New Leadership Group CEO Thomas works to increase racial diversity among executives with major initiative.
New Leadership Group CEO works to increase racial diversity among executives with major initiative
Ahmad Thomas, chief executive officer of Silicon Valley Leadership Group, has hit the ground running in his new role at the head of the powerful business organization.
Thomas, who became CEO in August, and the leadership group recently launched a major initiative called 25×25 that is designed to encourage Bay Area companies to institute racial diversity in their executive ranks.
The new initiative challenges companies that are members of the leadership group to increase management diversity by setting this goal: Fill 25% of executive positions with hires from underrepresented groups by 2025. The leadership group has 350 members and is an influential business trade organization.
Thomas talked with this news organization about the local economy, diversity, and Silicon Valley’s competitive advantages and disadvantages. His remarks have been edited for length and clarity.
QIn the early months in your role as CEO of Silicon Valley Leadership Group, what is a top economic
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Business competitiveness issues in Silicon Valley are top of mind and top priority for me as CEO. This is certainly a very important issue that your leaders in Sacramento and Washington, D.C., should be focused on.
Q AHow can Silicon Valley be more competitive?
Part of that is what you don’t do. We believe quite strongly that in 2021, as we move out of coronavirus and toward economic recovery, this is not a time for additional business taxes.
Q
How can the Bay Area offset the economic challenges created by its high cost of living?
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The issue of the costbenefit dynamics is shifting away from us. We are never going to win an affordability contest with Texas and other lower-cost states. Nobody comes to California as a cheap place to do business.
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What are the advantages that the Bay Area and California have?
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Silicon Valley has significant advantages. Access to capital, the talent in this region.
QWhat are some of the biggest economic opportunities in Silicon Valley as we look at a potential post-coronavirus world?
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The first is to address the equity issue for our communities of color that have been so impacted by COVID-19. There is a focus on reaching out to these communities more effectively.
QWhat are some of the solutions to the housing crisis and to the transportation crisis?
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These two problems are not intractable issues. The way you eat an elephant is one bite at a time. You have to get points up on the board. You get funding, either at the local, state or federal level, and then supplement that with private capital. Silicon Valley can be a real laboratory for innovation in transit and housing.
Q
In January, you launched 25×25 to encourage racial diversity at the executive levels for Bay Area companies. How are things going so far?
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It is extremely exciting. I try to be plainspoken and direct, with experience and authenticity. No business organization in America is tackling these issues from the approach that we are taking or the perspective that we have. Our 25×25 program is tailored for maximum impact with high adoption rates.
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Will 25×25 allow Silicon Valley to be a leader in diversity?
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As Silicon Valley goes, so goes the nation. This allows Silicon Valley to lead the change. It is incontrovertible that more diverse leadership teams drive higher revenue and more innovation.
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Do you believe it is important to bring about changes in diversity fairly quickly?
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The window of opportunity is very limited. I embrace the role of being a national leader on these issues. My background and work experience position me very uniquely. It is a once-in-a-generation challenge.
Q
What do you like the least about your job?
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I’m not a big meetings guy. I like to think of myself as a driver. Long meetings are not my forte. I have prided myself on having an executive mentality. Where that gets me in trouble is you need to be patient. I love to meet people. I love conversation. But there is a time and place for meetings.
Q A
I spent a decade as an investment banker, but I didn’t realize right away how happy I was in roles in which I could be directly impactful to my community and the people around me. Then I went to work for Sen. Dianne Feinstein, and I was never happier than when I was working with Sen. Feinstein. I was fired up doing something every day that was important. Being able to be impactful motivates me.
Q
What do you like the most about your job?
Do you see that same opportunity as the head of the leadership group to make a big impact?
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There are not a lot of people who look like me in Silicon Valley. It’s very daunting. I have a real responsibility and an obligation not to mess things up. I represent a lot of people. It’s great to have a seat at the table. Then you look around and realize who doesn’t have a seat at the table. And now I’m leading the discussion at the table.