Title: 2025-26 International Affairs Fellowship
Agency: Council on Foreign Relations

The Council on Foreign Relations is seeking applicants for its six 2025-26 International Affairs Fellowship programs. These transformational programs enable U.S. citizens who are mid-career professionals with a demonstrated interest in foreign policy to gain experience in a new environment in the United States, Canada, India, Europe, Indonesia, and Japan, or at an international organization. Selected fellows broaden their perspective on foreign affairs by working in a policymaking setting or by conducting research in an academic environment.

Application Deadline

Applications are now through November 1, 2024, for all six fellowships.

How to Apply

Learn about each program by visiting cfr.org/fellowships for more information or to hear from past fellows.

Profiles in Diversity Journal Job Board

By Michael Stuber

Michael Stuber

In some respects, Diversity, Equity & Inclusion appear to be universally applicable and in other regards, we know the need for localisation. In Europe, DEI has its own distinct dynamics while we also see similar issues as in the USA. A good moment for learning and leverage.

What is Europe for you or your company? A regional market, a geography with specific legal regulations, the ‘old world’, a union with shared values or a patchwork of countries and languages? It could be all of the above. The European Union has recently held some key events that add to the picture: Europe Day (May 9th), European Diversity Month and European Elections (June 9th). They provide insight and inspiration for your Global DEI work.

What is it about?

What may sound similar to other National agendas is a reminder of EU particularities worth knowing. Europe Day celebrates the 1950 Schumann declaration as the foundation of the EU as we know it today. European Diversity Month is a relatively new initiative that pools Diversity Days and Weeks from across Europe to amplify DEI messages (in addition to International Women’s Day, Pride Month etc.). European Elections determine the composition of the trans-national European Parliament and are the base of a unique supra-national democracy.

How is it relevant?

These events include partly hidden D&I elements. Europe has managed to pacify a group of war enemies through a ‘political D&I process’ that still governs the EU. European Diversity Month is the festive side of a fundamental EU policy, its non-discrimination framework, which is the most comprehensive and consistent of its scale anywhere in the world. D&I is hence engrained in EU identity, yet in a different way than what we find in the USA. This raises the question if European initiatives should be a regional part of global plans or an inspirational, integral element of how we frame DEI globally? The latter is not obvious as most Diversity topics (race, ethnicity, LGBT, religion) require a strong understanding of the local context while only a few others (gender or age) are more universal but also not uniform.

(side)effects of celebrating difference

Regardless of globally or locally, celebrating differences is common if not paramount in DEI. The focus on difference – or marginalised groups – has had similar effects both in Europe and in the USA: Polarisation (support vs. resistance), competition (for attention and resources) and eventual cannibalisation, and increasing confusion about what the shared (DEI) mission or common agenda is. Increasing backlash suggests that DEI has not created the most effective message in the past ten years, and vastly diverging celebrations are (arguably) not helping to bring it back together. In fact, it might lead to further separation as shown in graph 1.

Diverging Differences graph

We can still consider two perspectives in this situation:

  • Are we getting it right because we must provoke in an activist way and we see the need for the unaware ‘to feel the pain’?
  • Should we tone it down to be(come) more digestible and start with low key images and messages to ease people into the journey?

While this might sound black and white, the two questions represent approaches that are not uncommon – and competing. The ENGINEERING D&I approach we have developed over decades aims at combining the best of both worlds.

Integration around the organisational agenda

In work organisations we focus on what brings and holds the system together: shared purpose, values and mission. This is what Europe did after WW2 to create a political system of unity in diversity. A focus on common traits provides a foundation that can carry diversity and promote equity and inclusion going forward. What sounds obvious is sometimes labelled inappropriate by DEI activists. One, because many do not want organisational objectives (but justice) to drive DEI and two, because many believe that a DEI must be anchored in difference/s in the first place. However, this should not happen at the cost of people feeling excluded or becoming defensive. Instead, helping people (i.e. everyone) to see themselves as part of DE&I may well be the biggest need going forward.

Integrational Buy-In graph

Creating consistent DEI approaches for each (organisational, regional or maturity) context is the other critical element required to regain relevance and traction. This implies to move beyond best practice templates or standardised approaches (like the latest ISO initiative).

The suggested focus on values and belonging as well as on alignment with organisational priorities and a commitment to joint performance (graph 2) creates a new base for everyone to join and progress together.

