played a major role in shaping those experiences. My time as a Crusader helped me build many of the relationships that ultimately led me to EMC, now Dell Technologies. More importantly, Holy Cross showed me the importance of community and connection. I left with a strong professional network, lifelong friendships, and my future husband.

What is the most challenging aspect of your job? How do you navigate that challenge?

We are currently experiencing one of the most transformative shifts the technology industry has ever seen with the rise of AI. Leading through that level of change is both exciting and challenging.

My role requires helping team members at different stages of their careers adapt to new ways of working, communicating, and engaging with customers. I navigate that by focusing on continuous learning, open communication, and creating an environment where people feel supported while embracing change.

How do you continue to develop your leadership skills? What role has self-reflection played in your leadership development?

I was not Catholic before attending Holy Cross, but I was proudly baptized on campus during my senior year. Since then, faith and Catholic teaching have played an important role in my personal and professional growth.

Self-awareness and reflection are critical parts of leadership. Taking time to evaluate what went well, where improvements can be made, and how to continue growing has helped me become a better leader. Reflection not only drives business performance, but also improves team culture, productivity, and decision-making.

It’s easy to stay within what feels comfortable, but growth often requires challenging yourself to think differently and pursue new paths.

What advice would you give to Holy Cross young alumni about developing as leaders in their careers/industry/job?

Early in my career, I received advice to learn as much as possible and “collect” skills along the way. I focused on developing experience across different areas of the business to better understand both what I enjoyed and where my strengths were.

I was fortunate that EMC provided opportunities through strong development programs, and I would encourage young alumni to approach their early careers with genuine curiosity. Network often, learn from as many people as possible, and seek a variety of experiences. Those experiences will shape your future story in ways you may not expect.

We know that relationships are important for any kind of development. How do you build and maintain your network?

I’m constantly trying to learn more about different parts of the business at Dell Technologies. I regularly set up time with colleagues across various functions to better understand how different teams operate and contribute to the organization as a whole.

Sometimes a quick Teams message, coffee chat, or phone call can go a long way in building meaningful relationships. While it can be difficult to make time for networking amid the demands of work and life, I’ve found that authentic relationships are much easier to maintain over time.

My advice would be not to force mentorships or connections. The strongest professional relationships develop naturally through genuine interest and mutual respect.

Tell us about your mentoring relationships. What impact have these relationships had on your career and life?

There are so many people who deserve credit for shaping not only my career, but also many of the major decisions in my life. One mentor encouraged me to pursue sales early in my career, and that advice completely changed my professional trajectory.

Mentorship can be incredibly powerful, but only if you are open to receiving honest feedback and willing to grow from it. I’ve been fortunate to have mentors who invested their time, patience, and guidance in me throughout my career, and I deeply value each of those relationships.

What advice would you give to Holy Cross young alumni who are interested in working in your industry?

Technology sales is fast-paced, demanding, and constantly evolving. Today, AI is reshaping nearly every aspect of the industry, and I would encourage young alumni to stay curious and actively engage with AI tools and technologies in their everyday lives.

No matter what industry you pursue, AI will likely play a significant role in its future. Young professionals entering the workforce today have the advantage of growing up alongside these technologies in ways many of us did not, and that perspective will be incredibly valuable.

What advice would you give to Holy Cross graduates about developing their personal life habits after college (finances, health, values, work/life balance)?

Spend time thinking intentionally about your goals — financially, personally, and professionally. Once you identify both your short- and long-term goals, work backward to create a roadmap for how to achieve them.

The years immediately following graduation can feel exciting but also uncertain. Having a plan helped me stay focused and navigate that uncertainty with more confidence.

At the same time, those early post-college years are incredibly special. Enjoy them fully and trust that life is a long journey. Not every decision is permanent, even when it feels that way in the moment. I still remind myself of that today.

Read More Leadership Spotlights.

Brandon Gomez '14

Tell us about your role and employer. What are you currently working on?

I’m a reporter at CNBC covering the food and grocery industry, as well as consumer health and wellness. My reporting covers the intersection of business, policy, and everyday life.

Right now, I’m focused on major shifts in food policy — including RFK Jr.’s broader 'Make America Healthy Again' movement — along with the “grocery wars,” food affordability, and how immigration and labor dynamics shape how food is grown and distributed. I also cover consolidation across the food industry.

On the consumer side, I report on health and wellness trends — from fitness companies and diet culture to the rise of weight loss drugs — and how those shifts are changing where and how consumers spend their money.

What key personal and/or career experiences led you to where you are today? How did Holy Cross help shape those experiences?

I’ve been at CNBC for nearly a decade, but my path there wasn’t a straight shot. I met my now boss at a career fair hosted by the National Association for Hispanic Journalists. This was just before my final semester of grad school — and at that point, I still didn’t have a summer internship lined up (in May!).

When CNBC told me there weren’t any openings, I essentially said, “I’ll do anything.” I pitched story ideas, offered to freelance, produce — whatever it took. The next day, I was offered a role on that executive producer’s team as a Summer intern. Nine years later, I’m stepping into my first contract as an on-air reporter. And that journey was equally zig-zaggy.

