Terra DeGasperis

I attribute my success to the people who invested in me long before I held leadership titles. Throughout my career, I've been fortunate to have mentors, particularly Kelly Couto and Josie Lewis, who challenged me, advocated for me, and helped me navigate environments where women were often underrepresented. Their belief in me gave me the confidence to take on opportunities that felt bigger than my experience at the time.

Beyond mentorship, I've always been willing to roll up my sleeves and learn. I didn't enter this industry with a grand plan; I grew through experience, curiosity, and a willingness to ask questions. Some of my greatest lessons came from observing both exceptional leaders and leaders whose approaches I wanted to avoid. Each experience helped shape the leader I am today.

I've also never been afraid to make mistakes. In fact, some of my biggest successes came after taking risks that didn't go perfectly the first time. Growth rarely comes from getting everything right. It comes from being open to feedback, learning quickly, and continuing to move forward.

The best career advice I've received is simple: stay curious and keep asking questions.

Early in my career, I assumed that the most successful leaders were the people with all the answers. Over time, I realized the opposite is often true. The strongest leaders are willing to admit what they don't know, seek input from others, and continuously learn.

Another lesson that has stayed with me is that mistakes are not failures; they're opportunities to grow. Some of my most valuable leadership lessons came from situations that didn't go according to plan. Those experiences taught me resilience, humility, and the importance of adapting quickly.

I also learned the value of finding mentors who will challenge you rather than simply validate you. The people who helped me grow the most were the ones who asked difficult questions, pushed me outside of my comfort zone, and encouraged me to think differently. Those relationships helped me build confidence in my own leadership style and taught me the importance of paying that support forward to others.

First and foremost, know that you belong.

I see so many talented women hold themselves back because they feel they need to know everything before they contribute. The reality is that nobody starts out as an expert. Growth comes from being willing to learn, speak up, and engage in conversations even when you don't have every answer.

Don't let imposter syndrome convince you that your perspective isn't valuable. Take your seat at the table. Sometimes that means actively contributing; other times it means listening, learning, and absorbing everything around you. Both are equally important.

I would also encourage young women to seek out mentors and sponsors who will help them stretch beyond what they think they're capable of. The opportunities that have shaped my career most were often the ones that felt intimidating at first.

Most importantly, remain curious. Ask questions. Be willing to take on challenges that push you outside your comfort zone. Confidence isn't something you wait to acquire before taking action. It's something you build through experience.

One of the greatest opportunities in workforce management today is rethinking how people, process, and technology work together to create better experiences.

For years, many organizations focused on solving problems through individual effort rather than structural improvements. Today, there is tremendous opportunity to improve workforce programs through thoughtful process design, automation, operational efficiency, and data-driven decision making. When done well, these changes not only create efficiencies but also improve experiences for employees, candidates, clients, and stakeholders alike.

One example from my own career was creating a centralized onboarding model that transformed a highly administrative function into a specialized team responsible for supporting nearly 30,000 workers annually. It required challenging long-held assumptions and redesigning processes with both scalability and the human experience in mind.

As workforce models continue to evolve globally, organizations that remain agile and willing to rethink traditional approaches will be best positioned for success. The biggest opportunity isn't simply implementing new technology; it's using technology and innovation to create more meaningful, efficient, and people-focused experiences.

Curiosity, integrity, trust, and empowerment are the values that guide both my professional and personal life.

Curiosity keeps me learning. No matter how much experience I gain, I never want to lose the desire to ask questions and understand different perspectives.

Integrity is non-negotiable. I believe trust is earned through consistency, honesty, and doing the right thing even when it's difficult. It's the foundation of every strong relationship, whether with a colleague, client, mentor, or family member.

I also deeply believe in empowering others. As a leader, my goal is not to be the smartest person in the room or the person with every answer. My goal is to create an environment where people feel supported, challenged, and confident enough to step into leadership themselves.

At the end of the day, I measure success less by what I've accomplished personally and more by the opportunities I've helped create for others. If the people around me feel seen, supported, and empowered to grow, then I've done my job well.