Leading with Heart: Meighan Hackett Poritz On The Power of Authentic Women’s Leadership
An Interview With Pirie Jones Grossman
Empowering Future Female Leaders: Authentic female leadership serves as a powerful source of empowerment for the next generation. In the alumni role of my Mentorship Program, female graduates play a crucial part in mentoring younger students. Their authenticity and relatability as recent graduates inspire confidence in younger female students, demonstrating that authentic leadership is not only achievable but also essential for creating a positive impact.
In today’s dynamic world, the concept of leadership is continuously evolving. While traditional leadership models have often been male-dominated, there is a growing recognition of the unique strengths and perspectives that women bring to these roles. This series aims to explore how women can become more effective leaders by authentically embracing their femininity and innate strengths, rather than conforming to traditional male leadership styles. In this series, we are talking to successful women leaders, coaches, authors, and experts who can provide insights and personal stories on how embracing their inherent feminine qualities has enhanced their leadership abilities. As part of this series, we had the pleasure of interviewing Meighan Hackett, Managing Director of The Learning Forum.
As the Co-Founder and Managing Director of The Learning Forum, Meighan Hackett Poritz plays a pivotal role in leading confidential peer learning within a high-trust network of senior executives. She facilitates peer learning within a network of F500 and FTSE 100 companies and key government organizations. Her company, The Learning Forum, leads forums across various domains such as Innovation, Foresight, Talent Strategy, Leadership Development, Enterprise Learning, Workforce Analytics, Digital Learning, Skills-Based Talent Strategy, and AI Strategy. Meighan’s leadership style transcends traditional networking roles, emphasizing trust, collaboration, and continuous learning. With a Bachelor of Science from Cornell University and an MBA focusing on Sustainable Business Practices, she brings a wealth of educational and professional expertise, having honed her skills in enterprise-wide learning solutions during her tenure at Coach Inc. Beyond her professional accomplishments, Meighan’s resilience shines through her completion of an Ironman triathlon, raising $10,000 for blood cancer research, and embracing the joys and challenges of motherhood with two energetic daughters.
Thank you so much for joining us in this interview series. Before we dive into our discussion about authentic, feminine leadership, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Certainly! Before delving into our conversation on authentic, feminine leadership, allow me to share the backstory that shaped my specific career path. My journey began in high school as a lifeguard, rooted in a passion for helping others. This ethos continued through college as I volunteered as a girls’ youth basketball coach, where I imparted fundamental skills to the next generation.
After graduating from Cornell University (B.S. Industrial and Labor Relations) I transitioned to the corporate world and gained experience as a Paralegal at a renowned law firm in NYC, supporting attorneys in handling employment-related legal matters across myriad cases. This laid the legal groundwork in employment law, the world of work, and my understanding of several different industries for my future endeavors. Venturing into consulting, I worked at Learning Design Network, developing customized learning programs for organizational strategic alignment. Accelerating understanding and alignment of strategic concepts across a global workforce is often needed after mergers and acquisitions, large-scale change implementations, cultural integration as well as internal/external behavioral branding. In this position, I collaborated in leading cross-cultural trainings for AMD, Humana, Johnson & Johnson, Levi Strauss & Co., Vanguard Health Systems.
My path then led me to Coach, where I specialized in designing enterprise-wide learning solutions on the Global People and OD Team. This involved building professional skill sets, delivering global initiatives in Organizational Design, Change Management, and Team Effectiveness, and supporting leadership development programs. A highlight of this phase was supporting the Finance MBA Graduate Development Program, where I supported an action learning project designed to accelerate critical leadership skills essential for future growth and success.
The transition to leading a member-driven networking organization was a natural progression. Drawing on my diverse experiences, I now facilitate peer learning within a high-trust network of senior executives, emphasizing themes of collaboration, continuous learning, and the development of a global professional community. This journey reflects my commitment to continuous learning, mentorship, and fostering growth at every step.
Can you share the most interesting story that happened to you since you started your career?
To ensure a successful Learning Forum business, a key responsibility in my role is to ensure our members are well-informed about the latest trends, topics, and technologies. This is achieved through organizing in-person Council meetings where compelling insights, stories, and urgent needs often come to light.