Take a closer look at Europe

Europe and the USA share some history and some current struggles. They are more similar in some DEI respects than what people think and more different in others. As DEI activities have multiplied in Europe over the past ten years and research and expertise are on a par, it is a good moment to come together and understand how to create more synergies and advance the shared DEI agenda.

Michael Stuber

Michael Stuber

Michael Stuber is The Global D&I Engineer with a European identity. He combines critical diagnostics and impact research into context-sensitive strategies and leadership support. He has authored 5 books and hundreds of contributions, including for PDJ.

By Samina Bari

Cracked broken glass with an empty conference room in the background.

More than four years ago, I set out to join a corporate board. It was the logical next step in my 30-plus-year career as a healthcare executive and advisor to leading biotech companies, their boards, and their CEOs. I’ve attended and participated in many board meetings throughout my tenure as a company officer. I’ve seen firsthand and up-close how boards worked, witnessed the gaps in their knowledge, and learned how they could function better to provide the expected governance.

As a woman of color, however, I always knew getting on a corporate board would be difficult. What I didn’t know was that there was another glass ceiling, one that stymies non-traditional board candidates despite the obvious business value their diverse perspectives can bring to the boardroom. Biotech boards too often chose men who are investors and corporate executives but not women who may be first-timers but who understand the business.

Despite this additional obstacle, I’ve learned a lot about networking, thought leadership, certification, and training during my journey to join a board. I would be lying if I said it wasn’t discouraging or disheartening at times. Then again, it’s left me more determined to not only break through this second glass ceiling but also to help other women do the same.

A Bigger Tent Leads to Better Business

For decades, corporate boards — especially in biotech — have been composed of mostly the same profiles, over-indexing in men. That’s been changing, albeit slowly. Between 2016 and 2023, the number of women on corporate boards in the U.S. rose from 20 percent to 32.4 percent, according to the Economist’s glass ceiling index.

The primary reason: There’s more than just a moral case for greater diversity on boards, there’s a business case as well. In 2020, McKinsey & Company published a study showing that firms ranked in the top quartile for the gender diversity of their boards were 25 percent more likely to post higher than average profits than those in the bottom quartile.

Another study, published in 2023 by researchers at the University of California Irvine and the Copenhagen Business School, found that women attend board meetings more frequently than their male counterparts, are better prepared for them, and are more likely to ask tough questions.

“Our findings show that women directors appear to be less worried about how they are perceived…” the study’s authors, Margarethe Wiersema and Marie Louise Mors wrote in a recent piece in The Harvard Business Review. “Instead, they want the board to make the best possible decisions, period.”

A Rigid Definition of Diversity

There’s still a lot of work to be done on diversity. All too often, boards look to hire women or people of color, but they don’t consider diversity of thought or diversity of experience.

For obvious reasons, many board seats within biotech go to their venture capital or private equity investors, who typically bring along their friends and acquaintances. They’re checking boxes and looking for certain phenotypes – like CEOs, CFOs, or those with backgrounds in science, development, manufacturing, regulatory, or commercial functions.

I’ve experienced this box-checking. Over the past four years, I’ve been told by many people that boards aren’t looking for people like me. However, if everyone on a board fits a certain “type,” there are bound to be gaps in knowledge and experience. What can happen easily is that the big picture from an external lens of risk and reputation is not evident. And, if and when such issues arise, boards typically hire external firms — often at great cost — to reactively manage the situation. However, the “non-traditional” board member may have added valuable perspective to avert potential issues.

So how do boards expand their definition of diversity to make sure they benefit from diversity of thought and experience, as well as gender, race, and culture?

Creating true diversity starts with changing how the board recruitment process works. Most of the networks for boards are closed. It’s incumbent upon boards to understand and seek out potential new board members who add different value to their structure and purpose, and to work with recruiters on this effort. Moreover, recruiters are compensated in a way that doesn’t incentivize them to take the risks — or the time — to find truly diverse, first-time members whose skill sets and backgrounds might be best for businesses.

Breaking into the Boardroom

In the meantime, with the status quo firmly entrenched, there’s also a lot I’ve learned from trying to make myself an attractive board candidate. I’ve taken workshops and joined networking groups, especially those that cater to women. I’ve learned how to build my brand and create content, sharing my expertise on everything from how to attract biotech investors in a down market to the importance of building a good corporate narrative.

