This article was originally posted on wtca.org last March 12, 2025.

The WTCA Editorial Team sat down with the women of our WTCA Board of Directors for a Q&A to gauge how they define leadership, how they progressed in their careers, their tips on how to expand businesses globally, and their advice for the next generation of women leaders.

Our interviewees:

• Karen Gerwitz [KG], President & CEO, WTC Denver
• Catherine Lee [CL], Managing Director, WTC Suzhou
• Pamela D. Pascual [PDP], Chairman and CEO, WTC Metro Manila
• Cristina Sbaizero [CSb], CEO,WTC Trieste
• Christina Shen [CSh], Principal, WTC Shenyang

How did your background influence your approach to international trade and business development?

• KG: In college, when I studied international business, I was also part of a global business student organization called AIESEC. We hosted students from all over the world in Colorado and sent our students on jobs around the world. That experience shaped my love for diverse cultures and set a lifelong goal of making our city, Denver, a global city. This passion for globalizing Denver is carried through my role today.
• CL: My experience on Wall Street and in real estate investment, combined with leadership roles at WTCA, reinforced the importance of integrating business, culture, and technology to drive global trade. Founding a global cultural and art services company, Crossing Art, further emphasized the role of cultural exchange in shaping industries and fostering international collaboration. These experiences have solidified my belief that successful global business development requires a nuanced understanding of markets, an openness to cultural diversity, and an innovative approach to industry integration.
• PDP: The sum of my work experience has given me a multifaceted perspective on international trade and business development. Each industry I’ve worked in has its unique dynamics and core learnings, but the common thread has been understanding customer needs, navigating cross-cultural business environments, and driving growth through strategic partnerships. My exposure in sales, marketing, business development, and operations has sharpened my ability to identify market opportunities, build strong client relationships, and adapt strategies aligned with different cultural and economic landscapes. This holistic experience allows me to do an in-depth approach in international trade beyond transactional perspective, but with more focus on long-term value creation, operational efficiency, and market adaptability.
• CSb: I was born and grew up in Italy until I was 18, a culture that celebrates history, art, and many local traditions and dialects. This upbringing instilled in me a deep appreciation for the richness of different cultures, which is essential for building successful global partnerships. Italy is well-known for its focus on family, community, and regional networks. This mindset often encourages close-knit relationships in business. As a result, I might be more inclined to value long-term relationships over transactional business deals, and place a high importance on trust, collaboration, and networking in international trade. Additionally, Italy’s resilience and focus on quality and innovation have shaped my ability to adapt quickly to challenges and continuously improve business practices. Lastly, the emphasis on collaboration in my upbringing has led me to prioritize diverse, supportive networks and leverage global partnerships to create impactful, sustainable solutions. These principles of cultural sensitivity, quality, adaptability, and collaboration have been instrumental in my approach to global business, allowing me to navigate its complexities and position myself for success.
• CSh: Growing up in a Christian family in China, it was a multicultural environment. I was exposed to different ideas, customs, and business practices from a young age. This early immersion in diversity has taught me the importance of cultural sensitivity and adaptability in the global marketplace. I have learned to respect and understand the unique perspectives of people from different backgrounds, which has allowed me to build strong relationships with international partners.

How do you personally define leadership and what lessons have been most transformative in your career?

• KG: Leadership for me is part vision, and part passion. Leaders who have led by example and created a hubbub of activity (that provided me opportunities to jump on a fast-moving train to be part of something meaningful) were the ones that I’ve modeled my own leadership style after.
• CL: Leadership is about vision, influence, and cultural intelligence — the ability to understand and adapt to diverse perspectives. In a globalized world, successful leaders build trust and alignment across cultures. Beyond financial negotiations, cultural intelligence played a crucial role in bridging expectations and fostering long-term collaboration. One of the most transformative experiences in my career was leading a U.S.-China joint venture in developing World Trade Center (WTC) Nanjing. By recognizing differences in decision-making, I not only have led my organization in achieving financial goals, but also built a lasting partnership. This experience reinforced my belief that adaptability and cultural awareness are essential to impactful leadership.
• PDP: I believe leadership is a calling. It’s not for everyone. One can be a leader regardless of rank in an organization. A leader recognizes that every action, decision and interaction has the power to inspire progress and support the organization’s overall direction. True leadership is not defined by authority, but by the ability to collaborate, empower, and inspire others to achieve a shared goal. Vision and adaptability are the core principles that guide my leadership. While my team focuses on delivering results in the present, as the CEO, it is my responsibility to stand in the balcony and look far and ahead, anticipate challenges, identify opportunities, and develop solutions should a plan fall short.
• CSb: Leadership is about inspiring others to reach their full potential and creating an environment where collaboration, respect, and innovation can thrive. It is not just about managing tasks, but empowering people, fostering trust, and enabling success. A true leader leads by example, communicates clearly, listens actively, and adapts to challenges. When you show empathy and are in tune with the needs of your team, you create a culture of respect and loyalty, which ultimately drives high performance. Key transformative lessons in my career include the power of listening to understand and build stronger relationships, embracing failure as a learning opportunity, and recognizing that delegation is a strength that accelerate growth and fosters trust. I have also learned that business is about relationships and nurturing them creates a foundation of trust. Lastly, resilience and self-care are vital to staying focused and effective as a leader. Leadership, ultimately, is a journey of self-awareness, growth, and continuous learning!
• CSh: Leadership is not to hold power or authority, but rather about inspiring and empowering others to achieve their full potential . A true leader is someone who is able to communicate a clear vision, build strong relationships, and make difficult decisions with integrity and compassion. One of the most transformative lessons I have learned in my career is the importance of continuous learning and self-improvement. Collaboration a nd teamwork to a common goal is very important. By fostering a culture of collaboration and innovation, I have been able to create a supportive and productive work environment where everyone feels valued and respected.