In 2007, one of our Councils was hosted by The Institute for Creative Technologies (ICT) in LA and we had the opportunity to explore Virtual Reality (VR) and Augmented Reality (AR) well before the Oculus headset hit the market and became a household name. The walls of ICT seemed to hum with the promise of groundbreaking discoveries as our members eagerly embraced the chance to delve into the uncharted territories of VR and AR. This experience not only provided early access to VR headsets but also foresaw future applications, especially in the potential for diversity training. The immersive experience allowed individuals to step into “someone else’s shoes,” fostering empathy and understanding in ways traditional training programs could only aspire to achieve. It was a glimpse into a future where technology became a conduit for building bridges of compassion and breaking down barriers.
But the adventure didn’t stop at VR and AR; our exploration extended to the realm of Artificial Intelligence (AI)-driven simulations for training purposes. Witnessing the seamless integration of AI into realistic scenarios left us in awe of the potential for revolutionizing how we prepare individuals for complex challenges. The marriage of AI and simulation promised not just innovation but a paradigm shift in how we approached learning and skill development.
Being consistently immersed in these cutting-edge advancements is a significant highlight for all our meetings and brings value to our members. The sense of anticipation, the thrill of uncharted territories, and the foresight to envision the practical applications of technologies add a distinctive “cool factor” to our offering. We aim to provide member experiences that not only expand their understanding of technology but also shift the way they perceive the future.
During the fall of 2023, our Innovation and Foresight Council convened at the heart of technological innovation in New York City. The first stop on our itinerary was the Microsoft Garage, a space where projects in various stages of development were not just displayed, they were available to engage with. Our members huddled around prototypes, tweaking and refining ideas that seemed to blur the lines between imagination and reality.
One standout project caught our attention — an AI-driven system designed to enhance workplace collaboration. As we engaged in discussions with the brilliant minds behind the concept, it became apparent how artificial intelligence was not just a tool but a transformative force, capable of reshaping the very fabric of how we work and interact.
The following day meeting was held at Google Labs, a fascinating juxtaposition to our experience at Microsoft Garage. Here, too, we had the opportunity to learn from visionary engineers and scientists, immersed in projects that ranged from machine learning algorithms to quantum computing experiments. The synergy of brilliant minds collaborating on the cutting edge was palpable.
A standout moment occurred when we witnessed a live demonstration of a collaborative AI project between Google and a client. The room buzzed with excitement, questions, and a healthy dose of skepticism as the integration of human intelligence and machine learning unfolded before our eyes. It was a testament to the power of co-innovation — a symbiotic dance between tech giants and their partners to unlock new possibilities.
Armed with newfound insights and a renewed sense of purpose, our Innovation and Foresight Council members returned home, eager to apply what they learned.
In 2005, we took our CHRO Council to visit the Army National Training Center at Ft. Irwin in the Mojave Desert. About the size of Rhode Island, Ft. Irwin is a hub for intensive Army training, where daily After Action Reviews (AAR) are conducted to foster continuous improvement. During our visit, we observed a unit engaging in the AAR process following some errors. The Chief Human Resources Officers (CHROs) were notably impressed by the effectiveness of this learning method. One CHRO shared that the experience motivated him to return to the factory floor, engaging in more frequent conversations with frontline workers.
What do you think makes your company stand out? Can you share a story?
Unlike so many member organizations, The Learning Forum is a true practitioners group. For over 25 years The Learning Forum has been a platform for confidential peer learning within a high-trust network. Through our Executive Councils, senior leaders from prominent global corporations and government entities exchange valuable insights and experiences. Engaging in cross-industry conversations keeps us in a constant state of growth, fostering new connections, and inspiring innovative ideas and solutions.
A remarkable aspect that sets our company apart is the collaborative spirit among our members. A compelling story that highlights this is when several of our members recognized a common need for research projects. Rather than each firm independently spending $250,000 on separate projects, they came together and jointly funded a shared research initiative. With 10 firms contributing $25,000 each, they successfully conducted the same comprehensive research at one-tenth of the original cost. This collaborative approach not only showcased the unity within our community but also demonstrated our commitment to efficiency and value.
Another aspect that distinguishes our company is the synergy among our members, particularly in utilizing HR software tools. Recognizing the shared use of similar tools, we have established several subgroups specifically dedicated to each vendor. These subgroups serve as platforms for members to delve deep into the intricacies of optimizing these tools, allowing them to share valuable insights and strategies. By fostering collaboration within these subgroups, our members not only enhance their proficiency in using the tools but also exchange ideas on how to garner better support from the respective vendors. This proactive approach to knowledge-sharing and problem-solving further strengthens the bond within our community and contributes to the overall success of our members.
