is a transformational leader with decades of experience steering innovation and growth across healthcare, technology, and finance sectors. Known for her people-first leadership style, Cris has held impactful roles at industry giants such as Philips Medical Systems and EMCOR Group. Her ability to turn complex challenges into strategic opportunities has earned her a reputation as a catalyst for organizational evolution. Cristina holds a master’s degree in industrial relations from the University of New Haven, a certificate in global human resources management from Duke University, and a bachelor’s degree in political science from Trinity College. Her career is guided by a commitment to building inclusive, collaborative environments where individuals and teams can thrive. Cristina Maria Iaboni believes that successful transformation begins with listening deeply, empowering others, and fostering a culture of mutual respect and innovation.

I’ve always been intrigued by systems that serve people—how they work, how they break down, and how they can be improved. Early in my career, I realized that healthcare, technology, and finance all have profound impacts on people’s daily lives. What drew me in was the opportunity to influence those systems in ways that make them more human-centered. Whether it’s improving access to care, streamlining technological adoption, or creating equitable financial frameworks, these sectors demand both analytical rigor and empathy—two traits I’ve tried to bring to every leadership role.

At EMCOR, I helped lead a cross-functional transformation initiative that integrated legacy systems post-acquisition, which required not only technical coordination but emotional intelligence to navigate culture shifts. At Philips, I focused on workforce development and retention, particularly during periods of high labor volatility. I’m proud of how we realigned HR strategy with business goals while keeping employee well-being at the forefront. We built frameworks that didn’t just fill roles but nurtured careers—and that’s incredibly fulfilling.

My studies in political science taught me to view systems holistically, which has been invaluable in understanding organizational dynamics. My master’s level work in industrial relations gave me the technical grounding in labor law, negotiation, and workforce planning. Duke’s global HR program broadened my perspective, introducing me to cross-cultural leadership practices. Altogether, these experiences shaped a leadership style rooted in respect, strategic empathy, and long-term vision.

It starts with intentional listening. You can’t lead people effectively if you don’t understand their values, challenges, and motivations. I prioritize psychological safety in my teams—creating spaces where individuals feel heard and empowered. It also means aligning policies with people, not the other way around. A benefits program, for example, isn’t just a compliance item; it’s a reflection of what you value as an organization. My role is to ensure those reflections are authentic and inclusive.

There’s been a growing acknowledgment that employee experience is directly tied to business outcomes. A decade ago, culture was often an afterthought or a ‘nice-to-have.’ Now, it’s a strategic imperative. Remote work, DEI efforts, and mental health have moved to the forefront, forcing organizations to rethink how they define productivity and success. The pandemic accelerated this shift, and I believe it’s here to stay.

With clarity and compassion. Uncertainty can trigger fear, which is why communication becomes your most important tool. I focus on transparency—even when the answers aren’t all there. People respect honesty, and they’ll rally behind a vision if they feel trusted and supported. I also believe in empowering local leaders within an organization to be champions of change. Top-down models rarely succeed without that grassroots buy-in.

Intentionality, accountability, and continuity. Inclusion doesn’t happen by chance—it requires deliberate policies, regular measurement, and a willingness to evolve. Leadership must model inclusive behavior, and systems need to support it—everything from hiring practices to mentorship opportunities. But it’s also about creating a daily experience where everyone feels they belong. Inclusion isn’t just about metrics; it’s about moments.

I try to lead with humility and openness. My mentoring is less about giving answers and more about asking the right questions. I challenge emerging leaders to articulate their values, define success on their own terms, and cultivate emotional intelligence. I also emphasize resilience—how to bounce back, learn, and move forward with purpose. Leadership isn’t about having all the answers—it’s about creating environments where great questions are welcomed.

Great leaders lead with vision and humanity. They don’t just focus on quarterly results; they build legacies of trust, empowerment, and innovation. They have the courage to make hard decisions and the humility to admit when they’re wrong. They understand that leadership isn’t a title—it’s a responsibility to steward people, resources, and purpose with integrity.

People. I’m endlessly inspired by the capacity of individuals and teams to grow, adapt, and innovate. Every new challenge brings an opportunity to reimagine what’s possible. When I see a team break through a barrier or a young leader step into their power, it reaffirms why I do this work. Transformation isn’t just a business goal—it’s a human one. And being part of that journey is an honor.

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