What strategies do you recommend for entrepreneurs looking to expand their businesses globally?

• KG: Be sure to grow your global business at the pace that your operations or your partners can serve as well as you would in your own country. Definitely go into it playing the long game and not a quick win mentality.
• CL: Entrepreneurs must first develop a deep understanding of local markets and cultural nuances, as strategies that succeed in one region may not be applicable elsewhere. Building strong local partnerships and leveraging global trade networks like WTCA can provide essential market access and resources. Additionally, cross-industry collaboration can create competitive advantages by integrating different sectors in innovative ways.
• PDP: My go-to is still classic leadership, but blended with modern actionable approaches. For instance, timeless principles adapted to today’s fast-paced business landscape. Among many other priorities, first for me would be building relationships with strategic collaboration. While traditional partnerships remain vital, modern success comes from collaborating with local influencers, digital platforms, and ecosystem partners who understand market nuances. The second one would be conducting market intelligence with real-time insights. Lastly, building the right team with global expertise. The foundation of any expansion lies in hiring culturally aware, adaptable talent who can navigate local markets while aligning the company’s global vision.
• CSb: Expanding a business globally is a gradual process that requires dedication, strategic planning and the ability to adapt to new environments. Entrepreneurs should begin by conducting thorough market research to understand local demand, consumer preferences, competition, and regulatory requirements. Tailoring products or services to local tastes, building strong local partnerships, and leveraging technology are essential for success. Additionally, understanding legal and regulatory landscapes, developing scalable infrastructure, and creating a global brand strategy are key. The WTCA network, with its global presence of skilled professionals, allows to cut costs, reduce time and efforts and help to achieve goals effectively. Entrepreneurs who stay flexible, value partnerships, and are patient in adjusting to new markets are the most likely to thrive in the global arena.
• CSh: 1) Conduct thorough market research. 2) Build a strong network of local partnerships with businesses in different industries by attending trade shows, exhibitions, events, etc. Solid partnerships with local businesses and organizations empower global connections, especially through the platform of the global WTCA network. 3) Develop a flexible business model according to the changing market. 4) Invest in talented local people.

In terms of mentoring the next generation, what key skills do young professionals need to succeed in today’s global business landscape?

• KG: Pursue practical trade education, perhaps through your local World Trade Center (WTC) business, that augments your academic studies. Most importantly, take a risk and study abroad, work abroad, travel for extended periods to open your mind to global solutions.
• CL: To thrive in today’s global business landscape, young professionals must develop a global outlook and a strong sense of social responsibility. Adaptability, cross-cultural communication, and strategic thinking are essential skills that will empower the next generation to drive meaningful change in an interconnected world.
• PDP: For young professionals, I’d emphasize three core skills: 1) Relationship building and long-term partnerships. 2) Being agile in problem solving when plans fall short. 3) Being proactive in working towards shared goals.
• CSb: To succeed, young professionals need a blend of technical, interpersonal, and strategic skills. Key areas to focus on include cultural competence and global mindset, adaptability, digital literacy, effective communication, emotional intelligence, collaboration, and critical thinking. It is important to encourage them to think outside the box, take calculated risks, and seize opportunities for improvement. Professionals should also develop resilience, stress management, entrepreneurial thinking, networking, time management, and global awareness. By fostering these skills, young professionals can navigate diverse business environments, build strong relationships, and innovate in the face of challenges. Successful businesspeople often have strong networks of connections that can provide valuable insights, opportunities, and partnerships. Networking is a key component of business success, particularly in the global business arena. A strong understanding of global trends and issues can help young professionals make informed decisions and understand how different regions and markets may be affected.
• CSh: Skillsets including strong communication (even cross-cultural), observation/eagerness to learn, adaptability and resilience, and digital and AI.

Lastly, is there a specific mantra, quote, or affirmation that you hold close to your heart?

• KG: “I am enough. I do enough. There is enough.” This mantra gets me through a lot and eases up the pressure of when I feel like to have to be everything to everyone.
• CL: “We can do no great things, only small things with great love” – Saint Mother Teresa. This reminds me that even the smallest actions, when done with love and intention, can create meaningful impact.
• PDP: “Leadership is a calling, not a position.” It’s about inspiring progress, empowering others, and staying adaptable in the face of change. This reflects my belief that true leadership comes from within, shaped by experience, resilience, and a commitment to continuous growth, not just for myself, but for everyone in my team.
• CSb: “The future belongs to those who believe in the beauty of their dreams” – Eleanor Roosevelt. This quote has always been close to my heart because it encapsulates the power of vision, resilience, and belief. It also speaks to the importance of empowering others, particularly women, to believe in their potential and pursue their goals without limits.
• CSh: There is an old Chinese saying – “The highest excellence is like that of water. The excellence of water appears in its benefiting all things without striving.”

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We thank our contributors, listed below. Should you have any questions, please reach out to info@wtca.org.

• Karen Gerwitz, President & CEO, WTC Denver
• Catherine Lee, Managing Director, WTC Suzhou
• Pamela D. Pascual, Chairman and CEO, WTC Metro Manila
• Cristina Sbaizero, CEO,WTC Trieste
• Christina Shen, Principal, WTC Shenyang