Holy Cross played a huge role in that trajectory. As an English and Theatre major, I didn’t have the "traditional" journalism background many of my peers did competing for the same opportunities. So I had to build my own. I remembered how I wrote for The Crusader (now The Spire) and eventually became an editor, hosted a radio show, and took "Voice in Acting" classes in the Theatre department — all to create opportunities that didn’t formally exist for me at HC.

That scrappy, self-starting mindset stuck with me. At CNBC, I was told that to become a reporter, I needed to find a beat no one else was covering. That led me to build my niche covering alcohol, fitness, and cannabis — what I branded “Booze, Biceps, and Buds.”

From there, I reported on major business and cultural moments — from a beer boycott that had ripple effects across the LGBTQ community, to the explosion of weight loss drugs, to the federal reclassification of cannabis. Holy Cross instilled a mission-driven work ethic that still shapes how I approach every story today.

What has surprised you most about transitioning into a leadership role?

What surprised me most is how much pressure there can be to feel like you always need to have the answer. That expectation can create self-doubt and the ever-dreaded imposter syndrome.

But what I’ve learned is that strong leadership isn’t about having every answer — it’s about guiding the conversation, asking the right questions, and helping a team arrive at the best solution. Facilitating group thinking, in my experience, is far more valuable than pretending to have certainty all the time.

What is the most challenging aspect of your job? How do you navigate that challenge?

The pace is the biggest challenge. It’s the constant tension between speed, accuracy, and judgment. You’re often working in real time. You can prepare all day, and minutes before going on air, everything changes.

The pressure is to be first, but the responsibility is to be right — and those two don’t always align. I was once asked, "Would you rather be first and wrong or second and right?" And of course the answer is, "First and right." Navigating that tension, while still delivering reporting that’s fair, sourced, and nuanced, is one of the core challenges of the job.

There’s also the mental side of it. You’re regularly covering complex — and sometimes emotionally heavy — topics, while needing to stay objective and clear-headed. At the same time, you’re expected to quickly build expertise across a wide range of subjects, often on very short notice. The best journalists are the ones who can pivot quickly and still deliver quality reporting. That comes with time, repetition, and building a deep well of knowledge — in your beat and area of expertise, but also across a wide range of topics.

And finally, there’s the accountability. Journalism comes with real impact — on markets, on public opinion, on people’s lives. Knowing that your work can move things in a meaningful way adds a layer of pressure that never fully goes away.

How do you continue to develop your leadership skills? What role has self-reflection played in your leadership development?

Self-reflection has been critical to my growth. A few years into covering business news, I questioned whether it was the right path. I wondered if I should be focusing on issues that felt more directly impactful. I'd struggle with why I was covering corporate earnings when there were so many social issues weighing on the state of the world.

What I came to realize is that business is the lens through which many of those issues play out. Whether it’s immigration, public health, or social change, there are often economic signals and corporate decisions at the center of the story.

That shift in perspective helped me better understand the power of my platform — and it continues to shape how I lead editorially and think about the stories we prioritize.

What advice would you give to Holy Cross young alumni about developing as leaders in their careers, industry, or job?

As much as you’re encouraged to network “up,” it’s just as important to build relationships with your peers — and with those coming up behind you. You may have heard people say, "Lift as you climb."

The people ahead of you will advocate for you in rooms you’re not yet in. Your peers will stand by you in the rooms you share. And the people you mentor will advocate for you as they grow in their own careers.

Leadership is built in all three directions.

We know that relationships are important for any kind of development. How do you build and maintain your network?

I try to stay in touch with people even when I don’t "need" anything. That’s the simplest and most genuine way to build lasting relationships. Make it genuine, and make it about more than just work. Good people want to work with good people. I had a theatre professor once ask me to walk back into the room as someone they'd want to spend 8 hours a day with in rehearsal. I knew how to show off my skills, qualifications and experience. But I let my nerves get the best of me and I wasn't showing them what I bring to the team as a person.

Networking shouldn’t feel transactional — it should feel like real connection. Sometimes that just means picking up the phone, checking in, and staying present in people’s lives.

Tell us about your mentoring relationships. What impact have these relationships had on your career and life?

Mentors and sponsors have been essential to my career. I rely on them for guidance, perspective, and honesty at key decision points.

I also think it’s important to have different mentors for different areas of your career. Having a network of people you trust, and can speak to candidly, allows you to learn from their experiences while still forging your own path.

I've recently stepped into more of a mentor role for some of my early career colleagues too, which is equally if not even more important, and I'm learning from them every day too and sharing the lessons I learned along the way.

What advice would you give to Holy Cross young alumni who are interested in working in your industry?

Develop real expertise. Being adaptable is important, but expertise is what sets you apart and gives you something valuable to contribute.

At the same time, pay attention to where the industry is going not just where it is today. Media is evolving quickly, with shifts from linear to digital, increased consolidation, and new forms of storytelling.

The roles many people are aiming for today may not exist in the same way in 10–15 years. The opportunity is to anticipate what’s next and position yourself there early.

What advice would you give to Holy Cross graduates about developing personal life habits after college (finances, health, values, work/life balance)?

