Christi Doporto, MA, PHR, ACC

I attribute my success to having a broad range of experience across multiple industries, combined with a commitment to continuous learning and professional growth. Throughout my career, I have pursued advanced degrees, certifications, and specialized training in organizational development and coaching, which have strengthened both my expertise and leadership capabilities. I also believe my ability to connect with executive leaders, understand their challenges, and communicate in a way that aligns with business objectives has been instrumental in building trust and creating meaningful impact.

One of the most influential pieces of career advice I received was when someone told me they believed I would make a strong coach. That encouragement prompted me to pursue certifications in executive and life coaching, which ultimately expanded my professional path in ways I had not initially envisioned. It reminded me of the importance of remaining open to feedback and opportunities for growth, even when they lead in unexpected directions.

I would encourage young women entering this field to intentionally build and nurture their professional networks, because relationships and connections are invaluable throughout a career. It is also important to develop a confident and authentic professional voice, especially in leadership environments where your perspective matters. Finally, I believe adaptability is critical — particularly as technology and AI continue to reshape industries — so I encourage continuous learning and reskilling rather than viewing change as something to fear.

I think the challenge right now that everyone's seeing is the adoption of AI into the workplace and how it's displacing a lot of people. The question is, how do we redefine the way we work? I see AI as a tool to work smarter, not harder, and not necessarily to displace a lot of people. I can see how it can displace tasks and jobs, but if you structure your work and what has to be done in your department, you can figure out who will be doing what. I've worked for enough companies to say that there's always so many projects and things that need improvement that just get set to the side because you don't have the time. I challenge corporations to really take a look at how to leverage AI without necessarily laying off 20% or 10% of your workforce. Let's look at who's doing what, how it's getting executed, and how you're going to leverage AI to get some of this other work done. Can you justify still keeping your employees and getting those other projects done to stay competitive? Someone has to know how to use the AI. If I don't know how to write the prompt or what to do, then it doesn't work. There still has to be a human that has to access it and do something with it. AI is a way to work smarter - I can do things so much faster that would have taken me two or three days.

The values that matter most to me are centered around servant leadership, integrity, and people-first practices. I believe strongly in supporting, educating, and protecting employees while creating environments where individuals feel valued and empowered to succeed. Both professionally and personally, I strive to lead with empathy, build meaningful relationships, and contribute in ways that positively impact the people and organizations I serve.