The most recent example is from the summer of 2023 when a Chief Learning Officer and one of our Council members, approached me and our team with a list of ten systemic problems facing the Learning and Development industry that he has been frustrated with for decades. The Learning and Development industry is where we’ve seen a constant search for new trends, tools, frameworks, and technologies. Despite the apparent innovation, his big question remains: Are we really seeing improvements in learning outcomes?
Together, we swiftly launched an intuitive called CLO LIFT (Chief Learning Officers Innovating for Tomorrow) within our existing CLO Council Network to collaboratively tackle these issues as practitioners and peers. Over a series of virtual meetings, we honed the problem statement to “The CLO LIFT initiative represents a concerted effort by professionals within the learning and development sector to reclaim the mantle of intellectual leadership within their domain. Throughout its history, the field of L&D has been characterized by a continuous influx of novel trends, prognostications, frameworks, methodologies, trends, tools, and technologies. While these innovations have ostensibly propelled certain advancements, their efficacy in significantly enhancing actual learning outcomes remains ambiguous and undefined.” The goal is to propel the L&D industry toward greater impact and strategic relevance in the face of rapid technological advancements as well as foster a more cohesive, impactful, and sustainable learning ecosystem. After a vote on the original ten issues, the CLO LIFT participants moved forward with addressing their top three fundamental challenges. In short, the following three were selected because they are broadly relevant, essentially neglected and overlooked, still unresolved, and complex and hard to figure out. 1) The challenge of governing learning within an organization to ensure strong strategic alignment, optimization of resources, consistency and predictability, and quality assurance of the learning products that are deployed into the organizational marketplace. 2) The challenge of surging a skill, defined as making a material impact on skill supply on an accelerated timeline, can frequently meet barriers and challenges. 3) The topic of value for time invested in learning, advocating for a standardized and universally accepted framework for substantiating and articulating the business case for learning. They should be able to articulate the cost of the time they will be consuming and what return the organization should expect on that investment. Absent such a structured approach, each decision concerning time allocation is susceptible to being treated as an ad-hoc assessment, potentially and very likely encountering resistance within the organizational decision-making hierarchy.
The benefits of solving big problems together
In summary, the CLO LIFT initiative aims to instigate a paradigm shift within the learning and development sphere by urging a reevaluation of the industry’s relentless pursuit of novelty, emphasizing the necessity for standardized practices, and advocating for a more foundational approach that transcends the allure of constant cyclical innovation to address the deeper-rooted impediments hindering substantial progress in enhancing learning outcomes and bridging the pervasive skills gap.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1. The belief that anything is possible
One defining aspect of my journey is the unwavering belief that anything is possible, coupled with perseverance, especially during challenging times. This trait came to the forefront during my participation in an Ironman competition. Facing formidable physical and mental hurdles, the determination to overcome obstacles and sheer perseverance allowed me to complete the race with a smile! It taught me that with determination, grace, and a genuine support system, even the most daunting challenges can be conquered.
2. The Curious Advantage
Embracing curiosity as a trait has been a cornerstone of my success. This innate, insatiable desire to learn, explore, and understand has been a guiding force and opened so many doors.
Over the past year, I found myself faced with a complex project at work that demands an understanding of emerging AI technologies. Instead of shying away from the challenge, I embraced it with a curious mindset. I delved into research, attended workshops, and sought out experts in the field to expand my knowledge base. This set the stage for a new direction in my career, launching a business offering focused on AI Strategy within global organizations. This carefully vetted network of senior executives committed to developing and deploying AI strategies aims to address several important questions to effectively manage risks and ethically harness the power of generative AI. In this forum, members learn from each other’s successes and challenges, exchange valuable insights, explore emerging tools, discuss practical use cases, and hear from thought leaders to enrich the conversation.
This pattern of embracing curiosity has repeated itself throughout my professional and personal life. Whether it was learning a new skill, understanding a different perspective, or exploring a novel industry, the curiosity-driven approach has consistently broadened my horizons. It’s not just about acquiring information; it’s about embracing the unknown, being comfortable with ambiguity, and seeing challenges as opportunities to grow.
