Get Mic’d – Episode 8: Creating Impact Through Community & Live Events with Maryam Banikarim, Fortune- Transcript

Below is a transcription of Get Mic’d Podcast Episode 7, hosted by Katie Zeppieri and features Maryam Banikarim, Managing Director of Fortune Live Media. Listen to the full episode here.

Maryam Banikarim is the Managing Director of Fortune Live Media, leading the media company’s Most Powerful Women (MPW) and Brainstorm Tech global franchises.   

She is a seasoned C-suite executive with more than 25 years of experience steering major businesses through sweeping transformations and top-line growth, including Nextdoor, Hyatt, Gannett, NBCUniversal, and Univision. Throughout her career, she has been an active member of the MPW community, serving as guest co-chair in 2023. She is best known as a purpose-driven change agent and community builder.  

During the pandemic, she co-founded NYCNext, a nonprofit inspired to help New York City recover and rebuild. With a grassroots army of volunteers, NYCNext produced a series of community events, including A Moment for Broadway and an Emmy award-winning rendition of Billy Joel’s New York State of Mind. She also launched the award-winning WE ❤️ NYC campaign to mobilize New Yorkers post-pandemic.  

Most recently, Maryam captured attention with her inspiring TED Talk and commencement address for Columbia Business School. Fast Company has recognized her as a “Top 10 Disrupter,” Advertising Age’s “Women to Watch,” and the New York Post’s “50 Most Powerful Women in NYC.” Her honours include the Ellis Island Medal and the Columbia Alumni Medal.  

Maryam is a member of the Board of Trustees of Barnard College and an independent board director of One Spa World. She is also a board member of several advocacy groups, including The Signals Network and Reporters Without Borders. In addition, she has served on advisory boards for Fast Company’s Impact Council and Time 100. 

Maryam is an alumna of Barnard College, Columbia Business School, and Columbia’s School of International Affairs. She proudly calls New York City home, where she resides with her family and her dog, Charlie. 

Katie Zeppieri: Maryam, welcome to Get Mic’d. 

Maryam Banikarim: Thank you so much for having me.

Katie: Thank you for being here. I like your backdrop. You’ve got some Fortune Magazines and lots of books in the background.

Maryam: Well, you’re finding me in the office. Right back to the office. Here we are.

Katie: Are you currently in the office full-time? 

Maryam: We come in three days a week. I also work from my son’s room, where I usually have a Batman or Superman poster behind me. So it just depends on where you catch me on what day.  

Katie: You mix it up depending on the day; I like it. Well, I’m excited to dive into this conversation with you. You have an incredible marketing, branding, communications background, and more. So, I’m curious to know more about your journey into media and marketing. How did this start for you?

Maryam: I was initially a reluctant business person. Even though my parents were both in business, I thought I’d pursue a career as an investigative reporter. However, I enrolled in a joint degree program at Columbia, studying Business and International Affairs. My initial goal was to find a field I could write about.

While applying to the School of International and Public Affairs (SIPA), a mentor suggested that I combine it with a business degree. They said that a SIPA degree alone might not be financially viable, and I believed them. So, I joined the joint degree program. I was younger than most business school students and didn’t have a clear career goal as they did—most were either transitioning careers or needed an MBA for promotion. I was there to learn and explore.

During this time, I took many classes to understand different business careers. One pivotal moment was when I remembered a travel column I’d written as an undergrad about being an insider in various cities. That year, the Gap launched an iconic campaign called “Individuals of Style,” which they localized by featuring figures like John Lurie in New York. I thought it would be great if they combined my travel guides with their ads to create a branded travel guide, a concept that wasn’t yet common.

I mocked up the guide and tried to get a meeting with the Gap, but nothing came of it. Later, while in business school, a friend saw the mock-up on my bookshelf and suggested I send it to Mickey Drexler, then the President of the Gap. I ended up sending the guide and a letter to Drexler, and to my surprise, he called me.

It was really Mickey Drexler on the line. He asked if I was interested in a career in retailing at the Gap. I told him I was just trying to create the guide, and he was quite amused. We talked about the places I’d written about in San Francisco, and he mentioned that I should contact Susan Cooper, the head of recruiting.

