By: Jeannette Sanchez, she-hers (Peace Corps Response, Ukraine 13-14, Guyana 14-15, VPPP Moldova 23)
I remember standing in a campus space meant for everyone – but it didn’t always feel that way. It was early in my time as a Diversity Center Manager at Normandale Community College. The room was active, full of students moving between conversations, some laughing, others quietly observing. On the surface, it looked like success: engagement, diversity, energy. But as I watched more closely, I noticed something else – patterns of separation. Students are grouped by familiarity. Some lingering at the edges, unsure if they truly belonged. A few walk in, look around, and leave just as quickly. That moment stayed with me.
It wasn’t about whether diversity existed – it clearly did. It was about whether people felt seen, safe, and valued upon arrival. That distinction reshaped how I think about diversity, equity, inclusion, access, and belonging (DEIAB). Diversity is presence. Inclusion is participation. It’s personal. And it doesn’t happen automatically. That realization became a turning point in my career.
In that same role, I had the opportunity to help create and manage one of the campus’s first Reflection Rooms – a space intentionally designed for quiet, spiritual, and personal use. What seemed like a simple initiative quickly became a complex exercise in equity and access. Who is this space actually for? How do we ensure it serves multiple identities without privileging one over another? What policies make people feel safe instead of restricted? I worked closely with students, faculty, and leadership to build not just a room, but a system – policies, communication, and a shared understanding. Utilization increased. Students returned. More importantly, they stayed. That experience taught me that belonging is built through intentional design. It requires listening, iteration, and humility. It’s not a one-time, one-size-fits-all solution – it’s an ongoing commitment.
My time with the U.S. Peace Corps expanded that understanding even further. Working across Guyana and Ukraine, I collaborated with NGOs serving diverse communities, navigating challenges tied to health, identity, and access. In Ukraine, I supported an LGBT-focused organization in building systems that allowed them to access global funding and assist local clients through safe and inclusive HIV/AIDS outreach. In Guyana, I helped develop local community networks, accessible peer education programs, and staff empowerment systems, including HIV/AIDS education.
These weren’t just professional projects – they were deeply human experiences. Language barriers, cultural differences, and systemic inequities required me to rethink what inclusion looks like in many different contexts. I learned that equity is not universal, access is not just about availability, and belonging can look different across communities. These lessons continue to shape how I approach my DEIAB work today.
When I transitioned into my role as a Global Diversity and Inclusion Specialist at Avnet, I faced a new challenge. How do you scale DEIAB across a global, Fortune 500 organization?
The question wasn’t just philosophical – it was operational. DEIAB wasn’t just “the right thing to do.” It was a business decision. What’s best for the company? Our employees are what’s best for the company. To be successful, we needed our employees to be successful too. Two sides of the same coin.
Even though DEIAB wasn’t my “official” title at Avnet, they go hand in hand and are incorporated into all my planning. So I led the development of the company’s first global DEI(AB) strategy, built international diversity councils, expanded Employee Resource Groups (ERGs) by over 300%, increased our annual diversity score from 65% to 95% in less than two years, and eventually increased monthly engagement from a few dozen participants to thousands for each major, global DEI(AB) event.
But what mattered most wasn’t the metrics; it was the shift in culture. Employees began to see themselves reflected in the organization. Conversations became more open. Staff attended more DEIBA company-sponsored events. Management began seeing the greater picture. Leadership (C-Suite) became more interactive and accountable. DEI(AB) started to move from an abstract concept to a measurable one, a lived experience. That’s when I fully realized: DEIAB work is both human-centered and data-driven. To create positive lasting change, you need both.
My path was shaped by growing up in a diverse family, with varying cultural backgrounds and beliefs, all living in harmony, an academic grounding in psychology, gender studies, and culture, hands-on experience in higher education, nonprofits/NGOs, and global international service, and strategic roles in corporate environments where diversity and culture meet business outcomes. But more than anything, it was shaped by moments – like the one in that campus center – where I saw the gap between intention and impact. I chose this field because I’ve seen what happens when DEIA and belonging are missing. And I’ve seen what’s possible when it’s present. Diversity allows us to do great things together, and more quickly and efficiently. DEIAB allows us to include everyone, equally, and bring people together to grow and learn from one another. It’s not only essential interpersonally, but also fiscally within business. Beneficial for both sides!
Today, as a Program Manager, Project Developer, and DEIAB facilitator, I focus on bridging that gap between intention and impact. My work sits at the intersection of strategy and storytelling, data and human experience, and organizational goals and individual needs. Whether I’m designing programs, advising leadership, or facilitating conversations, I always ask one question: Who is this working for – and who is it not? Because true inclusion doesn’t just support those already thriving – it also supports those who are still deciding whether they belong.
DEIAB is often discussed in parts, as separate entities – diversity, equity, inclusion, access, and/or belonging. But as you can see, these entities are actually one and the same. Though belonging is the overall outcome that ties everything together. It allows the other “areas” to thrive. As human beings, we all have the “pull” toward connection and inclusion. It’s human nature. If we have access (physically and emotionally) to a group of diverse individuals and spaces, we experience a greater sense of belonging and happiness. A space where we are truly seen, heard, appreciated, and safe.
It’s the feeling that your presence matters; you are seen as YOU, your voice is heard, you are safe to speak, and you don’t have to shrink or translate yourself to fit; no code switching necessary. That’s the kind of environment I’ve worked my whole life to build, personally and professionally – and the kind I will continue to create, for as long as I am able. Because belonging isn’t accidental. Inclusion isn’t exclusive. Diversity isn’t theoretical. Access isn’t automatic. Each is intentional, strategic, authentic, and planned through mindfulness and a collaborative, open-minded approach. When done right, DEIAB opens eyes and transforms environments into clearer, more optimistic fronts.