These are critical, substantive steps. Others are equally important, if only to eliminate artificial barriers. Once, a male board member asked me if I had a board governance certification. In turn, I asked him if he had a certification, and he just smiled uncomfortably. Men do not pose this question — or demand this requirement — of other men. Nevertheless, I became certified in global corporate board governance.

Until I break into the corporate boardroom, it’s important to stay active and gain additional experience to expand my portfolio – this is advice I give to anyone on the same journey. I’m currently an advisor to healthcare investment firms and CEOs on strategy, fundraising, IPOs, and other business matters. I’ve also joined the board of a non-profit patient advocacy group. That’s not for everyone – it’s a volunteer position. But it’s been a rewarding experience, and it allows me to help build this organization in many ways, as if I were a corporate board member.

What’s inspired me along the way are the other non-traditional candidates with whom I’ve connected. We’ve partnered to build our brands, share insights, and expand our networks. Through being more connected within this community, I’ve managed to help other women get on their first boards, so I know together, we’ll break into the boardroom and shatter this next glass ceiling. And the companies we strive to be a part of will be better for it.

Samina Bari

Samina Bari

Samina Bari is a biotech executive, strategic advisor and board member with a distinguished track record of value creation worth $40B through notable acquisitions within the biopharmaceutical industry.

By Robert Meyer

Gender equality concept written with a typewriter.

The Equal Pay Act of 1963, 29 U.S.C. § 206(d) (“EPA”) requires men and women to receive equal pay for equal work. In order to assert a claim under the EPA, an employee must show that she was paid less than a male comparator working, in this case a male working in a substantially equal job. But does the employee also have to prove that the employer’s reasons for the alleged pay disparity between herself and the male comparator were a pretext for gender discrimination? The U.S. Court of Appeals for the Eleventh Circuit recently addressed this question in the case of Baker v. Upson Regional Medical Center, 92 F.4th 1312 (11th Cir. 2024), and took the opportunity to clarify the legal standard for establishing a claim of pay discrimination under the EPA.

The EPA places the initial burden of proof upon the employee to establish a prima facie case of pay discrimination. This burden is satisfied when the employee presents evidence that her employer has paid different wages to male and female employees for equal work “on jobs the performance of which requires equal skill, effort, and responsibility, and which are performed under similar working conditions.” See EPA, 29 U.S.C. § 206(d)(1). Once the employee establishes a prima facie case, the burden shifts to the employer to prove that the difference in pay is justified by any of the following exceptions: 1) a seniority system; 2) a merit system; 3) a system which measures earnings by quantity or quality of production; or 4) a differential based on any factor other than sex. Id.

Baker filed suit in Federal District Court alleging that her employer, Upson Regional Medical Center, violated the EPA by giving her a bonus compensation arrangement which was less favorable than that received by a male colleague. Upson conceded that Baker was paid less than the male colleague, but argued that the pay disparity was based on factors other than sex. Specifically, the evidence was undisputed that Baker was a physician who had been practicing for less than three years. She also lacked board certification in her specialty. By comparison, her male comparator was board certified with fifteen years of practice experience, and had not been sued during that time. Additionally, Upson contended that Baker’s bonus arrangement allowed her to become eligible for a bonus at a lower threshold of medical services than the threshold set for her more experienced male colleague. Therefore, as explained by Upson, a bonus could be more easily earned by Baker “while she grew and ramped up her practice.”

Based on this evidence, the District Court granted Upson’s motion for summary judgment as to Baker’s EPA claim. However, while it found that Upson proved its affirmative defense that the disparity between Baker’s bonus arrangement and that of her male colleague was based on factors other than sex, the court also held that Baker had failed to rebut that defense with evidence that Upson’s articulated reasons for the disparity were a pretext for gender discrimination. Baker appealed this decision to the Eleventh Circuit.

In view of the undisputed evidence of Baker’s lesser experience than the male comparator, as well as a bonus arrangement which made it easier for Baker to earn a bonus at a lower threshold of services, the Eleventh Circuit agreed that the District Court correctly found that the bonus compensation disparity was based on “factors other than sex.” Therefore, Upson successfully proved its affirmative defense under the EPA. For this reason, the Eleventh Circuit affirmed summary judgment in favor of Upson as to Baker’s EPA claim.