Two weeks later, Susan Cooper called me, saying Mickey had informed her to expect my call. She suggested I consider a career in marketing, as this idea was a marketing concept.

Although I never worked directly for Mickey Drexler, his and Susan Cooper’s encouragement set me on a new path. As I graduated from business and international affairs school, I used a bubble chart to explore career options, and it pointed to being an account executive at an ad agency. Y&R was one of the few agencies recruiting on campus, and that’s how I started my career in advertising.

Katie: Fantastic story. I can’t believe that. So, did anything happen with the mockup? Or did it just end up being like a mentorship moment where someone identified potentially the right career path for you?

Maryam: That story about the guide not coming to fruition but still being a game-changer is such a powerful example. When you’re going for jobs, especially in advertising or any creative field, the narrative you build around your experiences can be what makes you stand out. After leaving Y&R and wanting to move to a smaller creative agency, telling that story in interviews would prompt immediate reactions like, “When can you start?” It wasn’t just about having a cool project; it was about showing creativity, resilience, and initiative.

I always tell people that they need their own version of the “Gap story.” Why? Because employers are bombarded with resumes that look almost identical. What cuts through the noise is a personal story that highlights not only skills but also perseverance and the ability to make things happen. That’s what the Gap story did—it showed that you were willing to follow up, create something, and chase after an idea.

When we’re hiring, especially for positions where we need things to move quickly and results to materialize, we’re not just looking for skills—we’re looking for doers. People who won’t just talk about ideas but will actually execute them. The Gap story demonstrated that you were a go-getter, and that’s why it made you stand out.

During my time as an Executive in Residence at Columbia, I’d meet students who were eager for advice. I’d always ask, “What’s your Gap story?” If they didn’t have one, we’d work together to craft it, because having a story like that can elevate you above the rest.

For example, Katie, you could just wait for people to come to you to be on your podcast, or you could create your own Gap story by saying, “Here’s my wish list, and I’m going to go get Oprah.” How you go after Oprah then becomes your Gap story—the steps you take, the persistence you show, and the journey you embark on become the narrative that defines you.

Katie: That is such good advice, and I’ll hear all the time from people looking to get started in their comms careers and/or entrepreneurs looking to leap. And there’s a bit of this fear. There’s a fear of how to get to the other side. 

How do I get people in power positions to talk to me? How do I get somebody’s attention? And you, as a student, had so much courage to be willing to put your ideas out there. I’m wondering what advice you’d give to somebody nervous about taking that leap and what they can learn from your experience.

Maryam: I think it’s natural for all of us to feel nervous, to fear rejection or the unknown. It’s instinctive. However, one thing I realized during my executive residency was how many people just wanted to be given permission to take action. They wanted to hear someone say, “Go for it!” And my message to them was always, “I’m giving you permission to go out and do it. What do you have to lose?” 

Yes, it’s embarrassing if things don’t work out, but what’s the real consequence? I’ve always felt lucky in that I didn’t care too much about being cool. I was pretty sure I wasn’t, so I had nothing to lose. That mindset allowed me to reach out, take risks, and push myself. Nine out of ten times, those efforts didn’t work out, but the one time they did? It was Mickey Drexler, and that moment was pivotal in shaping my career.

I’ve sent countless letters that never got a response, like the one I wrote to Robert Stigwood, thinking he should hire me to work on the movie “Evita,” to which he owned the rights. I tracked down his address and sent the letter—did it work? No. But instead of letting that stop me, I kept going. I could have rolled up into a ball, but I didn’t. 

In fact, this idea became the focus of a TED talk I gave, where I shared the perspective that obstacles should be viewed as an obstacle course—a challenge to be tackled—rather than something to take personally. That shift in mindset reframes failure and rejection. I was with a friend once when we were trying to get someone to donate flowers from a wedding, and they said no. My friend asked me, “How do you feel after that? It was pretty unpleasant, right?” And I said, “It doesn’t feel great, but I’ve got six other problems to solve.” That’s the key—reframe the rejection, focus on the goal, and don’t let it hold you back.

Katie: I agree entirely. Your TED talk about seeing obstacles as opportunities within a larger obstacle course is such a good metaphor with which to approach life. Because no matter who you are, you will constantly experience rejection or things that don’t go the way you planned. You have to pivot all of these things if you were to dig a bit deeper to think, where did that mindset start for you? Where did that begin?

