Women are essential to Maryland’s economic future, but persistent barriers continue to limit their participation, advancement, and financial security. In this episode of the Executive Alliance Podcast, host Rebecca Snyder speaks with Maryland Comptroller Brooke Lierman and Dani DiPietro of the Comptroller’s Office about a new report examining women’s experiences in Maryland’s economy. Their conversation explores the realities behind the data, the challenges facing women entrepreneurs, and opportunities for policymakers and business leaders to create meaningful change. Listen to the Executive Alliance Podcast on Spotify: https://open.spotify.com/show/033CPjpWSpbNiaBIlljxh1?si=56fdebfb23444ca2 Understanding the Economic Cost of Inequality Women make up more than 51% of Maryland’s population. As Comptroller Brooke Lierman explains, the state cannot reach its full economic potential if women are unable to reach theirs. That understanding prompted the Comptroller’s Office to examine how women participate in Maryland’s economy and what continues to hold them back. The report builds on earlier research into childcare, housing, immigration, and other factors shaping the state’s economic health. Rather than relying exclusively on statistics, the research team spoke with nearly 200 women through seven roundtable discussions across Maryland. For DiPietro, combining quantitative research with lived experience is essential: data identifies disparities, while conversations help explain why they persist. The Participation Gap Is More Complicated Than It Appears One central finding is an eight-percentage-point gap between men’s and women’s labor force participation in Maryland. That gap becomes much larger among certain groups: 32 percentage points among people with limited English proficiency, 23 among those without a high school diploma, and 21 among married adults with young children. These differences suggest targeted responses rather than a single statewide solution. DiPietro highlighted English-language education, recognition of credentials earned abroad, career and technical education, flexible workplace policies, and paid family and medical leave. The goal is not to push every woman into the workforce; it is to remove barriers for women who want to work but cannot find opportunities that fit their circumstances. When Entrepreneurship Becomes a Necessity One of the conversation’s most revealing themes concerns women-owned businesses. Women have been starting businesses at a faster rate than men since the pandemic. On the surface, that sounds encouraging. But DiPietro cautions that the motivations deserve closer examination. Some women pursue entrepreneurship because traditional workplaces have failed to provide advancement, flexibility, or stability. Others have experienced layoffs or discrimination. A roundtable participant described starting a business out of necessity because the workforce was not built for someone in her circumstances to get ahead. Entrepreneurship can offer autonomy, but it also introduces risks. Women may sacrifice employer-sponsored health insurance, retirement benefits, and predictable income. Meanwhile, access to capital remains a substantial obstacle. DiPietro discussed evidence of lower loan approval rates and greater difficulty attracting investors, even among women with strong credit and repayment records. These challenges influence the types of businesses women establish. Without adequate capital, women may be less able to enter capital-intensive industries with opportunities to scale. DiPietro noted that women are more likely to operate businesses without employees. Starting a business because an opportunity is compelling is different from starting one because other opportunities have disappeared. Progress Requires Shared Responsibility Despite the difficult findings, Lierman and DiPietro emphasized Maryland’s strengths. The state ranks among the top ten for women’s labor force participation and has one of the smaller gender wage gaps nationally. Yet those achievements do not eliminate the need for progress. Lierman stressed that no single law can address every barrier. Government policy, public investment, corporate leadership, and individual action all have roles to play. She pointed to corporate board diversity reporting as an example of how transparency can encourage accountability, even when legislation does not directly determine who serves on boards. For Executive Alliance, the conversation reinforces the importance of examining not only how women develop as leaders, but whether the systems surrounding them allow their leadership to flourish. Maryland has talented, educated, entrepreneurial women ready to contribute. The challenge is ensuring that economic structures support their ambitions rather than constrain their choices. The report provides a foundation; what happens next depends on leaders using its findings to turn understanding into action. About the Guests Brooke Lierman is Maryland’s Comptroller and the first woman elected to the position. She previously served in the Maryland General Assembly. In the podcast, she discusses the Comptroller’s Office’s efforts to use economic research to inform public policy and advance a more equitable, resilient, and prosperous Maryland. She also brings a personal perspective as a working mother and caregiver navigating many of the challenges discussed in the report. Dani DiPietro helps lead policy research in the Maryland Comptroller’s Office, developing comprehensive reports about the state’s economic challenges and opportunities. Her work combines quantitative analysis with conversations involving Maryland residents and stakeholders. In the podcast, she describes research on housing, childcare, immigration, and women’s economic participation, emphasizing the value of connecting statewide data with lived experience to help policymakers understand barriers and identify possible solutions. This blog post was written with the assistance of AI.