However, the Eleventh Circuit also found that the District Court had erroneously imposed upon Baker the burden of establishing that Upson’s reasons for the disparity were pretextual. The Court acknowledged that this error was due to confusion created by prior case law regarding the legal standard which should be applied in EPA cases. The Court stated that proper EPA analysis consists of only two parts: 1) whether the employee establishes a prima facie case of unequal pay for equal work; and 2) whether the employer can show that such disparity is based on one of the four defense exceptions listed in the EPA. Unlike a claim of gender discrimination under Title VII of the Civil Rights Act, the Court emphasized that an employee is not required to prove intentional discrimination under the EPA. Therefore, the Court held that such employee is not required by the EPA to prove that the employer’s reasons for the disparity are pretextual. In short, if the employee satisfies her burden of proving unequal pay for equal work, and the employer fails to prove one of the four statutory affirmative defenses to explain such wage disparity, the employee wins under the EPA.

Employers should note that this legal standard removes an additional evidentiary burden from employees who pursue EPA claims. Once an employee presents evidence of a wage disparity between herself and a male coworker in a substantially equal job, the employee need not prove that the disparity was due to intentional gender-based discriminatory motive. In order to prevail, the employer must show that the disparity was due to either a seniority system, merit system, quantity or quality of production, or some other factor than sex. While the “other factor” exception implies a catchall, many courts have held that the exception is not unlimited and rather applies to job-related factors only. Employers should therefore exercise care when determining pay rates for employees, and especially those within the same job categories – and ensure that any pay disparities between men and women in such jobs are based on one of the four EPA exceptions.

Robert Meyer

Robert Meyer

Robert Meyer is a partner at North Carolina’s Poyner Spruill LLP. Meyer represents employers in all aspects of labor and employment, including litigation before federal courts and administrative agencies.

Profiles in Diversity Journal 2024 Asian Leadership Award

The 4th Annual Asian Leadership Awards
PDJ Salutes our Fourth Class of
Asian Leadership Award Winners

For more than two decades, Profiles in Diversity Journal® has honored outstanding individuals who have blazed new trails, welcomed challenges, mentored others, advanced diversity and inclusion in the workplace and the community, and excelled in their chosen fields. We are honoring Asian Leaders with our fourth Asian Leadership Awards.

The 18 profiles that appear in this issue recognize and celebrate the hard work and impressive achievements of these Asian Leaders. Some of our recipients come from humble first generation immigrant roots. Others have not. But nearly every winner talks about how they are motivated to improve the lives of young people and others who are less fortunate in their communities.

Each award recipient has also provided us with thought provoking answers to some interesting questions and a personal essay that gives you more insights into the thinking of these multitalented and trailblazing individuals.

Welcome to PDJ’s fourth annual Asian Leadership Awards.

2024 Asian Leadership Award Winners

Profiles in Diversity Journal 2024 Asian Leadership Award Winner company logos

By Stephanie Childs

Stephanie Childs

When I think about our purpose at Diageo, two words come to mind: celebration and culture. We have the privilege of being part of memorable moments in people’s lives. With that privilege, it’s essential that they see themselves — and their communities — reflected in our products, our business and our work.

As a beverage alcohol company, we have placed positive societal impact at the heart of our business strategy through our Society 2030: Spirit of Progress action plan. Executing against these priorities make our business stronger and requires inclusive, collaborative and consumer-focused strategies across all functions. We believe that this makes Diageo more competitive in the long term. That is why our community programs prioritize three areas: educating communities on responsible consumption, providing hospitality training and investing in education to create a talent pipeline.

The plan sets ambitious, but measurable goals, and puts in place programs that add value to our business, employees, suppliers, customers, and the communities where we operate.

Diverse collaborators lead to meaningful impact

Our success in reaching these goals is dependent upon the support and engagement of our stakeholders. As we move along our journey to meet our social impact goals, we are constantly engaging with suppliers, distributors, retailers and NGO partners about opportunities to collaborate while authentically reflecting our diverse consumers of today and of tomorrow.

One approach we’ve taken to reach distinct demographic groups in the U.S. and increase awareness of the risks of alcohol-related harm is through the creation of one of the programs I am most proud of at Diageo, the Multicultural Consortium for Responsible Drinking. Research shows that socioeconomic factors, diverse cultural views, and alcohol use disorders are just some of the reasons why drinking affects diverse communities differently, so we’ve fostered a strong network of influential members of the Black, Latino and Native American communities to educate them about responsible consumption.

