The Legal Department

You’re In The Legal Department, Now What? Building Your Confidence As A GC Deborah Solmor Founder Of Ready Set GC

The Legal Department | Deborah Solmor | Ready Set GC

 

Deborah Solmor worked as a litigator at Skadden Arps and later as deputy general counsel and chief compliance officer of a public company. Despite these 20+ years of legal experience, the General Counsel role was “like nothing I had done in my career.” Finding few resources for women lawyers new in their GC role, Deborah took the unlikely step of building an educational program tailor-made for women GCs and created “Ready Set GC.” Ready Set GC is dedicated to supporting women in their early careers as General Counsel. They provide support, professional development, and a community to help these women reach their full potential. They do this through programs and community-building opportunities in cities across the country. Tune in to learn more about how Deborah and Ready Set GC are helping the next generation of legal leaders.

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You’re In The Legal Department, Now What? Building Your Confidence As A GC Deborah Solmor Founder Of Ready Set GC

I’m Deborah Solmor. I am the General Counsel at Gateway Foundation, one of the largest nonprofit providers of substance abuse disorder treatment. I am also the Founder of Ready Set GC, a program designed to help empower women in their foundational years as a general counsel. In my spare time, I am the podcast host of the EdUp Legal Podcasts. One fun fact about me is secretly, I love flower arranging. I am very good at arranging flowers and it is something that I do to relieve stress. I don’t think most people who know me would believe that.

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In this episode, I have Deborah Solmor. She is the General Counsel of Gateway Foundation, the host of the EdUp Legal Podcasts, and the Founder of an exciting movement called Ready Set GC. Deborah, thanks for being here.

Thank you for having me. I’m excited to be here.

You have so many different ores in the water or irons in the fire. I’m almost not sure where to jump in first but I wanted to talk to you mainly about Ready Set GC, which maybe you could describe. I think of it as a leadership development for new and emerging general counsel.

That was great. I should use that as a tagline. Thank you. Ready Set GC is a program designed for women in what I refer to as their foundational years as general counsel. It’s generally their first three years. The idea behind the program was to bring together women who are starting in this role to create communities of similarly situated women in their local geographic areas and bring together experienced GCs and other senior leaders to help provide some guidance and create conversations. I always say community content and connections are what we’re looking to create with the program.

It’s an amazing service and resource for folks in our roles. Your career path was not educational programs and leadership development for lawyers. You spent twenty-plus years as a litigator at Skadden Arps and transitioned into public company work as a Chief Compliance Officer. I read when you got your first GC role that you described it as, “Nothing I’d ever done in my career.” You had a very exciting and diverse experience as a litigator. What was so different?

It’s interesting when you say that and I must have said that a few years ago but it does hold true. I’m in my sixth year as a general counsel. One of the reasons it was so different is because I don’t think I realized that to be a successful and effective general counsel, a lot of it has very little to do with practicing law. Having been a litigator at Skadden, 5 years in a public company as the Head of Litigation, and then my last 2 years there as the Chief Compliance Officer, I don’t know that that prepared me to step into a role.

We use this mantra, “Strategic business partner,” but to be strategic and be able to issue spot and use my critical thinking skills in a way that I don’t think I use them as a litigator. Maybe a business lawyer would say the transition to GC is a little bit easier or different but as we talk about Ready Set GC, I will tell you that nobody says that.

I’m especially interested because you were Head of Litigation in-house too. That’s an interesting leap. It wouldn’t be such a surprise, would be my bias.

I was thinking about this. Being a Head of Litigation is still practicing law. It’s being in the weeds of the litigation where I handled a lot of regulatory investigations and then being able to make strategic decisions about what to do to manage those matters but then also translate them to your business clients. Your business clients don’t care in litigation about how many debts or if someone is going to file a motion to compel. They want to know what your exit strategy is. “How much is this going to cost me? What does this mean for our business?”

The GC seat is different. It’s not necessarily the blocking and tackling of managing litigation.

That’s a great way to put it. I always like to describe my GC role as on any given day, I have a pie. There are slices of the pie and the sizes of the pie change but generally, one slice is you wear a lot of hats. I look at myself as a lawyer but some days, I’m an accountant. Some days I’m a diplomat. Some days I’m a politician. Some days I’m a therapist. Maybe I was doing a little bit part of the role in my other in-house role but not the way you do it as a GC.