You hear a lot about “work-life balance” and in my industry it's more about healthy work-life integration. Journalism is a passion driven industry.

At the same time, it’s important to remember that your job doesn’t have to fulfill every personal need. Building a full life with relationships, interests, and values outside of work makes you better at what you do professionally. Some of the best stories I've told come from moments where I was just out in the world living my life.

Read More Leadership Spotlights.

Ryan McGrath '14

Tell us about your job role and employer. What are you currently working on?

I am a Managing Director and the Head of Private Wealth Capital Solutions at General Atlantic, a leading global investment firm dedicated to partnering with entrepreneurs and investors to build long-term value by investing in the private markets across growth equity, credit, energy transition, and sustainable infrastructure.  At General Atlantic, my team and I lead the firm’s efforts to deliver General Atlantic’s investment solutions to individual investors and the financial advisors that serve them to help support their long-term investment objectives.   

What key personal and/or career experiences led you to where you are today?  How did Holy Cross help shape those experiences? 

The privilege and experience of having been a student-athlete at Holy Cross and the rigors associated with it undoubtedly served to build both a framework for and the skills required to successfully navigate both the challenges and opportunities in my professional career.  The importance of time-management, teamwork and community, intellectual curiosity and capacity are all invaluable skills that I was afforded the opportunity to foster and hone during my time at Holy Cross and continue to serve me every day in my professional life.  

What has surprised you most about transitioning into a leadership role? 

As much as we might desire and/or expect leadership skills to come naturally, developing and delivering effective leadership skills requires constant examination, learning, and refinement.  Additionally, it is critical to understand and appreciate that one-size of leadership does not fit all.  To be an effective leader, it is imperative to deeply understand the individuals that you are leading – their own experiences, motivations, aspirations, etc. – and possess the ability to be dynamic and tailor leadership style and tact to effectively lead and maximize the experience of each individual.  Like any other muscle, successful leadership requires consistent focus, training, and exercise to strengthen.    

What is the most challenging aspect of your job? How do you navigate that challenge? 

From a day-to-day perspective, time management is often the biggest challenge.  In any profession or role that is very fast-paced and dynamic, client-centric, leadership-oriented, and incredibly demanding on time, success requires the honing of skills necessary to be able to effectively prioritize and manage time.  As my career has progressed and the scope of my responsibilities expanded, the ability to maximize time and efficiency has become an imperative.  Time is finite and the demands on it are not.  I have really had to practice the skill of planning for every minute of the day and honoring that plan, which at times is easier said than done.  I approach each day with a calculated and well-defined gameplan about how my time is spent and try to hold myself accountable for executing that gameplan on schedule.  As part of that gameplan, I think effective time management needs to account for the management of the unforeseen, which is inevitable.  It’s important to have a disciplined plan yet maintain the athleticism to read and react. 

How do you continue to develop your leadership skills? What role has self-reflection played in your leadership development? 

I believe that the most important step in continuing to develop leadership skills is to take the time required to do so.  Effective leadership skills, which can always be improved upon, require the commitment of both time and effort, and one must first make the time to channel the necessary effort.  From there, and for me, it is all about being humble, being honest with myself in self-reflection, and always being open to consistently learning and improving.  One must be able to look at themselves in the mirror and be honest about what they see in order to improve.  Be humble and honest with yourself about both your strengths and weaknesses and have a plan for addressing those weaknesses.  Leadership is a never-ending journey that requires constant time and attention.    

What advice would you give to Holy Cross young alumni about developing as leaders in their careers/industry/job? 

Lead by example. While it is important to develop multiple skills and styles in your leadership toolkit, I’ve found that leading by example is a powerful and unifying force that everyone can apply, irrespective of your position of leadership. 

We know that relationships are important for any kind of development. How do you build and maintain your network?

I am a firm believer that relationships are the single most valuable asset in one’s life and in the same way that leadership skills require both time and effort to develop, so does the growth and maintenance of your relationships and network.  As the responsibilities in both your personal and professional life grow, it is important that you consciously make the time to continue nurturing and fostering your network.  The next time you have half an hour to yourself, think about your network and the powers of the “network effect”… Ask yourself, who have I not spoken to in a while?  Does anyone in my immediate network have a connection that would be valuable for me to have?  Pick up the phone and make a call, send a text or email.  Be present in the lives of your network.       

Tell us about your mentoring relationships. What impact have these relationships had on your career and life? 

Mentors have meant everything to both my personal and professional life and at all stages of both.  Some have come to me very fortuitously naturally, others I have had to be proactive about identifying, seeking out, and fostering.  Don’t be afraid to ask someone for help and to be a mentor.  I would encourage everyone – at all stages of their personal and professional journey – to proactively seek mentorship from multiple and varying sources. 

What advice would you give to Holy Cross young alumni who are interested in working in your industry?

Spend the time to network, learn, and be prepared.  If you are going to ask for someone’s time and help, be sure that you’re doing your own homework in advance to be well-prepared and thoughtful about the advice and counsel that you are seeking.  

What advice would you give to Holy Cross graduates about developing their personal life habits after college (finances, health, values, work/life balance)?