Getting a seat at the leadership table is an achievement. Knowing how to use that seat—and making sure others are heard—is another kind of responsibility. In this episode of the Executive Alliance Podcast, host Rebecca Snyder speaks with Tamla Olivier, president and CEO of Baltimore Gas and Electric (BGE), about self-advocacy, the pressure to prove oneself, and the choices leaders make to create more inclusive organizations. Her experiences offer a candid look at what it takes not simply to advance, but to influence the room once there. Listen to the Executive Alliance Podcast on Spotify: https://open.spotify.com/show/033CPjpWSpbNiaBIlljxh1?si=56fdebfb23444ca2 Hard Work Is Necessary—but Not Sufficient Early in her career at T. Rowe Price, Olivier expected that strong performance would speak for itself. When a leadership position opened, she waited to be approached. Instead, the opportunity was offered first to a peer. Although Olivier ultimately received the role after that person declined it, the experience changed her understanding of career development. She had been taught to work hard, build relationships, and deliver results. Those habits mattered, but they did not communicate her aspirations. Olivier now emphasizes telling decision-makers what role one wants, explaining why one is ready, and asking what additional experience would strengthen a future candidacy. Self-advocacy, in her telling, is not a substitute for performance; it is how capable people help others see where they want to go. Finding a Leadership Style That Fits Olivier spent more than 25 years in human resources before moving into broader business leadership. She describes HR as both strategic and deeply human: employees bring different experiences, pressures, and strengths to work, and leaders cannot expect everyone to respond to the same approach. That perspective also shaped her own development. Earlier in her career, she often modeled herself on the predominantly male leaders around her. Over time, she learned to bring her own approach while remaining open to feedback. One colleague pointed out that her facial expressions could discourage participation during meetings. Rather than abandon her directness, she asked a peer to help her recognize the behavior and practiced listening and asking more questions. Importantly, Olivier distinguishes useful feedback from unequal expectations. She also recalls being told to calm down for expressing views with a passion that was accepted from male colleagues. Effective leadership, she suggests, requires both personal reflection and a willingness to recognize double standards. The Burden of Having to Prove You Belong Olivier speaks frankly about the added pressure she experiences as a Black woman in executive leadership. Even after earning the CEO role, she feels responsible for demonstrating every day to employees, customers, regulators, and other stakeholders that she deserves the position. She recalls a colleague suggesting that an earlier move from HR into business operations was viewed by some as a diversity rotation. Her response was to ask what he had said when others made that claim. The silence was revealing. The experience reinforced a difficult lesson: even people regarded as allies may fail to challenge assumptions about who has earned an opportunity. Making the Table Work for Everyone For Olivier, inclusion is more than an invitation to attend. She remembers meetings where junior men confidently occupied seats at the main table while accomplished women sat along the edges. She encouraged one talented colleague to move into the discussion, then challenged her assumption that she needed permission to belong there. Olivier also pays attention to whose contributions are overlooked. When someone struggles to enter a conversation, she invites that person to speak; when a useful idea is dismissed, she names its value. One employee later told her it was the first time in 17 years that anyone had affirmed her contribution in a meeting. The moment underscored how much influence leaders exercise through seemingly small choices. Her experience on corporate boards reinforces the same theme. Olivier describes evaluating whether Century Aluminum was genuinely interested in evolving its leadership and governance, rather than judging the opportunity solely by its existing composition. She values boards whose members contribute different perspectives and actively support the organization. The message is both individual and institutional: women need to articulate their ambitions and claim their place, while leaders must examine who is heard, sponsored, and considered for opportunity. A seat matters most when it comes with a voice—and when its occupant helps open the conversation to others. About the Guest Tamla Olivier is president and chief executive officer of Baltimore Gas and Electric, a role she assumed in 2025. Her career includes more than 25 years in human resources and senior leadership positions at BGE, Constellation, BGE Home, and Pepco. She also serves on corporate boards, including Century Aluminum. Her leadership experience spans talent development, business operations, organizational strategy, and governance. This blog post was written with the assistance of AI.