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Julia was previously an account manager at Conde Nast and an executive assistant at Compass.

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As M13's community program coordinator, Samantha aligns with M13’s commitment to creating an inclusive community through authentic experience, dedication to innovation, and creativity. Samantha was previously the development associate for outreach and programming at Rockefeller University.

Samantha Hughes

Operator

As M13's community program coordinator, Samantha aligns with M13’s commitment to creating an inclusive community.

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Samantha Hughes | M13

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As M13's brand project specialist, Generra brings her experience in operational excellence and community building from her previous time at The Knowledge House, a tech non-profit. Prior to that, Generra led project management, from enrollment and ops to data management, for Newark Public Schools. 

Generra Rodriguez

As M13's brand project specialist, Generra brings her experience in operational excellence and community building from her previous time at The Knowledge House, a tech non-profit. 

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Generra Rodriguez | M13

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As a partner and head of operations, Lizzie leads the Propulsion team that helps propel our founders’ businesses forward. She was previously the COO of sneaker marketplace GOAT Group, CMO of Gilt Groupe, and founding partner of Brilliant Ventures.

Lizzie Francis

Partner

As a partner and head of operations, Lizzie leads the Propulsion team that helps propel our founders’ businesses forward. She was previously the COO of sneaker marketplace GOAT...

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Lizzie Francis | M13

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Erik is M13's accountant and has a vast background working in tech companies and the applications used in accordance with GAAP for reporting. Erik was previously an accountant at Glamsquad and Stella Connect, which was acquired by NYSE listed Medallia in 2020, which gave Erik the opportunity to oversee the finance integrations of the two companies. 

Erik Grant

Erik is M13's accountant and has a vast background working in tech companies and the applications used in accordance with GAAP for reporting.

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Erik Grant | M13

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Feven was an investment analyst for KingsCrowd while simultaneously receiving a certificate from Cornell’s Women and Entrepreneurship program, where she focused on the start-up ecosystem for minority groups.

Feven Solomon

Investor

Feven was an investment analyst for KingsCrowd while simultaneously receiving a certificate from Cornell’s Women and Entrepreneurship program, where she focused on the start-up...

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Feven Solomon | M13

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As a member of the investor relations team, Talitha has worked with the team to build the IR systems at M13 from the ground up. She was previously the quality control and administrative assistant for the accounting and assurance department of Lindsay & Brownell, LLP.

Talitha Wright

As a member of the investor relations team, Talitha has worked with the team to build the IR systems at M13 from the ground up. She was previously the quality control and...

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Talitha Wright | M13

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Sarah was previously the VP of marketing and investor relations at Arlon Group and has served in IR roles at StepStone Group and Citi Private Equity. She is a public company board member, co-founded the Sustainability Investment Leadership Council, and has served on numerous non-profit boards.

Sarah Tomolonius

Sarah was previously the VP of marketing and investor relations at Arlon Group and has served in IR roles at StepStone Group and Citi Private Equity. She is a public company...

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Sarah Tomolonius | M13

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A people operations analyst, Rita was previously the owner and operator of Street Beatz Dance Company. Prior to that, she held the roles of internal annuity specialist and registered client associate at Merrill Lynch.

Rita Serrano

A people operations analyst, Rita was previously the owner and operator of Street Beatz Dance Company. Prior to that, she held the roles of internal annuity specialist and...

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Rita Serrano | M13

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Morgan spent five years in investment banking at Morgan Stanley. She worked on a presidential campaign, at Bloomberg Philanthropies and consulted for start-ups in the political media space.

Morgan Blumberg

Morgan spent five years in investment banking at Morgan Stanley. She worked on a presidential campaign, at Bloomberg Philanthropies and consulted for start-ups in the political...

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Morgan Blumberg | M13

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Latif manages the overall investing strategy for the firm and has led numerous deals across money and health verticals with a large focus on web3. He was previously the managing director at Virgin Group where he led investing in the Americas including investments in Ring (acq. by AMZN), Slack (NYSE: WORK), Virgin Galactic (NYSE: SPCE), and Virgin Orbit (NASDAQ: VORB).