Have a plan. Identify what your goals are, have a measured plan of action for achieving them, and hold yourself accountable for your progress towards them. Whether they be personal or professional, having a reliable and realistic framework for identifying, working towards, and ultimately achieving your goals is critical. Much like leadership, one-size does not fit all.  Goals are personal – know what is important to you and prioritize the process towards their accomplishment. 

Read More Leadership Spotlights.

Amanda Osowski '14

Tell us about your job role and employer. What are you currently working on?

I am an employment attorney at the Chan Zuckerberg Initiative and its affiliated entities, CZ Biohub and Learning Commons (“CZI”). CZI is a philanthropic organization founded by Priscilla Chan and Mark Zuckerberg with a mission to solve some of society’s toughest challenges from curing and preventing disease to improving education and addressing the needs of local communities.

In my role, I serve as a trusted legal partner to various teams advising on all aspects of employment law from hiring and employee relations to policy development and compliance. What drew me to employment law, and what continues to drive me, is the opportunity to make a meaningful difference in people’s lives through work. At its core, employment law is about people, their rights, their dignity, and their experience in the workplace. On the management side, that means helping organizations build positive, inclusive cultures where employees feel valued, supported, and treated fairly, which feels very much in keeping with the Holy Cross mission of forming men and women for and with others.

One of the areas I am most focused on right now is the intersection of artificial intelligence and employment law. Organizations are increasingly using AI tools in hiring, performance management, and workforce decisions, and the legal landscape is rapidly evolving.

What key personal and/or career experiences led you to where you are today? How did Holy Cross help shape those experiences?

My path to employment law began at Holy Cross through the Summer Internship Program (SIP), where I interned at a boutique plaintiffs’ employment firm in New York City the summer of 2013. That summer of attending court hearings, depositions, press conferences, and conducting client interviews gave me my first real taste of what it meant to advocate for workers. I was already studying for the LSAT at the time, sitting in Prospect Park with my practice books on weekends, and that experience confirmed I was headed in the right direction. 

As a Philosophy major and participant in the College Honors Program, I learned to think critically about the ethical implications of decisions and actions, skills that turn out to be just as essential in a legal career as knowing the law itself. My favorite professor, Joseph Lawrence, had such a lasting impact on my life that he flew out to California to officiate my wedding. From Holy Cross, my career took me through Emory University School of Law, where after my first year I worked at the EEOC in Atlanta. I still remember the eruption of celebration in the office the day the Supreme Court issued its ruling in Obergefell v. Hodges. That moment crystallized something for me: the most meaningful legal work is in direct service of something much larger than any single case or policy. I went on to work at several firms across the country, deepening my experience in employment law, before moving in-house at a tech company. Joining CZI in December 2024 was a reminder that the best career moves aren’t just about what you’re good at, they’re about finding a place whose mission makes the work feel meaningful.

What has surprised you most about transitioning into a leadership role?

What has surprised me most is how much leadership comes down to confidence, not arrogance, but a genuine belief in your own expertise and judgment. As I have progressed in my career, the weight of my advice has grown significantly, and I now regularly find myself providing counsel directly to the most senior executives in my organization. What I didn’t fully anticipate was how much my own confidence would shape the way my advice lands. If I walk into a room uncertain of myself, that uncertainty is felt and it undermines the very trust I have worked hard to build. Learning to trust my own expertise, even in high-stakes situations where there isn’t always a clear right answer, has been one of the most important and surprising parts of my leadership journey. The most important thing I’ve learned is that the people across the table from you will only have confidence in your advice if you have confidence in yourself first.

What is the most challenging aspect of your job? How do you navigate that challenge?

The most challenging aspect of my role is navigating competing interests while still delivering honest, clear legal advice, even when it’s not what someone wants to hear. Employment law touches every part of an organization, and the people I advise often have strong feelings about the outcomes. I’ve learned that the key is effective context-setting: when I take the time to explain the reasoning behind a position, the legal risk, the policy rationale, the bigger picture, even difficult answers tend to land with trust and respect. At the end of the day, my job is to be a trusted advisor, and trust is built through transparency, not just telling people what they want to hear.

How do you continue to develop your leadership skills? What role has self- reflection played in your leadership development?

Leadership development, for me, is less about formal training and more about intentional habits. I seek feedback and make time to reflect on what’s working and what isn’t. After a difficult conversation, a complex project, or a high-stakes decision, I try to ask myself honestly how I showed up and what I would do differently. I also invest heavily in mentoring relationships, both as a mentee and a mentor. Participating in formal mentoring programs has given me perspective from leaders I wouldn’t otherwise have access to and has sharpened my ability to communicate, motivate, and bring out the best in others. Finally, I prioritize building relationships across my organization,  whether through Employee Resource Groups, team social events, or simply connecting with colleagues in more informal settings like the kitchen or hallway. Building genuine relationships has taught me that the best legal advice doesn’t just come from knowing the law, it comes from truly understanding the people and organization you serve.

What advice would you give to Holy Cross young alumni about developing as leaders in their careers/industry/job?

