“We built the most diverse Cabinet in history—and that wasn’t symbolic,” says Guzman, now pushing private-sector leaders to do the same.
Electing women is vital to a healthy democracy. When women are in office, they bring diverse perspectives, champion inclusive policies and often prioritize collaboration over partisanship. The same principle holds true when appointing more women to leadership roles in the private sector. Unfortunately, women face unique challenges and undue burdens that often prevent full and equal participation in our government and economic systems.
Isabel Guzman previously served as the 27th administrator of the Small Business Administration under President Biden and was the fifth Latina woman to serve in the Cabinet. She cites serving in Biden’s Cabinet, which was majority-women and the most diverse Cabinet in U.S. history, as “humbling” and an “honor.”
In April, Guzman was named chair of the Global Risk Advisory Council. In the new role, she leads over 100 of the world’s top business leaders, entrepreneurs and heads of state to discuss top threats to businesses. The Council just produced its first-quarter Reputational Risk Advisory Index, which identifies key factors that could impact public sentiment and economic and political trends. In 2025, those threats include: AI misuse, defunding of DEI programs and proximity to Elon Musk.
In addition to serving as chair of the Global Risk Advisory Council, Guzman is the founder of Avenida Advisors, a business and nonprofit consulting firm specializing in empowering community leaders with practical solutions.
Guzman recently sat down with RepresentWomen’s digital media manager Ria Deshmukh to speak about her transformative journey through the public and private sectors. This is her first in-depth interview since finishing her tenure as the SBA administrator, providing a multifaceted perspective of life as a woman leader in public service and business development.
This interview has been lightly edited for length and clarity.
Ria Deshmukh: Congratulations on your new role as chair of the Global Risk Advisory Council. Can you speak a little bit about the new report, specifically the kinds of reputational risks most commonly overlooked by business leaders right now?
Isabel Guzman: Thank you so much. It’s just a pleasure to speak with you about such an important topic.
The Reputational Risk Index is a barometer of emerging and evolving reputational threats to companies and organizations that Global Situation Room has launched. I’m very excited about it, because the team does a thorough analysis, and this is a group of crisis experts who are lending their expertise to put forward the most visible reputational issue of the day. The council, which is made up of preeminent leaders, public affairs leaders and former heads of state, analyzes that information and lists some of the top risks.
This quarter was the first quarter ever, and it’s exciting to see this rolled out and really reflect the diverse backgrounds of the members of the council themselves, which cross over a dozen different countries and multiple industries, to really reflect the global view. This index will help leaders gain further insights, especially when it comes to how their companies are being talked about and perceived in the marketplace. It is such a critical factor for companies to take into account.
In the coming months, Council experts from around the world will be monitoring reputational risks related to technology, DEI programs, and geopolitical uncertainties, specifically the shift from traditional U.S. policies and approaches from the Trump administration.
Reputation Risk Index, “Key Takeaways From Q1 2025”
Deshmukh: I appreciate the variety of lived experiences that you’ve included on the council. This is important and also an underdone work. Are there any reputational risks that are exacerbated for women in the business community?
Guzman: I think this is such an interesting question because I would say, almost generally, that there are often different landmines for women to navigate across multiple risks, including reputational risks.
It’s worth pointing out the DEI (diversity, equity and inclusion) issue in particular, and it’s so complex for women today because women have increasingly played a critical role in our economy, in the workforce and in entrepreneurship and innovation across the board.
Of course, they’ve benefited from DEI as firms want and need them on their teams, and as firms looked to be inclusive and strengthen their teams, they brought on women, leveraging these DEI programs, but you know, the idea now is that they somehow have to prove that. The fact that they were worthy to receive any of those positions in the first place has to be countered, and so this is a different situation for women to navigate, in particular. They [women] belong and have incredible value, and I think that women need to continue to be bold about their worth and their value for inclusion.
Deshmukh: You mentioned the key areas of risk for the business community: the prevalence of AI, defunding of DEI programs and proximity to Elon Musk. What do these risks say about what is on the minds of the world’s top business leaders?
Guzman: Leading public affairs executives at firms across the world agree that these are the challenges for business today.
Companies are responding to critical issues in the marketplace, whether it’s macroeconomic issues such as supply chain and shifts, trade volatility or inflationary pressures.