Through this hyperlocal community-focused effort we provided educational resources to over 1.6 million people in the last year. Looking ahead, we plan to expand our partners in key markets and participate in events and gatherings to meet these communities where they are.

Our consumers know us best through our brands and we are constantly looking to enhance that connection and build brand equity through partnerships that are unique and culturally relevant.

In the U.S., we have leveraged the influence of our sports partners — Major League Soccer and the National Football League — and doubled the number of brands running responsible drinking campaigns, reaching millions of people. Last year, Diageo’s marketing team at Captain Morgan partnered with multi-award-winning singer, songwriter and rapper Bree Runway to launch one of the largest global responsible drinking campaigns to date, encouraging consumers to “Enjoy Slow” and be mindful of their consumption.

By leveraging meaningful marketing and innovation, our brands have helped Diageo make moderation the norm and achieved one of our 2030 goals early, having reached over 1.4 billion people in total with messages of responsible drinking.

Investing in training and education to help communities thrive

Diageo Learning Skills for Life program Chicago graduates

Some of our most important partners are those who work in the hospitality industry, and we are committed to helping our industry thrive and continue to build economic opportunity for individuals entering the sector.

Launched in 2008 in Latin America, our Learning Skills for Life program has since expanded to North America, Europe, Africa and Asia, and is free to those seeking employment in the hospitality industry, especially people who may have faced barriers to education and employment such as veterans, those with disabilities and homeless individuals. Participants receive hands-on training that covers basic spirits and industry skills, food safety, and other bartending fundamentals, along with job readiness training to improve skills like interview preparation and conflict resolution.

In North America, the Learning Skills for Life program recently expanded and now operates in many locations including Baltimore, Chicago, Houston, New Orleans, Toronto, U.S. Virgin Islands and Washington, D.C. In the past two years, over 3,000 individuals have graduated and the majority of the classes have included women and people of color. Notably, we have seen an 89 percent job placement rate among our graduates and are excited to see further success in 2024. I’m proud that graduates have called the program “life-changing.”

Diageo Learning Skills for Life program Washington, D.C. graduates

We also recognize that we need to go further up the workforce pipeline to attract and educate the next generation of leaders. In 2021, we established permanent endowments with Historically Black Colleges and Universities and Minority-Serving Institutions. In 2023, those endowments helped over 300 students tackle the financial costs of higher education. Altogether, we’ve invested nearly $12 million in 29 institutions to address educational inequities and support career pipeline opportunities for historically underrepresented groups. Going forward, we are working to help create educational pathways for young graduates and professionals that lead to entrepreneurship, creative and dynamic careers.

We are not going to achieve our societal ambitions alone. These strategies and practices ensure that we invest in culturally relevant and impactful programs, building capacity to support the long-term success of our communities, our consumers, and our business. We know that there will always be an opportunity for improvement, and we won’t always get it right the first time, but we are committed to learning and growing on the path to excellence.

Stephanie Childs

Stephanie Childs

Stephanie Childs is Executive Vice President, Corporate Relations, Diageo North America, a global leader in beverage alcohol with an outstanding collection of brands across spirits and beer. In her role, she is part of the executive leadership team of Diageo’s market-leading North America business and supports a committed group of communications, government relations and social impact program professionals dedicated to making the world a better place. She sits on the Boards of the American Distilled Spirits Association, the British American Business Council and the Public Affairs Council, the leading professional development organization for corporate affairs experts. She is the executive sponsor of Diageo’s African American employee business resource group.

Profiles in Diversity Journal 2024 Latino Leadership International Award

The 4th Annual Latino Leadership Awards
PDJ Salutes our Fourth Class of Latino Leadership
Award Winners

For 26 years, Profiles in Diversity Journal® has been recognizing remarkable individuals who have forged new paths, embraced challenges, mentored others, championed diversity and inclusion in both workplaces and communities, and excelled in their respective fields. Now, PDJ proudly presents its fourth Latino Leadership Awards.

The profiles featured in this edition pay tribute to the dedication and remarkable accomplishments of these Latino Leaders. Each awardee has generously shared insights through intriguing questions and essays, offering our readers an opportunity to better acquaint themselves with these dynamic, multilingual, and pioneering individuals.

