How did your career in private equity begin? Did you always have an interest in private equity and talent management?

My career did not begin in human capital or HR. As a senior manager at EY, I was a road warrior consultant focusing on large transformation projects for blue-chip clients. During this time, I had my first child and was struggling with the idea of balancing motherhood and the career I loved. One of the partners I worked with and who was a mentor to me called and offered me an operational leadership role within the firm to develop their “capacity management” processes. Creating and managing the operational supply chain of people for one of the Big 4 professional services companies leveraged my professional skill set of process transformation and enabled me to balance my new role as mom. My foray into private equity began years later on a flight from Chicago to California when I had a fortuitous seat assignment next to a partner from Baird Capital. At the end of the flight, he said that the firm could use someone with my talent management skill set. About six months later, Baird Capital asked me to join the team to establish the Human Capital functional area into their Portfolio Operations team.

What qualities are you currently looking for in board candidates, advisors, and leaders to support GTCR’s portfolio companies? Are there any fields of expertise you find particularly in demand right now?

At GTCR, we build our boards by aligning with the overall strategies of the individual portfolio company. These will vary of course, but a couple of common areas of experience we are seeking are building a business at scale (organic growth) and M&A and integration experience (inorganic growth). We also look for committee experience as a member and chairperson, especially for the Audit Committee. The key executive qualities we look for in support of our portfolio companies are leaders with strong vision, resourcefulness, emotional intelligence and collaboration. We seek individuals with sector expertise aligned with our industry focus in Financial Services & Technology, Healthcare, Technology, Media & Telecommunications and Growth Business Services. 

How are you leading diversity efforts across GTCR and its portfolio companies? How can WBL members support your endeavors?

As head of Diversity and Inclusion for GTCR, I help identify and implement best practices to drive greater diversity across the firm and portfolio companies—focusing not only on attracting diverse talent but also developing, retaining and advancing diverse talent. This includes partnering with organizations that promote diversity, including WBL.

WBL is a strong network for identifying and connecting with exceptional female leadership talent in the healthcare industry that align with one of GTCR’s investment areas. Over the past year, GTCR has added 15 female independent directors across the portfolio and these efforts have elevated the awareness in broadening our networks. As I search for top-notch leaders in the industry, I highly value the referrals from WBL and connections that I’ve made as a result.

Note: WBL is pleased to have worked with Melissa to provide candidates for several board opportunities, and we hope to continue to do so. To be considered for board searches through WBL, please maintain an up-to-date member profile in the WBL portal and keep an eye on WBL’s board postings.

The past year put conventional expectations for employers and employees alike to the test. How are executive recruiting standards changing in response?

Even before the tragic events of the last year, businesses had begun to recognize the importance of a diverse and inclusive work culture. Understanding the value that comes with diversity of experience, culture, race, ethnicity, gender and sexual orientation, more companies are putting D&I intentions into action—and I believe this business imperative will become standard practice.

There’s no doubt that the pandemic has influenced executive recruiting during the last year, and many of the changes are here to stay. As we all become better at making meaningful connections virtually, a hybrid approach of virtual and in-person interviews and hiring will continue. While in-person connections cannot be completely replaced, Zoom interviews have made the interview processes more efficient, while still effective— and have reduced the reliance on travel.

Personally or professionally, what might the WBL network be surprised to know about you?

When I graduated from undergrad, I spent the summer backpacking through Europe the year the Berlin Wall had fallen. For 5 Deutch Marks, I rented a chisel and hammer and chipped away this incredible barrier and saved several pieces of the Wall. As a long-time international traveler and business person, this remarkable experience and souvenir has been very symbolic for me. When I watch or read about this event, it’s surreal to know I was a small part of these world events.