Some of the most formative moments of my career came when I took on something I wasn’t sure I could handle. My advice to young alumni is to seek out opportunities that stretch you, even when they’re uncomfortable, and don’t underestimate the value of the work that happens outside your job description — volunteering, mentoring, community involvement. Those experiences build muscles that your day job alone cannot. 

Embrace the setbacks too. They are not detours from your path, they are part of it. The Jesuit education I received at Holy Cross taught me to approach life with reflection and a commitment to something larger than myself, and that has proven to be as valuable in my career as any legal skill I have developed. Leadership is not a destination you arrive at; it is something you practice every day, especially on the hard days.

We know that relationships are important for any kind of development. How do you build and maintain your network?

Invest in relationships early and genuinely — the Holy Cross network is an extraordinary resource, but so is every colleague, mentor/mentee, and client you encounter along the way. The legal profession in particular is smaller than it seems, and how you show up for people, especially when it’s hard, is what people remember. For me, maintaining a network is less about formal networking events and more about genuine, consistent effort — checking in on people, staying connected on LinkedIn, and making time for the relationships that matter even when life gets busy. It isn’t always easy, but I’ve found that the investment is always worth it. The relationships I’ve built throughout my career have opened doors, provided perspective during difficult moments, and reminded me that none of us gets anywhere entirely on our own.

Tell us about your mentoring relationships. What impact have these relationships had on your career and life?

I have been fortunate throughout my career to be mentored by a number of exceptional women in the legal profession who went out of their way to teach me, challenge me, and help me feel confident in my decisions and my work. Many of them were also working mothers, and watching them navigate the demands of a legal career while raising a family gave me something that no training could — the confidence to know that I could do both too. Their generosity and investment in my growth has shaped not only how I practice law but how I show up for others. I believe deeply in paying that forward, which is part of what drew me to volunteer as a mock trial coach at Lincoln High School in San Francisco starting in 2018. Coaching those students has been one of the most rewarding experiences of my professional life, and it has been humbling to have that work recognized with an Outstanding Volunteer in Public Service award from the Justice and Diversity Center of the Bar Association of San Francisco and a Certificate of Honor from the Board of Supervisors of the City and County of San Francisco. Mentorship, in both directions, has made me a better lawyer and a better person.

What advice would you give to Holy Cross young alumni who are interested in working in your industry?

Employment law is one of the most human areas of legal practice, and that is both what makes it so rewarding and what makes it so challenging. Work is deeply personal to people. It is where they spend the majority of their waking hours, how they provide for their families, and a significant part of how they define themselves. That means the issues that arise in this space — a termination, a workplace conflict, a discrimination claim — are rarely just legal problems. They are emotional ones too. If you are drawn to a practice area where the law intersects with real human experience, employment law is extraordinarily fulfilling. But you need to come prepared with more than just legal knowledge. Emotional intelligence, empathy, and the ability to navigate complex human dynamics are just as important as understanding the laws at play. My advice to anyone interested in this field is to seek out exposure early, whether through internships, clinics, or programs like Holy Cross’ SIP (now the Crusader Internship Fund), and to approach every experience with curiosity.

What advice would you give to Holy Cross graduates about developing their personal life habits after college (finances, health, values, work/life balance)?

My biggest piece of advice is to learn from the people around you and don’t be afraid to ask for guidance. Look at the mentors and colleagues you admire most, not just how they practice law, but how they live. The mentors who have had the greatest impact on me were not just exceptional lawyers, they were people who maintained rich, fulfilling personal lives. They traveled, worked out, took fun family vacations, and had hobbies and interests outside of work. That showed me that success in this profession doesn’t require sacrificing everything else, and that the best lawyers are the ones who make time for themselves. The habits you build early around your health, your relationships, your finances, and your sense of self will carry you through the inevitable hard seasons of a legal career. Invest in those habits now, before life gets too busy, and give yourself permission to be a whole person, not just a lawyer.

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Stephanie Haddad '15

Tell us about your job role and employer. What are you currently working on?

I am a third-year hematology/oncology fellow and Academic Chief Fellow at UT Health SanAntonio/Mays Cancer Center. As a fellow, I cover the inpatient service, see patients in the various disease-specific clinics, and take overnight and weekend call. As Academic Chief Fellow, I help represent and advocate for my co-fellows: coordinating the academic curriculum and schedule, mentoring  junior trainees, and serving as a liaison between the fellowship and program leadership. I completed my internal medicine residency at Brown University/Kent Hospital. I am interested in an academic-based clinical practice in medical oncology with a primary focus on breast oncology and clinical research involving clinical trials.

What key personal and/or career experiences led you to where you are today? How did Holy Cross help shape those experiences?

Holy Cross is where it all began, where my career path took shape. I earned my Bachelor of Arts in Biology with a concentration in Biochemistry from the College of the Holy Cross, where I also took part in the Health Professions Advisory Program. The experience that shaped me most was working as a research assistant in Professor Robert Bellin’s lab. That was where I first got the experience of scientific investigation. Professor Bellin was an incredible mentor, and looking back, he set the tone for how I’d approach every research experience that followed as I moved through my career in medicine and becoming a physician.