Welcome to PDJ’s fourth annual Latino Leadership Awards.

2024 Latino Leadership Award Winners

Profiles in Diversity Journal 2024 Latino Leadership International Award Winner company logos
Profiles in Diversity Journal 2024 Diversity Leader International Award

The 16th Annual Diversity Leader Awards
PDJ Celebrates the Creativity and Commitment of this Year’s Diversity Leader Award Recipients

Each year, as PDJ continues its tradition of honoring organizations and individual Diversity Leaders committed to advancing diversity, we are consistently impressed by their dedication and innovation.

The Diversity Leaders highlighted in the following pages are actively extending their reach, both locally and globally, to embrace a growing array of employees, vendors, clients, and communities. Diversity, inclusion, and equity serve as the cornerstone of their endeavors. For many, the pursuit of diversity holds personal significance, stemming from experiences of exclusion or neglect based on gender, ethnicity, or cultural background.

This year’s award recipients are diligently fostering connections with a broader spectrum of potential hires, engaging with women- and minority-owned vendors, contributing to their communities, and educating company leaders and hiring managers. Above all, they are nurturing workplaces where every employee is encouraged to bring their true selves to work each day.

We extend an invitation to acquaint yourself with these remarkable Diversity Leaders. Within their stories, you may uncover insights and strategies applicable to propelling your own organization forward.

2024 Diversity Leader Award Winners

  • Allnex – Tina Collins – HR Manager and D&I Champion, Americas
  • Dechert LLP – Satra Sampson-Arokium – Chief Diversity, Equity and Inclusion Officer
  • Elford – Denise Gilliam – Director of Inclusion & Outreach
  • Epiq Global – Malia Turner – Sr. Global DEI Program Manager
  • Latham & Watkins – Daniel Dominguez – Partner & Vice Chair of the Diversity Leadership Committee
  • MSC Industrial Supply – JaCynthia Little – Director, Diversity, Equity & Inclusion
  • New York Life – Tina Gupta – Senior Vice President
  • Norton Rose Fulbright – Katherine Tapley – US Chief of Diversity, Equity and Inclusion Officer
  • Squire Patton Boggs – Kathy Bowman-Williams – Global Director of Diversity Equity and Inclusion
  • Upbound Group – Tran Taylor – EVP – CHRO – CDO
Profiles in Diversity Journal 2024 Diversity Leader International Award Winner company logos
Tina Collins

Tina Collins
HR Manager and D&I Champion, Americas

Allnex
Headquarters: Alpharetta, GA
Industry: Chemical Manufacturing
CEO: Miguel Mantas
Website: www.allnex.com

Credentials: Bachelors from Spring Arbor University, MBA from University of Phoenix

Research shows that companies with more women on executive teams and in senior leadership roles outperform those without and are more profitable. Alllnex understands the importance and value of women in leadership roles, and our diversity goals support this mindset. Our progress is intentional and through joint efforts with the allnex global community we are moving this dial in the right direction. As we begin to really ramp up our diversity and inclusion initiatives, I’m really proud to be an integral part of this team.

Satra Sampson-Arokium

Satra Sampson-Arokium
Chief Diversity, Equity and Inclusion Officer

Dechert LLP
Headquarters: Philadelphia/New York
Industry: Law Firm
CEO: David Forti and Mark Thierfelder (Co-Chairs)
Website: www.dechert.com

Credentials: Masters of Public Administration from Marist College; B.A. in Political Science from the State University of New York at Albany

Satra Sampson-Arokium’s expertise is in the strategic development of best-in-class DEI initiatives and programming. She partners with leadership to shift mindsets, behaviors, and practices towards more equitable and inclusive leadership for individuals and teams at Dechert as well as at other organizations.

Prior to joining Dechert in 2017, Mrs. Sampson-Arokium served in the same capacity at global law firm Arnold & Porter Kaye Scholer LLP. She also spent over a decade at Deloitte in various roles, including senior consultant for Global Diversity.

Mrs. Sampson-Arokium is a current and former board member of the Association of Law Firm Diversity Professionals (ALFDP) and former president of the Eastern Fairfield County Chapter and empowerment chair of the Eastern Region of Jack & Jill of America, Inc.