I also think trying to establish and build credibility among a leadership team shares something in common as “business people,” whatever business function they head up. Everybody’s like, “You’re the lawyer,” but most of the time, they don’t want you to be sitting in the room as the lawyer. Sometimes they’re so thankful that you’re there. I found it to be very different and somewhat isolating. I am a social person. I have a large network but I didn’t feel like I had the right network to teach me how to be an effective general counsel.

That must have been an overwhelming and scary experience to have this big role. I always feel like there are a lot of expectations being the GC. I’m not the CFO or the VP of Marketing but I feel like people are looking at you as an expert in the law that governs your company. You have to be a politician and get along with people. You can’t be the Department of No. That can be hard. Especially if you have a team, you need to lead them and give them confidence to answer the hard questions. I talked about this with Joe Schohl in his episode. It can be a lonely role.

I tuned in to that episode and enjoyed it very much. I agree. One of the saving graces for me was that I went from a publicly traded company in the higher education space to a system of nonprofit higher education institutions. I knew the law of the business that I went into. That was very helpful. Trying to be the GC, at least I understood the business that we were in. It’s very highly regulated. I was able to dive right into the issues that they were dealing with and the strategic initiatives that they wanted to think about.

You already had credibility because you knew about the business.

I’ve been in my new role at Gateway and it’s healthcare. I don’t want to go on a live show and say, “I don’t know anything about healthcare.” That’s probably not true but I don’t know healthcare the way I know higher education. I feel like this time, it’s the reverse. I know how to be a general counsel and I’m trying to pick up the substance as I move along.

One other thing I will say I’ve been thinking about a lot lately in connection with Ready Set GC is the title of General Counsel. Is it general because you’re in charge or is it general because you’re a generalist? Sometimes that’s hard to say, “I’m a good lawyer and great at issue spotting but I am not the expert in every area of the law that you are going to ask me questions about.”

That’s important that you’re comfortable sharing that with your clients because I do think there can be a tendency to look at you in the room and say, “She’s smart. She’s the lawyer. She must know.” We can’t know everything. Especially in healthcare with all the technical laws, regulations, and broad reach, it is not possible. It’s good to be able to share that with your team.

Sometimes for women, we tend to suffer from that myth of subject matter expertise. I don’t know that we’re always as comfortable saying, “I don’t know that. Let me find out.” You’re right. It is an appropriate answer to many legal questions that we get asked. In my old role, I used to use the medical example. I used to say, “If you’re having chest pains, you’re not going to see your dermatologist. You’re going to call a cardiologist.” We have dermatologists, cardiologists, and nephrologists like in medicine. You have to be comfortable to say, “I issue spot and see this as something we should look at. I am confident enough to tell you that we need somebody else to get involved and help us.”

Women tend to suffer from that myth of subject matter expertise. Share on X

I want to get into Ready Set GC but something you said also I want to go into, which is you switched in both ways. You switched into the General Counsel role where you didn’t have that experience and then you switched industries. What was harder?

The learning curve is probably going to be a little bit harder on the industry because it’s so highly regulated and there’s so much there. I feel very fortunate that the leadership team at Gateway knew that I didn’t come from a healthcare background. In some senses, maybe it’s easier because there’s no expectation that I showed up and knew all of this. They hired me for other skills that I have. I’m a little bit more frightened about learning a whole new area of the law but maybe that’s a disingenuous answer because if I found the transition to being a general counsel not challenging, I wouldn’t have Ready Set GC. You’re right. Maybe that transition seems like it was a long time ago.

One other resource for you as you’re thinking about healthcare is I did an episode with Brandon Neal, who’s Deputy General Counsel at Walgreens. He went from banking to healthcare. This is generally for the audience. It doesn’t have to be healthcare but he leveraged his outside counsel relationships to do boot camps for him. He leveraged his internal team.

I could see both ways. I do think that’s a common thread, which is getting to a new spot or whatever it is. If it’s a new role or industry, you’re still going to be suffering that insecurity and uncertainty about what you’re supposed to be doing. You hit on something. This isn’t the subject of what we were going to talk about but what bears repeating is building those outside counsel relationships in your roles is crucial and critical.

The Legal Department | Deborah Solmor | Ready Set GC
Ready Set GC: Building those outside counsel relationships in your roles is crucial and critical.