Latif Peracha

As M13’s general partner, Latif manages the investing strategy for the firm and has led numerous deals across money, health, and web3 verticals. He was previously a managing...

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Latif Peracha | M13

__At M13, I have a dynamic role__ that includes everything from assisting our founders, with any of their business-related needs, to collaborating on the events side and managing our operating system.

 __I’m here to support the Executive team as a whole,__ creating efficiencies where I can and stepping up to make sure that everyone on the team is freeing up as much of their capacity as possible to collaborate with our unbelievable founding teams.

 __My past experiences working at Allure__ really showed me the type of work environment I thrive in: one with high morale and a shared energy, where employees are both encouraged to be their authentic selves and challenged to be their best. It became clear to me from the very start that M13 had this kind of culture that they were a we-based company, not an I-based company.

 __In my prior role, I had the unique experience of partnering with brands from many different industries,__ each with different wants, needs, and work styles. Every new client meeting or interaction was a lesson in what makes people tick and how we could flexibly deliver the things each brand wanted out of their partnership with Allure. This experience has been invaluable as I’ve moved to M13, reminding me that there’s no such thing as a “one-size-fits-all” solution.

 __Everyone at M13—from the interns to the Managing Partners—cares about each person’s success__ and appreciates everyone’s part in creating an amazing legacy for M13. This was all very clear to me from the beginning and is part of what made me so excited to join the M13 family.

 __My best advice?__ Don’t focus on too many things at one time. Your attention is a resource, and it’s more powerful when you don’t spread it too thin.