3. Bring out the best in others
Fostering an environment where individuals thrive has been integral to my leadership approach. Whether it’s inspiring healthy habits, instilling confidence through praise, sending handwritten thank-you notes, or celebrating both big and small accomplishments, the focus has always been on bringing out the best in others. One memorable instance was when a team member achieved a significant milestone. Recognizing and celebrating their accomplishment not only boosted their morale but also reinforced a positive and collaborative team culture.
4. What if we made a decision to forgive ourselves and let go of what others think?
I believe that if we choose to forgive ourselves and release the weight of others’ opinions, it opens up opportunities for personal growth. Every woman should seek out her own outlet for self-discovery and development. For me, movement is one of those outlets, giving me the power to reset and begin anew. Whenever I feel stuck in self-doubt, I turn to physical activity like running or joining classes with like-minded individuals, where I find inspiration and regain my sense of self. To thrive both professionally and personally, women need to cultivate a supportive community that anchors them and seek out sources of inspiration to navigate daily obstacles. Within these circles, they can let down their guard, explore their vulnerabilities and strengths in a safe environment, and discover a deep sense of belonging.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
I think these last couple of years have really taught us a lot about our relationships with each other — and — our relationship with the world around us. We’ve been asked to change our ways of living in service of our individual as well as collective health and I think that has caused quite an awakening. We are all now more aware of opportunities to reflect on what kind of life we want to be living, who we want to work with, what kind of work they what to do and when, and most importantly to The Learning Forum, how they want to develop and grow professional relationships throughout their career.
Leaders now face a challenging decision whether to implement a remote work policy or maintain the traditional in-office structure. For us, the decision-making process involves thoughtful consideration of various factors and open discussions with Council members to understand their concerns and preferences. In the end, we opted for a hybrid model that allows those members with health risks and budget constraints to meet virtually once a month and 2–3 options for members to meet in person throughout the year. The ongoing reflection on the evolving needs of our members has become an integral part of my leadership approach.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Can you share a personal experience where embracing your unique leadership style, which might not align with traditional expectations, led to a significant positive impact in your organization or team?
Humpty Dumpty puts Herself Back Together Again and Again
This experience traces back to my recovery from a traumatic brain injury during travel in Spain, a turning point that ignited my commitment to authentic leadership. The strength of my personal and professional network played a crucial role in my recovery, marking not just survival after a 3-week coma but the rapid formation of a support system within 24 hours of hospitalization. This support extended beyond mere well wishes; it manifested in over 300 individuals on a Facebook page, including Learning Forum members, family, and friends, offering their homes, organizing a medical flight, fundraisers, heartfelt messages, photo books, and countless acts of kindness. This story showcases how a genuine and resilient network can not only aid in personal recovery but also inspire a broader mission of kindness and giving back. My commitment to nurturing a space for connection and growth reflects my belief in fostering a true network — one that transcends professional relationships into realms of genuine care, empathy, and shared purpose. I thrive not only on personal triumphs but also on dedicating myself to creating ripples of positive change, one connection at a time.
In your journey as a leader, how have you balanced demonstrating resilience, often seen as a masculine trait, with showing vulnerability, which is equally powerful, but typically feminine? Can you give an example where this balance created a meaningful difference?
In my personal leadership journey, I faced an intense test of resilience and vulnerability when my father, who is also my business partner, received a diagnosis of Acute Myeloid Leukemia at the start of the COVID lockdown. Balancing the uncertainties surrounding his health, managing our jointly established business, and adapting to a virtual business model during the pandemic, all while homeschooling and caring for my young children, presented an overwhelming challenge. To navigate this complex situation, I made a conscious decision to embrace vulnerability by openly discussing sensitive matters, expressing my emotions, and maintaining transparency with our clients about the support I needed.
During these trying times, I demonstrated resilience by persisting and ensuring that our business continued to provide value to our members. Recognizing my own limitations, I empowered key team members to lead discussions and shape meeting agendas when I couldn’t be fully present. Importantly, I actively sought feedback from them regarding my performance and areas where I could improve. This experience highlights the power of vulnerability in tapping into a larger network for support, the resilience needed to persevere, and the determination to be an effective leader and mother in the face of extraordinary circumstances.
As a woman in leadership, how have you navigated and challenged gender stereotypes, especially in situations where traditional male-dominated approaches are the norm? What strategies have you employed to remain authentic to your style?