 

I am doing that exact thing. I am sitting in the office of one of my outside counsels out of state where I have meetings to talk about these things. Leveraging those relationships so that they are there, they have your back, and they’re there to help you learn what you need to learn is critical. I’ll tune in to that episode. I live down the street from Walgreens headquarters.

I’m happy to introduce you to Brandon. He’s amazing. Let’s talk about Ready Set GC. I don’t know if part of those programs, you talk about outside counsel relationships. Maybe that’d be a new topic. You’re in this new role as GC. You’re overwhelmed. You don’t have the network or resources to build you up in the role. You decide to start a whole company and programming. That is not necessarily the next step I would have anticipated.

It didn’t start that way. It started more from I was trying to find resources and figure out, “How do I do this?” I’m happy to share some of the things that I did but then I started talking to people. It dawned on me that if I was feeling this way, maybe other people were too. Originally, it was one of the outside law firms that I work with who suggested that they would love to meet some GCs in the Chicagoland area, which is where I live and would be happy to host a lunch.

We could bring some new GCs and maybe some experienced GCs was my suggestion together and talk about these issues. I don’t know. I can’t sit still brain took over and I thought, “I don’t want lunch. Maybe I want a whole day of things.” At that point, I was probably only a GC for six months. When I look back at what the program looks like and what it looked like when I started, I was not a draw. Nobody would come because of me. I wanted the information for myself.

What I ultimately did was say, “Thanks, but no thanks.” I thought, “If they’re willing to sponsor a lunch, maybe I could put together more than one organization.” I used the contacts and connections that I had. I recruited Alston & Bird, Major, Lindsey & Africa, and KPMG. The three of them all agreed to sponsor. In Chicago, it was originally three-morning programs. There were three events in the series and that’s how it started. We leveraged three very well-known and well-established general counsel women in the Chicago area.

Did they have the relationships or did you have the relationship?

I had all the relationships. I have been working with Alston & Bird for many years. I have a good friend and colleague at Major, Lindsey. There was a woman whom I had worked with as my outside counsel. She was a tax lawyer. She left the law firm she was at to go manage the national tax practice at KPMG. She had only been there a minute. I reached out to her and said, “I know this is a crazy ask. You just got there.” She was in DC. She wrote back within three hours and said, “Women helping women, I’m going to figure this out for you.”

She connected me to somebody in Chicago, who all these years later has left KPMG and is at Charles River but sits on my advisory board. Amanda Rigby is her name. She is one of the biggest supporters of Ready Set GC. It’s weird how these things happen. That was it. It was three-morning programs. We got through two of them. The third one we never had because of COVID. We did November of ‘19 and February of 2020. We were supposed to have a culminating cocktail party in May of 2020, which we never had.

The pandemic interrupted you. When did you restart it?

At certain points during the pandemic, we would get together myself and the people who I was working at these three organizations. Originally, we didn’t want to lose momentum. We talked about doing something virtually but then by the next time we got back together, Zoom fatigue had set in. Nobody wants to do anything more on Zoom. You get very excited when you can shut your Zoom off for the day. We took a breather.

Early in 2022, when the world was opening up a little bit more, I put it back on people’s radar screens and said, “What do you think? Should we try and do something?” We decided to host a half-day event, which is a little bit longer in Atlanta. I’ll make a joke, and I hope if any of you Georgians are out there, you don’t take offense at this, but COVID was not as big a deal in Georgia. Atlanta was a great place because we felt like wherever we were in the COVID cycle in the spring of 2022, we would be able to get to the program. We did the program. In April of 2022, I was at Alston & Bird’s offices in Atlanta. We had a wonderful turnout and day.

Is there a structure to the program or certain fundamentals? How does it work? What’s the ultimate goal for your attendees?

With the four programs we have planned for 2024, I would answer the question of structure as yes. That’s developed more from trial and error of things that we did in D.C., New York, Atlanta, and Chicago. The 2024 version of the program is focusing on four discrete areas. One is conversations with experienced GCs. We think it’s important to bring in local GC women who can share their experiences, challenges, and successes, what worked for them, what didn’t, and what advice would they give to new GCs. That’s one area.

The Legal Department | Deborah Solmor | Ready Set GC
Ready Set GC: It’s really important to bring in local GC women who can share their experiences, their challenges, their successes, and what worked for them.

 

The second area is where the concept is clear but we’re playing around a little bit with what’s the most effective way to do this, which is financial literacy. That’s one area where most people who take the GC role haven’t had a lot of training or exposure to that. Suddenly, that becomes critical. Being a litigator, I wasn’t trained in finance. I remember when I was in my deputy GC role, I had lunch with a partner colleague of mine at Skadden.

