Speak Your Mind Unapologetically Podcast

Her Peer Kept Misattributing Statements to Her Team. She Let It Slide Once. The Second Time She Confronted Her Directly.
She had a verbal offer within four days. They were eager. Before she accepted, she called HR and said: "Before I accept, I want to speak with my manager's manager." That request could have cost her the role entirely. She had already weighed it: if they say no, that tells me everything I need to know about this culture. If they say yes, I make a more informed decision. Within 24 hours, the executive cleared his calendar during a conference lunch and took a 30-minute call. He opened with: "What questions do you have for me?" She asked everything. She took the job.
Saadia is Global Chief Information and Technology Officer at Coverys, a medical liability company, with 20 years of IT experience across multiple Fortune 100 companies. In this episode, she walks through the specific moments in her career where courage was required — and exactly how she built it.
You'll learn:
Her peer kept misattributing statements to her and her team in leadership meetings. She let the first incident slide. The second time, she requested a direct conversation: "This is what I heard. You were named as having stated this. Can you explain why?" The peer was speechless. Saadia set a clear expectation for next time — and never had the problem again.
How she built a two-year disagreement relationship with a boss who actually respected being challenged: listen first before responding, don't feel obligated to disagree on the spot, return with facts, and always explain your thought process rather than just your conclusion.
The career pivot her mentor pushed her into: leave IT entirely — her entire professional identity — and take a business strategy role with a Chief Marketing Officer. She lost her direct reports and became an individual contributor. Her biggest fear: disrupt her tech trajectory and never get back. Her mentor's answer: "Try it. If you don't like it, come back." She did it for two years, returned to IT as an executive, and credits that pivot for how she now thinks about strategy, stakeholders, and technology implementation.
Why she stopped procrastinating in meetings after watching male peers say her exact ideas out loud and get the credit. The mindset that unlocked it: "I am in this room for a reason, and so is everyone else. Equal footing." Think you're the smartest: you stop listening. Think you're the worst: you stop speaking. Find the middle.
Her direct advice on bias: keep an eye on how your ideas and voice are treated from day one. You will know quickly whether biases exist. Your manager and your peers are the most critical variables. If your manager has bias toward you, it will not work. Find a leader who respects what you bring, not just who you are.
Why she proves herself to herself rather than to others — and why she has watched other women leaders make flawed decisions every time they shifted into "proving to others" mode.
The skip-level coffee chat practice she has run for four years: meets individual contributors without their managers, no script, asks what challenges they are facing, never names names when sharing themes upward. The trust it builds has changed how her organization speaks up.
About Saadia: Global Chief Information and Technology Officer at Coverys, a medical liability company. Saadia has 20 years of IT leadership experience across multiple Fortune 100 companies and is a recognized voice on courage, leadership, and building speak-up cultures in technology organizations.

She Told Her Director "Your Actions Don't Support That Opinion." He Apologized. Harley-Davidson's Ashwini on Self-Advocacy, Disrespect, and Owning Your Career
She had a new director who made every interaction feel disrespectful — no matter the topic, no matter how well she was performing. It wasn't the work. It was the treatment. She hit her limit, went to her manager, and said: "There are only two paths. I have a crucial conversation with the director, or we go different directions." The meeting was scheduled. She opened by asking the director directly what he thought of her work. He praised her for two minutes. Then she said: "Your actions don't support that opinion. I don't feel respected when we interact. I don't feel wanted in this department." He was taken aback. He apologized. They reset. She went into that meeting prepared to lose her job if she had to — and she walked out with a relationship she could actually work in.
Ashwini holds a bachelor's and master's in mechanical engineering from the University of Michigan. She spent over 20 years in automotive before moving to the motorcycle industry, where she is now Head of Motorcycle Development Strategy and Operations at Harley-Davidson Motor Company — one of the most male-dominated sectors in manufacturing. She is also President of the Automotive Women's Alliance Foundation (AWAF). And she will be the first to tell you she has never had a long-term sponsor.
In this episode, she is completely direct about what has actually driven her career forward.
You'll learn:
Why she spent the first decade of her career with her head down doing great work, why it was necessary but not sufficient, and the moment she realized nobody outside her immediate area knew she had the appetite or ability to grow beyond it.
Why she believes there is only one completely reliable advocate you will ever have, why most women are better at being advocates for others than for themselves, and how she built that muscle precisely because she didn't have a long-term sponsor.
The full story of the disrespectful director: how she identified the problem, how she structured the conversation, why she led with "what do you think of my work?" before stating her case, and why going in prepared to lose her job is what gave her the confidence to say what needed to be said.
The mentee who called her on a weekend in tears saying "I feel stupid." How Ashwini diagnosed the real problem (disrespect, not technical gaps), reached into her network to move the mentee to a different department, and how the same HR contact she helped later reached out to recommend her for a strategy role — a direct return on giving she never could have predicted.
Why she describes her sponsors as "situational" rather than long-term, what that means in practice, and why she thinks the traditional sponsor model is harder to find than people admit.
How she uses her role as AWAF president — where she manages an entire P&L — as a judgment-free environment to build skills that corporate rarely hands to women: financial leadership, public speaking, board-level decision making.
The four A's feedback framework she uses with her leadership team: Appreciate, Assess, Action, Align — and how it prevents feedback from crossing into personal attack territory.
Why she believes assertiveness and humility come from the same foundation, not opposing ones — and how saying "I don't know, and here's my plan to close that gap" has enabled her to pivot more successfully than projecting false confidence ever could.
About Ashwini: Head of Motorcycle Development Strategy and Operations at Harley-Davidson Motor Company and President of the Automotive Women's Alliance Foundation (AWAF). She holds a BS and MS in mechanical engineering from the University of Michigan and has spent over two decades in engineering and strategy leadership across automotive and motorcycle industries.