The gender dynamics in leadership have influenced my roles, behaviors, expectations, and opportunities. As a woman, I constantly navigate gender stereotypes, unconscious bias, leadership styles, and work-life balance. My approach to these challenges involves embracing authenticity, leaning on my support system, and staying true to my leadership style guided by ethical principles.
For me, ongoing learning and development are not just personal pursuits but strategic tools for breaking down stereotypes. I make time for podcasts during my daily school pick-ups, engage with thought leaders, and connect with our members to stay informed about the latest research and trends. This not only keeps me attuned to our members’ needs but also empowers me to lead our sessions with confidence. Importantly, I’ve learned to be comfortable admitting when I don’t know something, fostering transparency and building trust among the Council. I also instill in my children the belief that mistakes are the best opportunities to learn and grow.
How do you utilize emotional intelligence and active listening to create an inclusive environment in your team or organization? Could you share a specific instance where these qualities particularly enhanced team dynamics or performance?”
There is a lot to learn from our model at The Learning Forum. To promote a healthy culture of development and information sharing, you need to focus on the fundamentals of active listening to foster understanding and trust, asking questions, and practicing empathy.
In creating an inclusive environment within our Learning Forum Councils, I leverage emotional intelligence and active listening as essential tools. Emotional intelligence allows me to understand and navigate the diverse range of perspectives that individuals at different organizations are grappling with. Active listening, on the other hand, enables me to truly comprehend the needs, concerns, and aspirations of each Council member. This, in turn, enables me to identify commonalities among their needs and facilitate information and knowledge sharing. This prevents redundant efforts, sparing them from investing in expensive research and ‘reinventing the wheel.’
We hear from so many of our members how the authentic conversations with their peers provide tangible takeaways that help them in their day-to-day positions as well as insights and solutions when they matter most. For example, one of our members was in the process of introducing a new talent mobility platform. When she shared this with the members of the Talent Management Council, another member, who had previously implemented the same platform, provided valuable assistance by sharing the established change management process. This not only saved her time but also proved to be a cost-effective solution for her company.
What role has mentorship played in developing your authentic leadership style, and how do you communicate authentically to inspire and empower both your mentors and mentees?
Mentorship has played a pivotal role in shaping my authentic leadership style. Through initiatives like the Mentorship Advising Project and coaching my daughter’s sports teams, I’ve learned the importance of fostering meaningful relationships and guiding others with respect, structure, and compassion.
In my leadership style, authenticity is key. I communicate authentically by sharing personal experiences, providing guidance based on real-life examples, and emphasizing the importance of building a community where contributions involve time and shared experiences. Through the Mentorship Advising Project, I inspire and empower both mentors and mentees by creating an environment that values personal growth, skill development, and the exploration of diverse career paths.
Ultimately, mentorship has been instrumental in shaping my authentic leadership style, emphasizing the significance of building connections, fostering personal development, and creating a supportive community that inspires and empowers individuals to reach their full potential.
Ok super. Here is the main question of our interview. Based on your experience and research, can you please share “5 Ways Leading Authentically As A Woman Will Affect Your Leadership”? If you can, please share a story or an example for each.
Authentic Female Leadership: 5 key drivers
1 . Inspiring Confidence and Self-Acceptance: Authentic leadership encourages women to embrace their unique qualities. In the context of mentorship, I’ve observed female mentors who authentically share their professional journeys, including challenges they’ve overcome. This openness inspires confidence and self-acceptance among mentees, fostering an environment where authenticity is valued.
2 . Building Meaningful Connections: Authentic leadership involves genuine connection and relationship-building. Through our Executive Learning Councils, I’ve witnessed how authentic communication between peers creates a supportive bond. This connection goes beyond professional guidance, extending to personal growth and shared experiences that resonate with both parties.
3 . Encouraging Openness to Change: Leading authentically as a woman often involves embracing change and innovation. In the context of digital transformation and the evolving career landscape, women are best positioned to adapt their skills to meet business needs. By openly discussing the impact of emerging technologies like AI and automation on their career paths, women can tap into their unique ability to adapt, learn, and grow continuously.
4 . Cross-functional Collaboration: Tap into diverse expertise and interdisciplinary approaches to harness your and your team’s full potential.