What has surprised you most about transitioning into a leadership role?

The biggest surprise was how much leadership is about leading by example and listening. I assumed it meant having all the answers and solving every problem myself, but success depends on empowering others, creating space for ideas, and helping people grow. It also taught me how communication, aligning priorities, and building trust drive better outcomes.

What is the most challenging aspect of your job? How do you navigate that challenge?

One of the most challenging aspects of hematology/oncology training has been balancing the breadth of responsibilities—providing high-quality patient care while staying engaged in research, scholarly work, conferences, didactics, and the administrative demands of my role as Chief Academic Fellow. I navigate this by prioritizing effectively, maintaining a structured schedule, and being intentional about protected time for each area. I also recognize the importance of work-life balance, which helps me stay focused, resilient, and present for both my patients and my academic responsibilities.

How do you continue to develop your leadership skills? What role has self-reflection played in your leadership development?

Leadership development is a lifelong process, and I see it as part of being a lifelong learner. I continue to grow through leadership courses, conversations with mentors, and learning from my peers. Self-reflection has played a central role in that process. It keeps me grounded, compassionate, and pushes me to stay curious and evolve alongside my peers.

What advice would you give to Holy Cross young alumni about developing as leaders?

Leadership starts with leading by example. It’ s about how you show up every day with humility, collaboration, and kindness. Take initiative, but also be willing to listen, learn, and grow. Holy Cross provides a great foundation for developing that growth and leadership mindset, as well as a commitment to lifelong learning.

In my field, medicine is a team sport. I couldn't do what I do without my colleagues: physicians, nurses, medical assistants, research staff, and so many others. That’s true in most careers: investing in the people around you and lifting your team will make you a better leader too.

We know that relationships are important for any kind of development. How do you build and maintain your network?

I stay connected to colleagues from every stage of my journey—undergrad, medical school, residency, and now fellowship—by checking in regularly and finding opportunities to collaborate or support one another. I also try to pay it forward by mentoring the next generation, from undergrad students at Holy Cross to young student doctors at my medical school and beyond, because so many people did the same for me. I also stay connected through platforms like LinkedIn and Twitter, which makes it easier to keep in touch and follow what colleagues are doing across different chapters of my career.

Tell us about your mentoring relationships. What impact have these relationships had on your career and life?

Mentorship has been absolutely pivotal to my career, starting at Holy Cross and continuing through med school, residency, fellowship, and beyond. Each stage brought mentors who helped me navigate both the challenges and the successes, shaping how I think about medicine, leadership, and life along the way. Many of those relationships have grown into genuine friendships, and they continue to mentor me throughout my life. I’m forever grateful for their guidance.

What advice would you give to Holy Cross young alumni interested in working in your industry?

If you’re interested in a career as a physician, pursue the path that genuinely excites you and start building your foundation early. Don’t wait until medical school to seek out meaningful experiences. My research in Professor Bellin’s lab at Holy Cross taught me how to think critically, ask thoughtful questions, and approach scientific problems with curiosity—skills that have been invaluable throughout my medical training.

What advice would you give to Holy Cross graduates about developing their personal life habits after college (finances, health, values, work/life balance)?

Start developing healthy habits early and be intentional about the life you want to build, not just your career. Prioritize your physical and mental health, stay true to your values, establish good financial habits, and learn to set boundaries that protect your time and well-being. As you transition from college into your career, it can be challenging to balance work with your relationships, personal interests, and responsibilities. I always tell my team, “You can’t take care of patients if you can’t take care of yourself.” That principle extends beyond medicine—it applies to every profession. Remember that success is measured by more than professional achievements. Investing in your health, finances, and the people who matter most will keep you grounded and provide the resilience needed to navigate both personal and professional challenges.

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Carol Jinrong Cao '16

Tell us about your job role and employer. What are you currently working on?

I’m a Digital Product Director at Gartner, where I work on our content and knowledge platform experience. My focus is helping executive clients get to insights faster and more efficiently so they can make better business decisions.

Recently, I’ve been working on improving how users consume and navigate large volumes of research content, including using AI-generated summaries and behavioral insights to reduce time-to-value for clients. What I enjoy most about product management is balancing user needs, business priorities, and technology to create experiences that are both useful and scalable.

What key personal and/or career experiences led you to where you are today? How did Holy Cross help shape those experiences?

I started my career in consulting, where I learned how to understand client pain points and communicate solutions clearly. Over time, I realized I wanted to move closer to decision-making and product strategy rather than only advising from the outside.

I later transitioned into analytics and internal strategy roles, which strengthened my ability to use data and insights to influence decisions and drive business impact. Eventually, I found product management to be the right fit because it combines strategy, execution, user empathy, and cross-functional collaboration.

Holy Cross shaped a lot of how I approach growth. I pushed myself academically, took on leadership roles outside the classroom, and constantly tried things I wasn’t fully comfortable with. Looking back, the biggest lesson I took away was learning to embrace discomfort instead of avoiding it. That mindset helped me navigate career pivots and continue growing into roles I initially didn’t feel fully ready for.

What has surprised you most about transitioning into a leadership role?