Maryam: Growing up as a child of revolution shaped much of my outlook on life. In 1979, my family lived in Iran, and when the revolution occurred, we had to leave. From an early age, I was constantly being dropped into new environments—whether it was being flown alone to Boston as a three-year-old while my parents were studying or returning to Iran and later moving to Paris and eventually Northern California. That experience of constantly adapting and pushing through became foundational.

I had a remarkable role model in my grandmother, who had lived through the Russian Revolution, lost a child, and still somehow found the strength to keep moving forward. She was an incredible example of resilience; I feel I inherited some of that strength from her. My parents, too, showed that same ability to push through difficult situations. After leaving Iran, we moved to Paris and then Northern California. My father had been a banker, and my mother worked in TV strategy. Yet, after relocating to a quiet suburb of San Francisco, they decided to open a French bakery. 

What did they know about running a bakery? Not much, to be honest! My mother had only taken a class at the Cordon Bleu during our brief time in Paris to stay occupied while navigating the uncertainties of the world around us. Yet they went for it, and that’s a lesson I’ve carried with me—that sometimes, you just have to dive in and figure things out along the way.

I think a lot about resilience and the need to push forward. Often, when people are left with no other option, they find the will and drive to succeed. I meet many incredible women today who share similar stories: they arrived in the U.S. at a young age, with few resources, and now they’re in executive positions. Their journeys are a testament to resilience born from necessity.

But I also think there’s a risk when we have too many choices. It can paralyze us, making us question every decision. Sometimes, having fewer options forces us to make bold moves and take the plunge. I always say to people: give yourself permission. Don’t be afraid to just go for it.

Katie: Yes, that’s so true. There’s something about the immigrant spirit, where you’re kind of leaving, you’re choosing to leave what was once a big part of your life behind to pack it up and start somewhere new, and it’s almost like you’ve kind of cut off the other options. You’ve made this bold decision. So you have to make it work. And I just love that your parents were very accomplished people. You know, an Iranian couple opened a French bakery. Was it in Paris they opened a French bakery?

Maryam: It’s so funny. I hadn’t thought of it for a long time, and then one year, I was like, you know, that was a crazy thing that they did. And it’s funny. I told this story to a group of people with my mom, and somehow, she said something I never knew. When they were trying to come up with a name for the French bakery, which was well before people were drinking cappuccinos, she said she came up with a bunch of names for the bakery and didn’t know which one to pick. She went to the school where they had registered us and asked the principal and the people in the office for help to pick a name. I was like, Oh, wow. you know, I must have had that from her. So I think we just don’t recognize everything we learn from our environment, but we carry them with us.

Katie: Right out of school, you began working at an agency, Y&R. I want you to walk us through the highlights of your next series of career moves that led you to where you are today.

Maryam: It’s interesting how my career journey has had so many twists and turns, which was quite rare for my age group. But now, with the newer generations, pivoting more quickly has become the norm. I started at Y&R during the early days of the Internet. I was incredibly curious, full of energy, and eager to learn more about this new technology. I would attend lectures after work just to grasp what was happening with the internet and CD-ROMs, trying to stay ahead of the curve.

At one point, I asked if I could help organize a conference at Y&R about the impact of the Internet on advertising. I suggested a panel around the provocative question from a Wired cover story, “Is Advertising Dead?” With my colleague Susan Gluck, we organized this agency-wide event, bringing together people like Bob Greenberg (before R/GA), someone from Time Warner, my now-husband who worked with him, and someone from AT&T. This was a pretty big deal for Y&R, as it was the first time they brought all the departments together in such a way.

During this process, I realized that Y&R was more focused on resetting their business than innovating for the future, which didn’t sit well with me. A mentor even pulled me aside and said, “This is great, but it’s very political. Some people want to own the new media space, and you’re stepping into their territory.” I remember thinking, “If this company reacts that way to my learning and curiosity, maybe it’s not the place for me in the long term.”