Julia Daniel

Mission Control

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Julia Daniel | M13

From the start, M13 has encouraged a culture of diversity, equity, and inclusion (DEI) through training, tracking diversity stats, and sharing best practices on [psychological safety](https://m13.co/adam-grant-why-startup-founders-should-normalize-asking-for-help/). So in the spirit of developing more leaders, we decided to create an employee resource group (ERG) for the women at M13. 
According to [LifeLabs Learning](http://lifelabslearning.com/), “[ERGs] can increase employee engagement, productivity, candidate interest, and retention while leading to business innovation and growth.” 
Our goal was to create a safe space where we could share personal experiences and learn about one another. We also hoped the group could serve as an opportunity to be action-oriented and discuss how to address challenges that we face both in and outside of work. 
Once we made the decision to start the group, we needed to figure out a meeting format. I imagined a version of our #m13girls Slack channel—a safe space for everything from complaining about wearing bras and discussing which face moisturizers we like best to sharing interesting articles (and memes!) about women who inspire us. 
Over the past year or so that our women’s group has been running, we’ve tried out different formats and adapted to working remotely during a pandemic. Through trial and error, we’re still figuring out what seems to work best for us. 
Below is a quick step-by-step guide on how to start a women’s group (or any ERG) at your company: 
## Step 1: Choose a fearless leader (or leaders!) 
It has been crucial for our women’s group to have one or two women in charge of owning the agenda and maintaining the cadence of the meeting. With how quickly calendars fill up these days (hello, nonstop Zooms!), we’ve found it necessary to have someone leading the charge and making it a priority to get these meetings on the calendar on a monthly or bi-monthly basis. 
Having a few leaders can also ensure continuity and momentum in the event one leader moves on from the company. (My colleague Marie and I inherited leading our women’s group from a woman named Scout, who helped us get started in 2019.) 
## Step 2: Pick a topic for every meeting
We’ve found that having a specific topic can set the tone for an impactful meeting, even if we end up talking about something completely different. It’s helpful to send out relevant articles on the chosen topic in advance of the meeting to make for an even deeper conversation. 
Some examples of topics we’ve used include:
* **Covering:** [Deloitte defines](https://www2.deloitte.com/us/en/pages/about-deloitte/articles/covering-in-the-workplace.html) covering as “downplaying certain aspects of one’s identity” in the workplace. Covering can take the form of being appearance-based, affiliation-based, advocacy-based, and association-based. This topic is broad and can easily be extended to a more general DEI group. 
* **Negotiation and the wage gap:** Women who ask for a raise are twice as likely to get one as women who don’t, according toLeanIn.org and McKinsey & Company’s [Women in the Workplace 2020](https://wiw-report.s3.amazonaws.com/Women_in_the_Workplace_2020.pdf) report. So why aren’t we asking? We covered the still prevalent wage gap (as of 2018, women made 82 cents for every $1 earned by men of all races), and ended with an action-oriented slideshow of tips for negotiating and getting what you want.
* **Burnout and the effects of quarantine:** As the wild year that was 2020 came to a close, we knew we’d be remiss if we didn’t take the time to reflect as a group on the challenges we’ve faced and how we were coping, both personally and professionally. For this topic, we opened the floor for discussion almost immediately after asking, “How has COVID-19 and quarantine affected you?” 
We had follow-on questions prepared, but we ended up spending the full hour on just this question. It was beautiful to see almost every woman in the group, ranging from a new mother to a caretaker of her mother, speak up on how this “new normal” has impacted them. Women who had previously spent time working from home offered helpful tips on staying sane and developing a rhythm of working that incorporates self-care. Making time to trade coping strategies and support made it one of the best meetings to date. 
## Step 3: End on a positive note 
During the hour-long sessions, it can be easy to lose track of time. We’ve found ourselves on more than one occasion having to hurriedly wrap up what are often deep and vulnerable conversations in the last five minutes. We don’t recommend it! 
Having a timekeeper and saving at least 15 minutes to wrap up the discussion and agree on action items and key takeaways has been vital in making sure we all leave the meeting feeling a little lighter not heavier. The goal of these conversations is to be candid and conversational, but a little structure is highly recommended. 
## Step 4: Bring learnings and action items back to the broader team
To make sure we’re still being inclusive and in the spirit of transparency, we’ve made it a point to bring the key takeaways from the women’s group back to the rest of the organization. The last thing we want is for the women’s group or any ERG to create silos across the team. Highlighting what was discussed and any action items has been vital in getting buy-in from Leadership and implementing changes across the organization. 
According to [Forbes](https://www.forbes.com/sites/rebekahbastian/2019/02/11/how-to-foster-workplace-belonging-through-successful-employee-resource-groups/?sh=1730c969dc73), “Effective ERGs provide a centered space for the communities that they support, as well as opportunities for allies to get involved, build community, and learn about how to support the group. The more people that are actively involved in ERG efforts, the more impactful the groups can be for employees and the business.” 
An example of this came from our women’s group discussion on burnout and the effects of quarantine. Many women expressed feelings of guilt or shame in asking for time off during this time. The feeling was, “Well, we aren’t allowed to travel or go anywhere so it doesn't really make sense to ask for time off.” 
After the meeting and with the group’s blessing, we brought this to Leadership’s attention and an announcement was made in the following all-hands meeting encouraging all of us to take PTO (paid time off). Even if we were just staying at home, the importance of self-care and mental health breaks was validated across the team. 
With these tips in mind, we hope that you too can help widen the DEI lens at your startup and provide a safe space for your team to build community. 
_For more tips on launching an employee resource group at your startup, check out LifeLabs Learning's playbook and M13's DEI guide:_ 
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</center>
<GuideBox id="building-diversity-equity-and-inclusion-into-your-startup" />

Consider these four steps when launching an employee resource group at your startup. 

M13's female-identifying employees get together on a Zoom call and smile for a screenshot photo.

What I've Learned from Leading a Women’s Group

Lessons from Leading a Women’s Group

Learn how starting a women’s group (or employee resource group) widened the diversity, equity, and inclusion (DEI) lens at M13, a venture capital firm.

Julia Daniel

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Lessons from Leading a Women’s Group

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