She Won a 40 Under 40 Award and Kept It Private. It Took Her 12 Years to Say Out Loud She Wanted to Be an Executive. People2.0 VP Erika on Self-Advocacy for People Pleasers
She received the SIA 40 Under 40 award. It was a big deal. And she kept it almost entirely to herself. She didn't know how to celebrate it externally without coming across as cocky. She treated it like a private accomplishment. Then she called her former leaders Kip Wright and Sunny Ackerman for advice on how to own it and talk about it. Their response changed how she thinks about her entire career: "Erika, if you don't tell the people around you — your internal sponsors, your mentors, everyone outside — we don't know how to help you get there."
That conversation also came with another realization. It had taken her over 12 years to say out loud, to anyone, that she wanted to become a company executive. Not because she didn't want it. Because the impostor syndrome was that loud.
Erika is VP of Strategic Account Management at People2.0, a SIA 40 Under 40 honoree, and by her own description a recovering people pleaser. She spent most of her early career waiting for leaders to notice her, navigate for her, and tap her for opportunities. It worked — until it stopped working. When she hit a plateau at Manpower, she realized: "If I didn't take those steps on my own, I would have stayed where I was at and probably gone stagnant."
In this episode, she breaks down what changed and how.
You'll learn:
Why she kept her 40 Under 40 recognition private, what it felt like to not know how to celebrate her own win, and the mentor conversation that finally unlocked her ability to speak about her accomplishments.
What it means to hit a career plateau as a people pleaser, and the moment she understood that waiting for others to drive her career was a strategy with an expiration date.
Why she reached out to former leaders Kip Wright and Sunny Ackerman when she was ready to make a move, and why outside perspectives from people who know your results but are no longer your direct managers are some of the most valuable career input you can get.
The 3 criteria she uses to choose mentors and sponsors who will actually move the needle for you.
How she negotiated for work-life balance after years of traveling up to 90% of the time as a mother of two, and why the interview stage is the highest-leverage moment to ask for what you need.
Why data-driven conversations change everything in salary and promotion negotiations: "For the past 24 months, I hit my targets at X amount" is a different conversation than "I think I deserve a raise."
How to talk about your accomplishments in a way that reads as confident and grateful rather than arrogant, including what to do if you don't have formal SMART goals to point to.
About Erika: Vice President of Strategic Account Management at People2.0, SIA 40 Under 40 honoree, recovering people pleaser, and vocal advocate for women owning their career narrative. She has built her career across Manpower and People2.0 in strategic accounts and sales leadership.