That was the catalyst that made me decide to start exploring other opportunities. I was about to take a job at a boutique agency when I went for coffee with someone who had left Y&R to go to Turner Broadcasting. It was a casual coffee meeting—I was in jeans, holding a tennis racket—and she asked me to come work there by the end. It was so unexpected. I had just accepted another job!

I walked back to Y&R, and the head of account management, who had heard about my meeting, immediately called me. She said, “Steve Hire, who runs that group at Turner, is the smartest strategic thinker in the business. You should run, not walk.” It felt surreal. I had just walked across the street for a coffee, and now everything was changing!

Even though I had just accepted a position elsewhere, I decided to go to Turner. I called the agency I had committed to, explained the situation, and was met with a 20-minute tirade about burning bridges and never working in the industry again. Ironically, that same agency tried to hire me for the next eight years.

The experience taught me that you never really know what life has in store. Sometimes the opportunities that seem the most disruptive turn out to be the most game-changing moments in your career.

Katie: I think what is a consistent in every experience thus far for you is you never just stuck with the job description, and I mean that in the best way possible. It feels like you were always looking to innovate wherever you were. 

What’s a new concept? A new idea? How can we make this bigger? Just even the idea of coming in and proposing a panel, which to me is linking so perfectly with sort of your role now, with live events and experiences, but just to have that sense that this is buzzworthy, we’ll get people talking. We can promote it as new and novel.

Maryam: I’ve always been incredibly curious, and I knew early on that I wasn’t the smartest person in the room, which made me even more open to learning. That curiosity has stayed with me throughout my life. Years later, when I was asked to give a commencement talk at Columbia Business School, I remember thinking, “Are you sure you’re calling the right person?” It was surreal.

In that talk, I shared a framework I created—this four-box model I use to evaluate roles or opportunities. It’s simple but powerful. I ask myself: Can I learn? Do I work with people I respect? Do I care about the work? And can I have an impact? These might seem like basic questions, but it’s surprisingly rare to find opportunities that check all four boxes.

I think a lot of my openness to learning and curiosity stems from growing up as a new kid, always trying to figure out the room, and anticipating what’s around the corner. That experience shaped my ability to read situations, but it also made me a student of communication. I’ve long been fascinated by how movements start and how people are brought along on a journey. I grew up in the midst of a revolution, and I still vividly remember how the media shaped things in 1979 and the behaviours it drove in people. 

In today’s world, we’re seeing so many movements that come from deep societal issues. I recently read a great article in Fortune that looked at the psychology behind riots, particularly in the UK. It highlighted something I’ve been thinking about a lot—the loneliness epidemic and the division we’re facing globally. When people feel disconnected, they look for community, and sometimes that leads them into movements that offer a sense of belonging. The writer pointed this out, and it resonated deeply with me because we’re living in a time when we’re hyper-connected, yet so many of us feel disconnected.

I worry about this—not just for the US, but globally. As someone who has struggled with finding belonging, I’m very attuned to that feeling, and I know how dangerous it can be for both individuals and societies. But I also believe that we can solve this problem. It’s something that we, as a global community, can address if we make the effort to create spaces where people feel accepted and connected. It’s one of the most pressing issues of our time, and it’s something we can all work toward.

Katie: I think experiences, which I know is a big part of your current focus, are such a powerful way to bring people together. There’s still a magic about live events that you do not get anywhere else. So we finished with with Turner. Talk to us about your role there, and how you grew with the company, and kind of walk us to your current role at Fortune.

Maryam: I’ll go through it quickly so you can see how many pivots I’ve had. I started at Fortune, where I was part of an integrated marketing group that worked across the Turner portfolio. I was essentially an internal consultant, focusing on marketing and strategy. After that, I moved to CitySearch, which was in the early days of the internet. CitySearch was like an online version of TimeOut, where you could look up things like movies and nearby Chinese restaurants. It was a dream job for me, someone who’s always been obsessed with insider info.

They hired me for the New York office, but I was about to get married, and I didn’t want to travel for the rollout. New York was put on pause, and I realized I needed to keep moving forward. Around the same time, I had another offer from a publishing company. They checked back in with me, and since I wasn’t going to move forward with CitySearch, I pivoted to publishing instead.