What surprised me most is that leadership is much more about judgment than execution.

Earlier in my career, I thought impact came from working harder, moving faster, and doing more. As I grew in my career, I realized impact is often about developing the judgment to focus on the few things that matter most.

I also learned that leadership is less about having all the answers and more about being comfortable navigating ambiguity, making thoughtful decisions with incomplete information, and helping others stay aligned through uncertainty.

What is the most challenging aspect of your job? How do you navigate that challenge?

One of the most challenging aspects of product management is influencing without direct authority.

Product leaders work across Engineering, UX, Analytics, and Business teams, but we rarely directly manage those teams. Alignment becomes especially important when priorities compete or teams have different perspectives.

I’ve learned that clarity is one of the most effective forms of influence. I focus heavily on defining the problem well: what user pain points are we solving, why does it matter, and what evidence supports it. When teams align on the problem and desired outcome, collaboration becomes much easier.

How do you continue to develop your leadership skills? What role has self-reflection played in your leadership development?

A lot of my growth came from recognizing my own gaps honestly and being intentional about improving them.

At different stages of my career, I realized I needed to strengthen different skills - whether that was strategic thinking, communication, executive presence, or handling ambiguity more confidently. I regularly reflect on situations that challenged me and ask myself what I could have handled differently.

I think self-reflection is important because growth usually does not happen automatically through experience alone. You have to actively learn from your experiences and be willing to evolve your thinking over time.

What advice would you give to Holy Cross young alumni about developing as leaders in their careers/industry/job?

Take ownership of your own growth early.

It’s easy to become very good at your current responsibilities while losing sight of where you actually want to go long term. Growth usually requires intentional decisions, not just hard work.

I’d also encourage young alumni to proactively create opportunities instead of waiting for them. Some of the best opportunities come from curiosity, relationships, and initiative rather than formal processes. Reach out to people, ask questions, and stay open to paths you may not have originally planned for yourself.

We know that relationships are important for any kind of development. How do you build and maintain your network?

I try to approach networking as relationship-building rather than transactional career advancement.

Most of the meaningful professional relationships I’ve built came from genuine curiosity - learning about someone’s work, collaborating closely, and staying connected over time. I also think consistency matters more than quantity. A smaller network built on trust and mutual respect is much more valuable than a large but superficial one.

The Holy Cross alumni community reinforced that mindset for me early on. People were genuinely willing to support one another, and that shaped how I think about professional relationships today.

Tell us about your mentoring relationships. What impact have these relationships had on your career and life?

Mentorship has been extremely valuable throughout my career, especially during transition points.

Some mentors gave me practical advice, while others helped me think bigger about my own potential and career direction. One thing I appreciated most was having people who were honest with me - not only encouraging, but also willing to challenge my thinking and point out areas where I needed to grow.

As I’ve progressed in my career, I’ve also realized mentorship doesn’t always need to be formal. Sometimes you learn the most simply by observing how certain people lead, communicate, and make decisions.

What advice would you give to Holy Cross young alumni who are interested in working in your industry?

Develop strong product thinking and stay focused on solving real user problems.

Technology is evolving very quickly, especially with AI, but understanding user behavior, prioritization, and decision-making remains extremely valuable. I’d encourage alumni to start building things early, even small projects help develop product instincts and a sense of ownership.

I also think one of the most underrated skills in product management is communication. Being able to simplify complexity and align people around a shared goal is just as important as having good ideas.

What advice would you give to Holy Cross graduates about developing their personal life habits after college (finances, health, values, work/life balance)?

Build habits and interests outside of work that continue to challenge and energize you.

One activity that’s become important to me is skiing. It’s something I picked up later in life, and I’ve come to appreciate how much growth comes from repeatedly putting yourself in uncomfortable situations and gradually building confidence through practice.

I think it’s important to maintain ambition while also protecting your physical and mental well-being. Long-term growth requires sustainability, not just intensity.

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Vasco Chavez-Molina '18

Tell us about your job role and employer. What are you currently working on?

Conservation International (CI) is one of the world’s largest conservation nonprofits, working in more than 70 countries across a wide range of environmental and development priorities. I work within CI’s Center for Oceans, one of the organization’s largest departments, where I manage the High Seas portfolio. The high seas cover roughly 64% of the global ocean and lie beyond the jurisdiction of any single nation, making their governance particularly complex. My role sits at the intersection of science and policy, where I help advance solutions for marine governance and fisheries management. Much of my work focuses on supporting international cooperation under United Nations agreements and regional fisheries management organizations to improve the protection and management of biodiversity in these global commons. Currently, I help manage research, partnerships, and policy engagement aimed at strengthening governance frameworks for the high seas and ensuring that scientific knowledge informs international decision-making on ocean conservation. One of our key priorities is supporting efforts to strengthen protection for the Salas y Gomez and Nazca Ridges, a seamount chain in the Southeast Pacific recognized as one of the most unique and biodiverse ecosystems on the planet.

What key personal and/or career experiences led you to where you are today? How did Holy Cross help shape those experiences?