There’s another layer to consider, and that’s this public opinion, public perception that can erode or strengthen companies. The index is a tool to help companies through some of these issues.
For example, I was recently speaking with a leading health industry executive who rolled out an AI-enabled tool for their consumers, and that decision-making was layered with assessing the consumer perception about using AI to deliver what was previously a human experience, a human-driven interaction, along with their deep evaluation of how to communicate this internally and how to bring their workforce along on this issue.
All of those specific strategies and extra effort are needed, as you can contemplate rolling out AI as an example. I do think that’s what can mitigate risk and make people feel more comfortable.
Women need to continue to be bold about their worth and their value for inclusion.
Isabel Guzman
Deshmukh: Would you say that your experience in public service really helped you inform the rules and culture you bring to the Global Risk Advisory Council?
Guzman: Being able to work, build consensus and consider all viewpoints is an important skill set in government and the public sector.
Deshmukh: Can you discuss the reputational risks surrounding the misuse of AI, especially toward women and other minorities? How can the emergence of generative AI intensify existing biases?
Guzman: The bottom line is that you know AI is trained on the data from us, and well, there are of course biases among us, or perhaps challenges in using the data.
AI has its risks, but it can also be so empowering, especially when it comes to the issue of bias. AI is amazing at analyzing large amounts of data—far better and faster than humans—and so to be able to use AI to spotlight bias in databases and systems is amazing. They’ve already attributed AI for identifying and validating some of the biases in pay and facial recognition issues that have been seen in policing institutions or other institutions that use facial recognition.
As companies look forward to implementing AI, they have to consider what data they’re relying on, ensure that it is representative, and have diverse teams to enforce this. Diversity has become a challenging word, but it’s really multiple viewpoints that strengthen teams.
AI is amazing at analyzing large amounts of data—far better and faster than humans—and so to be able to use AI to spotlight bias in databases and systems is amazing.
Guzman
Deshmukh: Prior to being named as the chair of the Global Risk Advisory Council, you started your own consulting firm, Avenida Advisors, and served as administrator of the Small Business Administration. How do these leadership experiences in both the public and private sectors inform your approach to assessing global reputational risks today?
Guzman: When I create organizations or start-up companies, I create the culture and the environment. All of these leadership experiences have really given me more breadth of knowledge and insights into behaviors, in particular, my last four years serving as the SBA administrator really was an opportunity to speak to so many businesses, so many entrepreneurs, founders leading their businesses, and navigating challenges in the marketplace has really sharpened my sense of direction, where firms need to prioritize their focus to be able to deploy and grow.
Bringing those experiences to the council is valuable, as we’re obviously trying to navigate this very challenging time, and you help and inform businesses in a moment of uncertainty.
Deshmukh: You’re the fifth Latina woman to serve in a U.S. Cabinet. What does that milestone mean to you personally, and how do you see it impacting future generations of Latina leaders, both in government and in the business world?
Guzman: I’m so honored to have served in the most diverse Cabinet in history. We actually had more women than men, some incredible subject matter experts and an exceptionally talented group of individuals responding in a time of great challenge during the COVID pandemic.
What’s important about having leaders who look like the incredibly diverse country that we’re in is that many people can imagine those possibilities with [validating] role models. I do think being a part of that in any way is humbling, and it’s an honor.
Deshmukh: Leading an organization as large as the SBA and, now, working with a gathering of more than 100 leaders in the Global Risk Advisory Council requires a lot of compromise. How have your lived experiences shaped your leadership style, specifically regarding managing different opinions?
Guzman: My dad was an entrepreneur. I grew up in his small chain of veterinary practices in different hospitals, and my mother was a teacher.
From my dad, I get this entrepreneurial spirit, agility and change. Being able to adapt quickly is something that entrepreneurs are famous for because they’ve had to pivot and constantly adapt. It also forces you to be curious and open-minded because you have to accept change and be willing to change.
You also have to be curious about what’s possible or what’s next, and be open-minded. I think those things are highly valuable and really define my leadership style.
My mom was a teacher, but I also grew up with her as that “mama bear” who advocated for her children. She gave me a voice in advocacy that helped me generate my [leadership] style, which most people will see as passion, enthusiasm and conviction. I think that if you don’t have that, then you don’t have the determination or grit to really move forward; you have to find your passion. That leadership style of being passionate creates authenticity. All of those things are helpful in managing a team and leading an agency.