I moved into book publishing, which was the slowest part of the media business. I was relatively young, but since I didn’t know how to do things ‘their way,’ I just made it up as I went. After that, I transitioned back to an agency where I was media agnostic—coming up with big ideas. For example, I suggested that Burger King redesign their restaurants to change the customer experience, working with the famous architect David Rockwell. 

But that job didn’t turn out well. Within two weeks, I knew I’d made a mistake, and one day the CFO called me in to tell me they were shutting down my department. They paid me out for three months, and suddenly, I had no job. Back then, people didn’t change jobs as often, and I had a lot of pivots on my resume, so I was worried. 

I had signed up for an accessories class at FIT (Fashion Institute of Technology) because, during my time at CitySearch, I used to carry this heavy IBM Selectric computer in a pleather bag, which was so unattractive. I’d always thought, why doesn’t someone make functional, stylish bags? I was obsessed with bags and would hunt for them in thrift shops. So, in the FIT class, I made some of the ugliest bags and belts ever, but I met a woman in the bag business, and we decided to start a bag company together.

We began making functional yet fashionable bags—diaper bags, computer bags, and pet carriers. Barneys became our first client and even paid us in advance. Things were rolling, but then, after we took photos for our press kit, my business partner told me she got into Harvard Business School and was leaving. I couldn’t believe it. We had just taken pictures together, arm in arm, and now I had to cut her out of them!

She suggested I continue the business with her mom while she left, but at that point, I was nine months pregnant. We decided to part ways, and I kept the IP for the bags. So, I started making and shipping the bags out of my basement.

One day, I got a call from a former colleague at Turner. He asked if I would join his company, but I said no because I was focused on the bag business. He asked if I would consult instead, and since I had downtime waiting for labels to arrive from China, I agreed.

So, long story short, for five years, I split my time—shipping bags two days a week and consulting for three days.

Katie: You even got into the entrepreneurial world!

Maryam: You weren’t expecting that. And who was? Me either. 

Katie: I wasn’t expecting that. And I want to know, because, I mean, Maryam, this story is wild. Your career journey is wild. For so many people who are listening, who are business owners, entrepreneurs. Finding their first customers, finding their first clients, and getting things off the ground is such an intimidating part of it. It’s the beginning. You usually just like, yeah, hey, we got this client. You know, I got Barneys. Like, right off the bat, can you just talk to us a little bit about the strategy that went into landing your first client?

Maryam: The diaper bags ended up being our most popular product. We designed this bag with two side pockets for baby bottles, but we made them in black velvet and fun colours so they didn’t look like typical diaper bags. This was back in 1997. I would carry the bags around, and I’d get stopped on the subway all the time. People would ask if they could buy it—one dancer from the New York Ballet told me she wanted to use it for her pointe shoes! You could tell there was something special about these bags, and they appealed to a lot of people.

At that time, Barneys was the store in New York. A friend of mine knew the baby buyer at Barneys and gave me her email address. I’ve never been afraid of rejection, so I went for it. I was a marketer, so I created a beautiful package. I had friends who helped me—Michelle designed a lovely booklet for us, and Terry took the photos. I called the buyer, and she placed an order right then. It made me realize how often we’re afraid to take that first step. You really have nothing to lose by trying. It may take 10 attempts, but for me, it worked on the first try.

At the time, people warned me that Barneys didn’t always pay their bills on time, so I said, “We need to get paid upfront.” And the buyer agreed.

Katie: You have a remarkable network of friends and people in your life who have been extremely influential.

Maryam: I absolutely agree with that, and it’s definitely a key part of my worldview. I genuinely believe that everyone has a great story to share, and I love meeting people, learning from them, and building each other up. We all make each other better. For example, Michelle had worked with me back when I was at McMillan, and we stayed in touch. When I needed her help, she didn’t hesitate—she said, “I’ll do that for you.” The same was true with Terry, who had a book at the time. I had helped him out before, and when I needed it, he was more than happy to return the favour. That, to me, is the essence of community—it’s about mutual support.

Fast forward years later, during one of the darkest times in New York City, right in the middle of COVID-19. We decided to start a nonprofit to help the city, and it was that same power of connected community that allowed us to do something truly remarkable. Despite everything, we got 24 Broadway performers, including Bernadette Peters, to sing on the red steps of Times Square. Award-winning musicians showed up, an ad agency partner I’d worked with for years created ads for free, Gary Vaynerchuk offered social media support without charge, and Clear Channel gave us billboard space for free.

