Daisy Auger-Domínguez has made it her mission to make workplaces more equitable and inclusive.
As the Chief People Officer at VICE Media Group, Daisy oversees human resources, diversity, equity and inclusion, and corporate social responsibility practices.
Her TEDx talk Inclusion Revolution and upcoming book with Seal Press by the same title calls on everyone, from an individual contributor to a CEO, to take on the work of dismantling inequity in the workplace.
Daisy has designed and executed organizational transformations at Moody’s Investors Service, The Walt Disney Company, Google, and Viacom, and founded Auger-Domínguez Ventures, a workplace culture consultancy. A dynamic speaker, writer and advisor, Daisy serves on the boards of Planned Parenthood Federation of America, Brooklyn Children’s Museum, Robert Sterling Clark Foundation, and The 19th.
More from Daisy…
For Daisy, she says networking and meeting all kinds of people is always valuable to her. Even if it won’t always directly impact her job, she finds it important to learn from all different kinds of people just to gain a deeper understanding of different people and different industries.
She tells us:
“I think that there’s value in the networks that I am now part of as the Chief People Officer of Vice Media. I’ve only been in this traditional Chief Human Resources Officer role for about five or six months. So that network is somewhat new to me. My stronger network is in the Diversity, Equity and Inclusion space.
But I’m also part of a lot of different networks of women, networks of professionals from different fields and industries, which I find to be so deeply enriching. Because I’m learning things about being a venture capitalist, I’m learning things about working in industries that I haven’t worked in the past. So I find those networks also really enriching.
I also sit on boards, which is also another really great network of individuals that I probably wouldn’t come across in my day to day, but who are in organizations and are movement leaders and corporate leaders that allow me to be in a place where we have things in common, but where I can also learn from.
So I think you’ll see a pattern from me where I’m always trying to find what is it that I don’t know, that I can learn? And how do I build connections that way?”