5. Empowering Future Female Leaders: Authentic female leadership serves as a powerful source of empowerment for the next generation. In the alumni role of my Mentorship Program, female graduates play a crucial part in mentoring younger students. Their authenticity and relatability as recent graduates inspire confidence in younger female students, demonstrating that authentic leadership is not only achievable but also essential for creating a positive impact.
In summary, leading authentically as a woman positively influences leadership by inspiring confidence, building meaningful connections, promoting inclusivity, encouraging openness to change, and empowering future female leaders. The Learning Forum executive council network as well as the student mentorship initiatives provide real-life examples of how these principles can be applied, creating a ripple effect that contributes to a more authentic and inclusive leadership landscape.
Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?
While empathy is a valuable leadership trait, it comes with its own set of challenges. One potential pitfall is the risk of emotional exhaustion. When I practice empathy, I sometimes find myself absorbing and carrying the emotional burdens of others, which can be draining. Similar to the tools of motherhood, you need to set boundaries, hone effective communication skills, and be grounded with self-awareness to address emotional exhaustion.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
In 2004, I created a Mentorship Advising Project for my child’s school system. The project involves matching students with parents/guardians/alumni to navigate future careers and encourage engagement.
My goal for students is to boost their self-confidence, enhance self-awareness, develop crucial skills, and open doors to diverse career paths they might not have explored before. Mentors play a vital role as positive role models, guiding youth with respect, structure, and compassion. The program includes tools and templates I developed to facilitate reflective thinking, goal setting, effective communication, and stress management. Additionally, there are worksheets for students to self-assess their strengths, weaknesses, skills, and areas for improvement.
On a broader scale, a global parent network in mentorship could bring about numerous positive outcomes. It could build a community centered around the exchange of time and experiences, addressing the evolving career landscape, particularly in the context of emerging technologies like AI and automation. This approach aims to develop youth leadership skills and expose students to new possibilities.
Additional benefits include:
- Establishing a community where contributions center around time and the exchange of experiences, rather than monetary donations.
- Tackling the changing career landscape, especially in the realm of emerging technologies like AI and automation.
- Promoting Inclusivity and Diversity by emphasizing the importance of diverse perspectives. This approach helps break down barriers and encourages individuals from different backgrounds to participate actively in mentorship, fostering a richer and more inclusive environment.
- Nurturing youth leadership skills.
- Introducing students to new possibilities within the rapidly evolving technological environment.
- Building meaningful relationships opens doors to endless opportunities.
How can our readers further follow you online?
Please connect with me on LinkedIn, where I share so much of what our members and leadership councils are working on, experiencing, and sharing their challenges. You can head to our website to learn more about becoming a member of one of our executive councils, where our members exchange valuable insights and experiences in a confidential peer learning, high-trust environment.
https://www.linkedin.com/in/meighanhackett/
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About The Interviewer: Pirie is a TedX speaker, author and a Life Empowerment Coach. She is a co-host of Own your Throne podcast, inspiring women in the 2nd chapter of their lives. With over 20 years in front of the camera, Pirie Grossman understands the power of storytelling. After success in commercials and acting. She spent 10 years reporting for E! Entertainment Television, Entertainment Tonight, also hosted ABC’s “Every Woman”. Her work off-camera capitalizes on her strength, producing, bringing people together for unique experiences. She produced a Children’s Day of Compassion during the Dalai Lama’s visit here in 2005. 10,000 children attended, sharing ideas about compassion with His Holiness. From 2006–2009, Pirie Co-chaired the Special Olympics World Winter Games, in Idaho, welcoming 3,000 athletes from over 150 countries. She founded Destiny Productions to create Wellness Festivals and is an Advisory Board member of the Sun Valley Wellness Board.In February 2017, Pirie produced, “Love is Louder”, a Brain Health Summit, bringing in Kevin Hines, noted suicide survivor to Sun Valley who spoke to school kids about suicide. Sun Valley is in the top 5% highest suicide rate per capita in the Northwest, prompting a community initiative with St. Luke’s and other stake holders, to begin healing. She lives in Sun Valley with her two children, serves on the Board of Community School. She has her Master’s degree in Spiritual Psychology from the University of Santa Monica and is an Executive Life Empowerment Coach, where she helps people meet their dreams and goals! The difference between a dream and a goal is that a goal is a dream with a date on it!