It wasn’t just about my network—it was the collective strength of the 600 volunteers who joined forces. There’s something incredibly pure about it when nobody is making money and everyone is doing it for the right reasons. It gave us purpose in a time of despair, and I learned that the people you surround yourself with are the ones who will get you through.

Katie: What are some of your best insights, tips, and experiences when it comes to building, networking, and sustaining relationships over a long period of time?

Maryam: I’ve always been someone who values staying connected. Even as a kid, I had pen pals, so keeping in touch with people was a big part of who I was, and that was before the internet made it easier. I’ve always wanted to stay connected to different parts of my life, so I made the effort. I think I’m a natural connector—I’ll go out of my way to make connections because I don’t see life as a zero-sum game. I genuinely believe that two plus two can make six, and that’s how I approach the world. I’m happy to be generous and help, and it still surprises me when others aren’t the same way. But I understand that people are wired differently.

For me, life is about relationships, not transactions. It often catches me off guard when someone views a situation purely in transactional terms. I’ve been at events where someone will say, “Oh, you were nice to that person, so now they’ll become a sponsor,” and it surprises me because that’s not how I see things. Sure, if I can help you with something like Fortune, that’s great, but I’d still be willing to help you even if it had nothing to do with that. I don’t view relationships as simple equations.

I’ve found that when you genuinely live this way, you tend to gravitate toward others who share the same mindset. COVID really highlighted that for me—it was a moment of “we,” not “me.” Nowadays, I often say that I’m about to surround myself with smart, strong, and kind people. And if that’s not someone’s vibe, that’s okay, but we probably won’t spend a lot of time together.

Katie: You’re running this bag business. You’re just having your first child. What was the name of your bag business? 

Maryam: Well, it ended up being called Maryam B because I had to come up with a quick name that I could trademark. So that ended up being mine. 

Katie: OK Maryam B. You’re also doing some consulting. What happens next?

Maryam: I spent about five years in consulting, working with major clients like Bacardi and Deutsche Bank. For the latter, I was involved in launching a personal banking website in Brazil, which meant I was traveling to Brazil every third week. With a second child at home, I had to leave them with my husband, who was running a startup.

During that time, 9/11 happened, and we were moved from the World Trade Center to Piscataway, New Jersey. This made me question my path—finance wasn’t my passion, and the long commute to New Jersey was challenging. This was when the power of networking came into play. A former colleague reached out, saying he was taking a job at Univision and asked if I would meet with them to give him an opinion on whether they were genuine. I agreed to the meeting as a favour, and it eventually led me to a role at Univision.

I joined Univision on a one-year contract to handle integrated selling—a role I was familiar with from previous work but in a new industry. My interest in this opportunity grew, especially after the existential shock of 9/11. Univision took a chance on me, and I ended up staying for seven years. This position became one of my favourite roles and was significant for my career.

At Univision, I became the Chief Marketing Officer. It was a transformative experience because I was deeply involved in explaining and expanding the Hispanic marketplace, which was not well understood at the time. The job was not just about marketing but also about purpose. Univision was very community-focused, and people would reach out to the station for various forms of help in ways they wouldn’t with other networks.

This role taught me the power of community and purpose, reflecting Jim Collins’ concept of having a “North Star” beyond just making money. I learned that the Hispanic marketplace, while diverse, thrived on unity and support. This understanding of purpose has been a guiding principle in my career ever since.

Katie: Okay, so that was your first time C-suite marketing, leading to it sounding like you really got to hone this purpose mission, which really has been a larger part of what you’ve been all about. It was probably just this realization that, okay, this makes sense for me. So what came after that?

Maryam: I was at Univision for seven years. Five years into my tenure, Univision was sold to five private equity firms. I stayed for two more years after the sale before moving to NBC Universal. Joining NBC Universal was a dream job for me, especially since I grew up watching shows like Friends. I went there to run their integrated marketing group.