I said to him, “I want to think about getting a GC role. What advice do you have for me?” He said, “Financial literacy.” I said, “I don’t know a whole lot of that.” I was an Economics major in college, which is funny. Two days later, a box from Amazon arrived at my house. In the box was this book that was 8 inches thick. It’s called accountancy for lawyers or something like that. I meant to look at the book before we got on the show. There was a note that said, “This will come in very handy. I know it looks overwhelming. Try to read one chapter a week.” I started reading it and thought, “I have a lot to learn.”

We’ve done panels where we’ve had Financial Literacy 101 and how to read financial statements. What we found was the range of women in the room, their expertise in financial literacy varied a lot. That kind of a panel wasn’t necessarily tailored to everyone in the room. For 2024, we’re trying something different. For example, in New York, we’re going to have Dana Peterson, who is the Chief Economist at The Conference Board. She spends a lot of her time talking to CEOs and senior leadership.

We’re going to look at what economic issues should you be thinking about and how you think about the financial world to guide your organization. We’re going to try that. That’s number two. Number three is the relationship between the C-Suite and the General Counsel. Going back to my original journey and things that I felt I needed to learn, that was a big one. Yes, I was a deputy GC. I had a team of people. I managed people. How do you build those relationships so that you’re supporting their business initiatives?

I don’t want to say that they like you but they come to you with what their issues are. They view you and your team as business enablers. We’ve done it in two ways. We’ve done a panel where we bring in other C-Suites. In D.C., we had a Chief HR Officer, CISO, and Chief Marketing Officer. They talked about their relationships. I moderated the panel, which was fun. One of the topics was, “You’ve got a room of captive general counsel. What do you want to tell them about how you want to work with them?”

What did they say? Was there any takeaway?

It’s interesting because they all have very different perspectives. The relationship between HR and legal seems to be more collaborative. HR relies very heavily on legal guidance in a lot of areas. From our CISO, it was about not being afraid to ask questions. You’re into all of this technology that we, as lawyers, may not understand. Be open to asking questions, learning, and understanding.

From the Chief Marketing Officer, in my career as a GC, I’ve done a lot of work on the marketing side. Chief Marketing Officers and General Counsels do not always speak the same language and see things in the same way. This is something I learned in my Chief Compliance Officer role. How important it is to understand what the marketing team wants to do and for you as the legal team to explain the why of the guidance that you give?

Whether it’s yes, go do that. If not, let’s look at it in a different way. It’s the why. A big theme that came out of that panel is that people collaborate and work together better when lawyers explain the why. For us, we could look at a problem and know, “This is my gut. This is what we should do,” but if you’re not explaining to your clients the why, your conversations get stymied.

People collaborate better and work together better when lawyers explain the why. Share on X

It’s not an intuitive thing that you would think that you should do. Getting that feedback from the C-Suite was probably helpful.

It was fun. In New York, I did a fireside chat with the former CFO and GC of Revlon. They were wonderful. They had this great working relationship. They’re very different personalities. It was fun to hear them talk about their relationship. They’re going to do a repeat performance for us in April 2024 in New York. I’m excited to have Victoria and Carrie back again.

The fourth topic is evolving. I probably should have a better way to explain it but what it focuses on is authentic leadership. It’s how to be an effective and authentic leader through communication and your personal branding. How do you show up? How do you interact with people? What we found was that the experienced GC panel would end up dovetailing off on that tangent or with questions from our attendees.

What’s an example of one of those issues around authentic leadership?

It’s how you explain your advice, deal with your board, show up in the room, and present yourself such that you are being heard and making a good impact. Also, how you learn to read the room.

Is it like an executive presence?

Yes, some of it is executive presence but some of it is drilling down a little bit more to communication style and reading the room. Some of it also is the challenges that women are facing. One of my biggest goals for Ready Set GC is when we don’t have to have a program that’s specifically geared towards women. Women say, “I don’t need a program that’s geared towards me. I am just a GC. I’m not a woman GC.” We do find that that’s still necessary. Some of it is also focused on some of the challenges for women. We have tried to do a separate panel on that.

