The conversation around Diversity, Equity, and Inclusion (DEI) has shifted dramatically in recent months. In the United States, we have moved from an era that championed DEI initiatives to one where they are increasingly being restricted or banned. Reflecting on my time at both Cowen and Turbonomic, I am struck by how much the concept of DEI has evolved—and, at times, been misunderstood. I joined Turbonomic with a clear goal in mind: to drive revenue growth by fostering a diverse and inclusive workplace where all employees could learn, grow, and excel together.

I believed then, and continue to believe, that achieving excellence across all areas of any business—from development to sales to post-sales support—requires the best thinking from employees and teams. Research from Frances Frei, Ann Morriss, and many others has demonstrated that the most innovative and effective thinking emerges in cultures that welcome and embrace diverse perspectives, experiences, and ideas. Research by McKinsey and the BCG Henderson Institute’s on corporate success factors has shown that diversity is a key predictor of a company’s future growth. Armed with this knowledge and my practical experience at Cowen, I believed that DEI was strategic imperative at every level of the Turbonomic organization. DEI was never treated as a standalone initiative but as an integral part of our broader business strategy.  Everyone at Turbonomic understood and owned our goals.  If budget cuts necessitated “cutting DEI,” there was nothing to cut.  Our teams embraced it as part of their daily job, be it recruiting, running meetings, or evaluating promotions and compensation.

I firmly believe that fostering an environment where diverse ideas and perspectives are encouraged leads to greater creativity and innovation. Moreover, the best and most motivated talent does not fit into a single mold—it comes from a variety of backgrounds, experiences, and viewpoints. As Frei and Morriss advocate, companies that effectively bring together these diverse perspectives will not only drive innovation but also accelerate revenue growth.

By embedding DEI into our core business strategy, Turbonomic was positioned for long-term success. The real power of DEI lies not in checking a box or hiring to fill a quota, but in creating a culture that values and rewards different ways of thinking—unlocking the full potential of every individual and, in turn, driving business excellence.