However, a year into the role, NBC Universal was put up for sale to Comcast. Having just experienced a similar transition at Univision, I knew how messy these situations could get, often resulting in office politics overshadowing the actual work. Amidst this uncertainty, I was contacted by Gannett, who was looking for a new CMO. Initially, I agreed to a meeting only to offer advice, but after a few rounds of discussions, they insisted that I was the right person for the role.

Despite my reluctance to look for a new job, my husband encouraged me to consider the Gannett opportunity. He saw it as a chance for me to leverage my experience in turnarounds and make a significant impact in the local news business, which was under immense pressure. I decided to take the job, commuting between DC and New York, and it turned out to be transformative.

At Gannett, I focused on uncovering and communicating their purpose, which was deeply rooted in empowering communities through local news—whether on TV, in newspapers, or through USA Today. This role was a great fit for my passion for news and storytelling, and it allowed me to apply lessons from my previous experiences in a meaningful way.

After about four years at Gannett, as the company was preparing to split, I started to consider my next move. Out of the blue, I received a call from a headhunter asking if I would be willing to talk to the CEO of Hyatt. Despite my attachment to New York and my reluctance to move, I met the CEO during a Bloomberg conference. Within half an hour of our meeting, he asked me when I could relocate to Chicago, which left me astonished.

Katie: Maryam, you have said that line, right? Do you see this? I feel like your life is dictated by like, what is happening to me. When such amazing things,

Maryam: Sometimes I feel like Forrest Gump, wondering, “What is happening? How did this happen?” I was upfront about who I am from the beginning, telling the CEO of Hyatt that I would always speak the truth, even when it’s uncomfortable. People often think they want honesty, but they don’t always handle it well.

When they were checking my references, I jokingly asked if they wanted me to track down my preschool teacher in Iran, just to show how thorough I could be. Despite the uncertainty, my love for travel and the prospect of a global role were compelling.

My husband was supportive and ready for the move, so we decided to take the leap. I relocated to Chicago with our ninth and eleventh graders, embracing the challenge of a significant career and life transition. It was definitely not for the faint of heart.

Katie: Absolutely, this is exactly what you excel at, and I wouldn’t expect anything less. Each of your experiences offers so much insight, and I think we should consider doing a series where we delve into each one in detail—they all have so much to offer.

Now, let’s shift to your current role as Managing Director at Fortune Live Media. You oversee the Most Powerful Women brand and Brainstorm Tech, which is incredibly exciting. Can you give us a sense of what a typical week looks like for you? How are you managing these brands, and what are you most excited about right now?

Maryam: When I was at Univision, I received an invitation to join the Most Powerful Women community from Patti Sellars, the founder of the franchise. It was a significant milestone for both me and Univision, as it was a notable acknowledgment of Spanish-language media, which had often been overlooked. The conference was not just a women’s event, but a gathering of business leaders—both accomplished and aspiring—discussing major issues like geopolitics, market trends, and generational management. I found it inspiring and connected with many like-minded individuals across various industries.

Over the 11 years of attending, I built lasting relationships and made many connections. Last year, while launching the “We Love New York (City)” campaign, I was asked to guest co-chair the Most Powerful Women event. I immediately agreed, as giving back to a community that had supported me was a no-brainer. 

When I transitioned from the We Love New York (City) campaign, Alan Murray, the then-CEO of Fortune, approached me about taking over the Most Powerful Women franchise. He saw my background in community building and thought I’d be a great fit. I joined Fortune in March, and it’s been an exciting journey. 

The highlight of my role is meeting incredible people and hearing their amazing stories. I now meet at least three new women a day, and I’m constantly inspired by their experiences and achievements. 

Katie: I love that you joined during Women’s Month, by the way. I think that that’s really fitting. What’s your vision? Where do you want to grow this brand? 

Maryam: For me, the goal is to transition from merely hosting a conference to truly building a community. In the few months I’ve been here, we’ve been very intentional about creating connections. For instance, at our dinners, we assign a host to each table who introduces everyone, ensuring that no matter how influential you are, walking into a big room doesn’t feel like middle school. We focus on fostering genuine relationships for diverse purposes.

For example, at the New York dinner, I leveraged my connections from working with Broadway to have a performance from “Suffs”, bringing a touch of joy to the event. Joy is something we all need more of, and integrating it into our gatherings felt natural and impactful.