Those are the four areas, financial literacy, experienced GC, C-Suite relationships, and authentic leadership. In our D.C. program, we had one additional panel. One of the feedback that we got on our post-event survey was everybody loves the networking time. We’ve taken out one substantive session and expanded the breaks and networking time. We start with breakfast, have lunch, and then end with a cocktail party at the end of the day.

Do you want to get people to have developed networks through these programs as well?

Yes. I had two pillars when I first started. One was to bring women together and have this “content.” The second one was to build communities. That one was a little bit more challenging because I didn’t think I could spend my free time trying to get all these people back together. The Chicago program fell apart because of COVID but we’ve been focusing on that more. In New York, we did a program in January of 2023. In June of 2023, we hosted a cocktail party. We brought people back together.

D.C. is probably the best example. We did a program there in September of 2023. At the program, we said, “We were going to have breakfast together. Details to come.” We did a follow-up breakfast. When I was leaving the breakfast, one of the women who attended the D.C. program said, “I want to host an event and bring this group back together.” She has partnered with one of her outside counsel and we are doing a cocktail party that they are hosting on February 22nd, 2024 for the D.C. group.

That’s my second goal, which is to give them reasons to get together again. We’re going to try something new in the 2024 programs. In D.C., we had a keynote luncheon with Ellen Taaffe, who is a professor at Northwestern Kellogg School of Management. I’m a Northwestern alum. I’d read an article that Ellen wrote about women’s leadership. I cold-called her on an email and said, “Fangirl. I do this program. I’d love to meet you.”

She came to D.C. She had written a book called The Mirrored Door. We got permission from her publisher to do an early release. We bought everyone at the program the book. She did a wonderful fireside chat. For at least New York and the Palo Alto programs, we’re going to give everyone a copy of the book and then about six weeks after each program, Ellen is going to host a virtual book club of her book. She’s wonderful.

The Legal Department | Deborah Solmor | Ready Set GC
The Mirrored Door: Break Through the Hidden Barrier that Locks Successful Women in Place

The Mirrored Door is this idea that you come up to this door that you’re going to open for the next part of your career. You see in the mirror these things that are holding you back reflected in the mirror. It’s a wonderful book. She’s a fabulous speaker and is so supportive of the program. It’s amazing to me how this resonates with people. To your point, I never would have expected that I would form an LLC or have a company, or that people would be sending me these wonderful emails about all this great work that I’m doing.

I wanted to build a network of other women GCs. I am beyond excited about its success but I am truly humbled by the response to it. I’m a litigator. I was not a businesswoman. This is not what I set out to do. I had a conversation with one of my outside corporate lawyers when I was talking about this. He was giving me all these suggestions about things I should do. I said, “I’m not a businesswoman or an entrepreneur.” He said to me, “You had a job where you built a medical school. You are a businesswoman.” I thought, “We did build a medical school, and I did help so yes.”

First of all, it sounds like it didn’t come from a desire to be an entrepreneur. It sounded like it came from a desire to help others, make a contribution, and fill a gap.

It’s a passion project. We have no revenue.

It’s like this show. I don’t make money from this. It’s just rewarding to connect with people like you. I feel like nobody talks about what it’s like to be in the GC chair. If we can help people learn about it, feel better about it, and have resources to be the best they can be at it, I want to do that.

I agree with you. I’m asked sometimes, and I have to give a lot of thought to this, what makes Ready Set GC different from something else that might be out there? When I started my GC role, I was introduced to the Women’s General Counsel Network, which was founded by Jan Kang out in the Bay Area in 2009 or 2010. It’s an email resource group. We had a live conference in October 2024 in Vegas. It was a wonderful resource. I sit on their advisory council, which I love.

Ready Set GC is designed to be geographically centered on small groups of women and has intimate setting. Hopefully, I will succeed at creating these continuing networks and that we will be able to build programming so these women will all stay in touch with each other. I’m excited about our New York program. We have invited all of the women who went through Ready Set GC in January of 2023 come to the cocktail party at the end of the new program. That’s another way to keep people engaged. We don’t charge anybody to come to the event. Everyone who speaks volunteers.

We have a lot of audiences who are in-house or aspiring in-house and some people who are new in their GC role. Is there an application process? Do you have to be nominated? How do you get into the Ready Set GC programs?