She Moved to the US with $800, Changed Her Name to Fit In, and Built a Career at Merck, Oracle, Tableau, and Amazon. Helen on Going From Terrified to Outspoken
Her legal name is Hongyi, which means "the water is deep and wide." When she moved to the United States from China, she changed it to Helen so people could pronounce it more easily. She arrived with $800. She was terrified. At grad school, she barely had to speak. Then she entered the workforce.
Her first significant feedback at Merck: "You need to improve your communication." She was too intimidated to ask what that meant. So she made assumptions, started listening to radio broadcasts during her long New Jersey to Pennsylvania commute, and repeated every word she heard, even when she didn't know what some of them meant. She also completely changed how she structured her thinking: lead with the statement, give details only if someone asks.
Helen is now Head of Data Analytics Partner GTM at Amazon Web Services. She has built her career across Merck, Oracle, Tableau, and AWS, switching domains multiple times from chemist to engineer to customer management to partner sales. In this episode, she breaks down exactly how she got here.
You'll learn:
Why she was too scared to ask her first senior leader what "improve your communication" actually meant, what assumptions she made instead, and how that experience shaped the way she now gives and asks for feedback.
The Oracle account management idea she developed during the 2008 financial crisis, why she had no idea who to pitch it to, and what happened when she decided to pitch it to everyone who would listen: "I talked to anyone and anyone. And it worked."
How that pitching-to-everyone strategy led her to the sponsor who first backed her idea, then backed her career, and why she believes sponsors select you rather than the other way around.
The three factors she attributes to attracting a sponsor: visibility (being seen under pressure), adding value to the sponsor specifically, and consistency doing simple things reliably rather than many things sporadically.
The senior Oracle executive who told her "everything can be simplified into three bullet points" and why that one insight transformed how she communicated with leadership for the rest of her career.
What it actually looked like behind the "fast career" others saw from outside: 15-hour days, PowerPoint decks rebuilt at 4am and still not good enough, and switching domains so many times she felt perpetually behind.
Why she credits letting other people shine and giving credit generously as one of the most underrated career moves she made, and how she discovered it mattered more than she expected.
Her three closing principles: know your superpower, find your passion, and pay it forward because we have all been helped up the ladder at some point.
About Helen: Head of Data Analytics Partner GTM at Amazon Web Services, Helen has built her career across Merck, Oracle, Tableau, and AWS, moving from chemistry to computer engineering to enterprise sales to partner leadership. An immigrant who arrived in the US with $800, she now mentors and sponsors others on the same journey.

She Asked Her CIO for a New Challenge at Lunch. Got a "Poison Chalice" Role. Flew to Japan in December 2019. Beat COVID by Three Weeks. PVH VP Shatabdi on Small Acts of Courage With Big Consequences.
At a lunch with her CIO, she asked a simple question: "Is there a specific role where you need help? I'm ready to take a new challenge, even change my domain completely." The answer was an invitation to lead PVH's global SAP/ERP transformation across Japan, Hong Kong, Taiwan, China, and North America. She had no team in Asia Pacific. She had less than two months to build one remotely from the United States. People in the room called it a poison chalice. She flew to Japan in December 2019, got the team in place, flew home in January 2020. COVID hit weeks later. She had made it by the skin of her teeth.
That is one story. But Shatabdi, VP of Global Application Engineering Services at PVH Corp — home of Tommy Hilfiger and Calvin Klein — believes the more important stories are the small ones. The under-60-second moments. The ones that most senior leaders stay quiet through.
In this episode, she shares both kinds.
You'll learn:
A woman in a meeting quietly mentioned her son kept missing his classes because someone kept scheduling meetings after 5 PM. Shatabdi backed her up in under a minute. That intervention spread into a best practice across PVH's global time zones including Hong Kong and Bangalore.
Why she credits a single direct ask at a CIO lunch for the entire trajectory of her VP career, and what she said that made the difference between getting an opportunity and being overlooked.
How she heard people call her new role a "poison chalice" and responded by using their doubt as fuel: "If my leaders believe in me, I should believe in myself."
What happened when a co-op intern named Christopher walked into her office and told her the access request process could be simplified to save significant man hours — and added that an AI solution could auto-fill the whole thing. She was amazed. She calls it reverse mentorship.
The moment her longtime colleague Brian McGrath introduced her in a room by saying "if she's in the meeting, I know it's going to go positive" — and why that kind of public acknowledgment primes an entire room to actually listen to you.
The "we vs. I" leadership model she uses: collaborative "we" language for collective goals, firm "I" language for deadlines and deliverables. And why learning when to use which one took her longer than developing either.
How she structures team communication across three levels — broad town halls, staff meetings that start with "how's your family?", and one-on-ones where she opens up first about her own week — to build the kind of trust that makes honest feedback land well in both directions.
About Shatabdi: Vice President of Global Application Engineering Services at PVH Corp, the fashion company behind Tommy Hilfiger and Calvin Klein. Shatabdi leads a global team across North America, Europe, Hong Kong, and Bangalore. She previously led e-commerce at Hitachi Consulting and at PVH before pivoting into global ERP transformation leadership.