Deshmukh: You mentioned earlier that you were honored to serve in the most diverse Cabinet in history, with more women in leadership roles than men. Throughout your career, what differences have you noticed in how women problem solve and the ideas that they bring to the table?
Guzman: Women overprepare. We often do that because we are the first and sometimes the only [woman] in the room. We see excellent subject matter experts because women want to go the extra mile and prove themselves.
The adage is true that women are strong at cultivating talent, and because we want to see others succeed, we feel empowered by others around us having success as well. Highly successful women, you represent those traits, and at a gut level, it gives us strong instincts in managing and leading teams.
Deshmukh: I’ve observed a lot of the things that you mentioned in my career thus far, so it’s fascinating that they remain true in higher offices as well. What barriers did you face in the various leadership roles you have held? How are the experiences of being a leader in the public and private sectors similar? How are they different?
Guzman: I have often been underestimated and, too frequently, have fallen into a trap of being in a defensive position. Those barriers of being underestimated have forced me to become more confident in the moment, more passionate, more reliant on my inner voice and my inner confidence, so I can continue to power through. That’s true across the board, whether it was the public or private sector.
Deshmukh: I believe that someone’s lived experience really informs their decision-making, and having a variety of women make those decisions is essential. Women don’t think their lived experience is enough; I want to tell every woman that you are passionate and you care, and that is enough to be a leader.
Guzman: It’s the little lessons that we learn along the way that strengthen our leadership. I don’t let any of my women leaders say sorry. Moving beyond [being defensive] is where you can truly be empowered as a leader.
Deshmukh: Do you have any words of advice or wisdom you want to share with women and girls considering public service, or seeking high-level business leadership roles like you currently have?
Guzman: Women hold themselves to a higher standard before they feel they’re ready or worthy to be in a role. The most critical moments in my career have been when I’ve taken myself out of my comfort zone. [It is critical] to challenge yourself to take on roles that you’re not imagining yourself in or you think are outside of your skill set.
The other thing is that you can’t ever abandon your values. This is true for businesses and companies—they do better if they’re centered on their values—but also for individuals. Your values are really what guide your passion and leadership.
Deshmukh: It’s so interesting you brought up stepping out of your comfort zone. Within RepresentWomen, it’s colloquially known that women have to be asked around seven times to run for office before they do, and what you said about stepping out of your comfort zone validates that.
Guzman: That’s true.
Deshmukh: What are your aspirations as the Global Risk Advisory Council continues to grow? What about how Avenida Advisors continues to grow?
Guzman: They’re similar because I want to deliver better success outcomes for more executives, more businesses, more organizations, and more broadly to society and the economy. I aim to share my knowledge to power businesses and power our economy.
This is something that the council does with this Reputational Risk Index, and Avenida Advisors does as well. They provide strategic advisory services and consulting to really help organizations, businesses and communities grow.
U.S. research manager Marvelous Maeze, author of RepresentWomen’s upcoming brief, “Virtual Violence: Cyber Misogynoir Targeting Black Women in Politics,” affirms that the reputational threats identified by the Index are indeed imminent, not only for women in the private sector, but also for women in politics.
“Consider the data,” she said. While women of color represent 20 percent of the U.S. population, they hold just 11 percent of congressional seats. More specifically, Black women represent 7.8 percent of the U.S. population, but hold just 5.4 percent of congressional seats. Online, they bear the brunt of abuse—Black women in politics are 84 percent more likely to face abusive [posts] than white women. Meanwhile, at least 36 U.S. states have introduced bills defunding DEI initiatives since 2023, eroding pathways to leadership for marginalized communities. “These threats are not hypothetical. They are tactical.”
“To silence women of color is to dim the mirrors and architects of progress,” Maeze said. “Electing women, particularly women of color, to office is not merely a matter of equity but a cornerstone of a thriving democracy because their lived experiences shape policies that dismantle systemic inequities. Yet, they face uniquely modern barriers: AI-generated deepfakes weaponized to tarnish reputations, coordinated disinformation campaigns and the gutting of DEI programs. Protecting their right to lead demands dismantling digital violence and reinvesting in inclusion because democracy cannot function when its most visionary voices are suppressed.”
Special thanks to Arianna Conte, communications manager at RepresentWomen, for assisting in this interview.