I hired these wonderful women at Marketing Collective and we did a brand refresh. www.ReadySetGC.com. There is a place where you can give us your contact information so we can keep you in the loop so you can connect through there. You can follow us on LinkedIn or direct message me. That’s how we’re getting people who are interested in attending the program. When we first started, it was looking to our sponsors. Ready Set GC will arrange all the content, panelists, and speakers. I don’t know the local market in Atlanta for new GCs so we rely on the sponsors to say, “I’ve got clients or I know people.”

It’s great client development. Years ago, I still do a lot of work with McDermott Will & Emery. They put on a program with Harvard Law School. You may know this. They have executive education for general counsel. They put on a two-day program for people who are in a deputy role. They had identified people who might ascend to the GC chair. I thought that was brilliant. What a way to grow stickiness and connection to the firm. You’ve given me something that is so much value and they get to learn about their clients. I’m encouraging other firms that might want to sponsor Ready Set GC.

I will tell you and anybody on the firm side who’s reading that we are talking to several law firms about developing in-house programs so captive audience programs. Ready Set GC, while it might be sponsored by a law firm, we keep it small so it’s not like everybody can attend but it’s not limited to only the law firm’s clients. For example, a lot of the women who are coming to Palo Alto in New York are people through our WGCN network but we are talking to several law firms about a captive event that Ready Set GC will bring the programming for a client event.

A bespoke event, I might say.

One of the firms we’re talking to wants to do GC clients and each client brings a mentee with them or someone on their team, and will split out. There’s a market for that. Anyone reading who would be interested in talking to me about that, I would love to do that. I don’t want to give away my ideas about what programming to be out there but there is an absolute need for this untapped world of deputies. We are talking to one law firm about doing what I will call Ready Set DGC to GC, and exactly that. It’s a different issue.

There is an absolute need for this untapped world of deputies. Share on X

I’ve spoken on a bunch of panels if they want to be a GC and how to get to be a GC. What people are looking for based on the conversations I’ve been having in that role is that they are looking for something more concrete. What I’m trying to figure out is what is it that would resonate that would be more than building skills. I have some ideas but they’re not crystallized enough where I want to throw them out there but there is such a need for that.

Maybe Joe Schohl talked about this. The in-house career path is opaque. First of all, it’s different at each company and it’s not clear if and when you could get promoted to the next level. Do you need to work across the business? Who do you need to know? I do think that there is a market for that content.

One of the biggest challenges for the Deputy GC role is if you want the GC role in your same organization. Even assuming you have a wonderful GC who is helping promote you and with succession planning, how do you transition into that role and be thought of as the GC when you weren’t before? I’ve talked to several people who have said that they feel like they have to go somewhere else because that’s not going to happen. Once you’re in the, “I have to go somewhere else,” then you’re competing with people who are already GCs for your first GC role.

I talked to a woman who was felt stuck in a certain role because of the relationship with the GC and where she was in the company. It’s a very current topic. Deborah, for a year, you’re in different cities. If people want to register or find out more, where can they do that?

I would refer them to our website, ReadySetGC.com. Follow us on Ready Set GC’s LinkedIn page. Follow me on LinkedIn. I would be remiss if I didn’t give a shout-out if it’s okay. I would love to give a shout-out to our advisory board. One of the things that I did when I figured out that there was a market and a need for this was I wanted a brain trust. I have six wonderful women on our advisory board. If you go to our website, you can see all their names and bios listed.

Together, we’re building this. I feel like there’s such a powerful group of women behind this all who are just as interested in giving back as I am. I’m grateful that the program resonates with people but I am also extremely grateful to the women who said, “I want to help you build this.” I am not doing this by myself. That is for sure.

It’s an amazing contribution to women and GCs in the company they serve. Let’s not miss that. To help develop their legal leaders is a benefit to all those organizations, too.

It’s to every woman who has shown up and spoken on a panel for us, and to Sterling Miller, the only male that we have had on the panel. He did a program for us in New York. I couldn’t present the program if other women weren’t like, “I’ll give back.” In addition to the need for the program, it’s the women who are willing to come and give of their time and expertise on a volunteer basis. It is a true labor of love from start to finish. Also, the firms that sponsor us.

The last question that I ask all guests is, what is your pump up song?

My pump up song hands down is Alicia Keys’ Girl on Fire.

Deborah Solmor, thank you so much for being here. It’s been a pleasure. I’ve been in the GC chair for a while so I don’t know if I’m eligible to come to one of those events but I’d love to anytime.

I would love to have you. Thank you for being interested in the program. It means a lot to me to being able to talk about it.

It’s great. Thanks so much.

 

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