Another part of my vision involves empowering the community. We appointed 20 ambassadors who are deeply passionate about our mission. They’ve opened their networks to invite other women who may not have been previously included, and they will co-host events with us. 

I approach programming from a unique perspective, having been in the shoes of these women myself. This fresh viewpoint helps me think differently about what conversations and topics will resonate. By integrating various voices and perspectives, I aim to enrich our programming and continue building an inclusive, dynamic community at Fortune.

Katie: Before we get into the lightning round, what can brands learn about the power of live experiences and events?

Maryam: Today, there is a profound desire for authentic, real-life experiences. When we gather people for live events, it’s not just about providing actionable insights that enhance their professional and personal lives, but also about fostering meaningful connections. Building a community requires intentionality.

Although our time is limited, I want to share one example that highlights the importance of this approach. People often marvel at my ability to organize high-profile events, like securing 24 Broadway performers for Times Square or obtaining Billy Joel’s rights to “New York State of Mind.” They think such achievements are beyond their reach. However, I believe everyone has the potential to achieve remarkable things.

For instance, in my local neighbourhood, we organize a simple potluck event each year. We rent tables and chairs and invite neighbours to contribute dishes. The first year, 500 people attended; the second year, 700. This grassroots initiative has taught me invaluable lessons about organizing live events.

One key lesson is the value of distributed responsibility and letting go of the need for perfect control. We allow each host to personalize their potluck table, whether by decorating it uniquely or offering diverse cuisines. This variety creates a rich tapestry of experiences.

In a world that often feels divided, finding ways to bring people together—whether through arts, important conversations, or shared meals—is crucial. These grassroots efforts provide insights that are applicable to larger-scale events and roles, such as my work at Fortune. The lessons learned from connecting my Chelsea neighbours are invaluable and influence my approach to building community on a broader scale. 

Katie: Maryam, I want to dive into our lightning round. It’s five quick questions to learn a little bit more about you and get some tangible resources for the audience. So first, complete this sentence: for me, building a notable brand means… 

Maryam: Connecting with someone emotionally and creating a love mark, a brand that is loved and respected.

Katie: What has been your career’s memorable “micdrop moment”? 

Maryam: Standing in the middle of Times Square during the pandemic, I watched in awe as 24 Broadway performers came together for the first time in October. As they sang “Sunday” from “Sunday in the Park with George”, I was moved to tears by the collective magic they created. To think that a 12-year-old immigrant kid could witness such a moment, with those extraordinary artists uniting to make it happen, was an indescribable experience. There is truly nothing like it.

Katie: Wow. What’s one brand you admire and why?

Maryam: Patagonia is a prime example of a purpose-driven brand. From its inception to its operations, it embodies its mission and values. The company is not only profitable but also maintains a strong commitment to its purpose, focusing on making a positive impact on the world.

Katie: What are three resources you’d recommend to someone looking to build their personal or corporate brand?

Maryam: Jim Collins’ Good to Great is a must-read for understanding business excellence. I’m an avid reader of his work. Keith Ferrazzi’s Never Eat Alone offers valuable insights on forming meaningful connections. Priya Parker’s The Art of Gathering emphasizes the importance of purposeful events. Her book and newsletter are highly recommended, as they explore often-overlooked aspects of gathering that can be transformative.

Katie: What’s up and coming for you? Where can people connect with you?

Maryam: On October 6, we’re hosting the Longest Table event in Chelsea, and it’s part of a growing movement. Recently, I spoke with an eighth grader in Kansas City who’s inspired to organize a Longest Table in her neighbourhood to connect with her peers. It’s truly inspiring! We provide a toolkit and resources to anyone interested in starting their own Longest Table, so if you’re in Chelsea, please join us on October 6. And if you’d like to host one in your city or country, just let me know—I have a toolkit ready for you.

Katie: Maryam, this has been such an incredible conversation. Thank you very much for your time. 

Maryam: Thank you so much for inviting me. I really appreciate being asked, and it was lovely to be with you.

Katie: Thank you for tuning in to Get Mic’d. If you enjoyed this episode, please subscribe to the podcast and leave a review. I look forward to bringing you more engaging conversations with thought leaders, sharing their insights on building a notable brand. We’ll see you next time!