Growing up in Perú, I developed an early interest in the ocean and natural resource management, though I did not expect that my career would eventually focus on the high seas. My time at Holy Cross helped shape that path by providing an interdisciplinary education that encouraged critical thinking and examining environmental challenges from multiple perspectives. One particularly formative experience was studying abroad during my junior year in Rhotia, Tanzania, where I conducted fieldwork on wildlife management in the Tarangire–Manyara ecosystem. Seeing conservation challenges firsthand and engaging with local communities solidified my commitment to working in this field, while also showing me that natural resource management is far more complex than it often appears, shaped by social, economic, and ecological trade-offs.

What has surprised you most about transitioning into a leadership role?

I wouldn’t say there was one particular thing that surprised me. What became clear early on is that leadership carries significant responsibility. I take this seriously, especially because much of my work involves engaging with a diverse range of stakeholders, including government officials, Indigenous Peoples and local communities, private sector representatives, and a vast range of NGOs, and ensuring that their perspectives are thoughtfully considered. This is particularly important in marine governance, which is inherently complex, and even more so when it comes to governing the high seas. These areas are multifaceted and fragmented, involving multiple international institutions and multilateral governance frameworks. Ultimately, I’ve come to see leadership as creating space for inclusive dialogue, making sure everyone has a voice and is invited to the table.

What is the most challenging aspect of your job? How do you navigate that challenge?

One of the most challenging aspects of my work is that international environmental policy moves very slowly. Progress often requires years of negotiation, coordination, and consensus-building before tangible results become visible. For someone who is naturally not very patient, that can be a real challenge. I’ve learned that this work is a long game. To stay motivated, I focus on recognizing and celebrating the small wins along the way. Those moments help sustain the momentum until the larger breakthroughs come, and when they do, we make sure to celebrate those even more.

How do you continue to develop your leadership skills? What role has self-reflection played in your leadership development?

I continue to develop my leadership skills by seeking advice from people with more experience than me, whether in diplomatic negotiations, science, or project management. Learning from colleagues and mentors helps me refine how I approach decisions and manage our work. Self-reflection is also an important part of that process. I try to regularly assess what is working, learn from mistakes, and remain open to feedback. For me, leadership is not about having all the answers, but about continuously learning and creating space for others to contribute and improve the work we do together.

What advice would you give to Holy Cross young alumni about developing as leaders in their careers/industry/job?

I’d say it’s important to be open to trying things that might feel unfamiliar or outside your comfort zone, since that’s often how you gain experience. It also helps to talk to people who have more experience and learn from those whose work you respect. Reaching out can feel awkward at first, but it’s a normal part of building a career. Being open to feedback is also key, even when it’s not easy to hear. Overall, developing as a leader is a gradual process that comes from learning, building relationships, and taking on new challenges over time.

We know that relationships are important for any kind of development. How do you build and maintain your network?

Building and maintaining strong relationships is a central part of my work. Much of what we do takes place within multilateral organizations that bring together government representatives and high level politicians from dozens of countries, so developing trust and strong professional relationships in these spaces is essential for advancing our high seas work. This network also extends to the many scientists, NGOs, and partners we collaborate with. Maintaining open and consistent communication helps ensure that our efforts are coordinated, avoids duplication, and keeps partners informed about the latest science and governance initiatives we are developing. I’ve also found that more informal interactions, like grabbing a beer after a long commission meeting or going for a hike, can go a long way in building more genuine, personal connections. Those moments help make professional relationships more approachable and often more sustainable over time.

Tell us about your mentoring relationships. What impact have these relationships had on your career and life?

Mentoring is an important part of my work, especially in my role as a professor. I spend a lot of time working with students to help them think through how what they’re learning applies in real-world settings, particularly in areas like natural resource governance and environmental policy. I also draw on my work at Conservation International to give them a clearer picture of what this work actually looks like on the ground, and how it connects
to the theory they’re learning in class. Rather than focusing only on theory, I try to highlight the practical skills and perspectives that are useful in professional settings. These relationships have also shaped how I approach my own work, they’ve made me more intentional about communicating clearly, staying grounded, and thinking about how research and policy connect in practice.

What advice would you give to Holy Cross young alumni who are interested in working in your industry?

I’d start by finding people in the field whose work you’re interested in and trying to connect with them. Talking to others is one of the easiest ways to get a sense of how the field is structured and what different roles look like. Internships can also be a valuable entry point, many times they lead to full-time opportunities. While the high seas and marine governance world is vast in scope, it can feel quite small in terms of community. It’s important to identify the specific area that excites you most and begin building both the network and experience that will allow you to thrive in that space.

What advice would you give to Holy Cross graduates about developing their personal life habits after college(finances, health, values, work/life balance)?

I think it’s important to be intentional about building routines that support your health and overall well-being early on. For me, work-life balance is especially important since I work fully remote, so I make it a priority to step away from work and stay active. I try to play sports almost every day after work, which helps me stay energized and motivated. I’d also emphasize the importance of community. Working from home and being on virtual meetings most of the day can feel isolating, so I make a point to connect with friends, plan outdoor activities, and take advantage of living in Boulder. I’m very routine- oriented, and having consistent habits around exercise and social connection helps me stay healthy and productive.

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