This is the first of a two-part series based on an interview with Neal Brown, former Chief of Staff at Women Who Code, currently Director of Portfolio Management at Distribu.td. Originally from Atlanta, GA, she moved to the Bay Area in October of 2014 and is working on her third successful business venture. Through this interview, she hopes to help other budding female entrepreneurs by sharing some of the knowledge she’s acquired throughout her own journey, especially around the theme of empowerment. Whether she was talking about other women in tech, her organization itself, or other team members – everything she does seemed to reinforce it. Interestingly, empowerment was both the cause AND the effect of setting up a 401(k). We hope this interview helps other women entrepreneurs avoid being intimidated by a 401(k) plan, and helps them offer a great retirement plan to their teams, like Neal did.
Thank you, Neal!
In the business of empowering women
Women Who Code (WWCode) is a non-profit dedicated to inspiring women to excel in technology careers. The organization connects amazing women around the globe facilitating networking and leadership opportunities, which help women take their careers to the next level. We believe the world of technology is much better with women in it!
To date, WWCode has produced more than 2,000 free technical events globally, from Hong Kong to Atlanta to Bangalore; garnered a membership exceeding 30,000; and has a presence in 18 countries.
Empowering the business through communication and process
The great work at Women Who Code is enabled by an incredible team of Directors around the globe who volunteer their time and 100% align with our mission statement and core objectives. A large component of my job was to help set these women up for success in their respective cities, and we decided what that success looked like together. It was about making their jobs as easy as possible. I was managing, at any given time, between 80 and 100 volunteer directors — that’s a lot to manage when you work for a global organization. I found though, that keeping communication lines open and checking in once a week with the team quickly catalyzed efforts and, all of a sudden, we were this global force. Managing people is both an art and a science, but when you get it right, it’s a beautiful thing. Time-consuming, but gratifying beyond belief.
Another key aspect of what I did was bring order to an organization that was growing extremely fast. At the speed of light actually. We wanted results and we wanted them yesterday. It was very chaotic at times, but I love putting order into chaos. Introducing processes and building a culture around those processes, looking back, is one of the things I’m most proud of. In the technology space, people go back and build stability into their code, chipping away at technical debt, so why not do the same with your people? Implementing structure builds stability into your DNA or culture. I think that’s another way I empowered the business and the people in it.
Keeping reading here