“I didn’t have a technical background or education. So, I looked for mentors within the organization who could guide me and my career in product management. Through the Women at Thomson Reuters employee network, I was paired with a mentor who was, and continues to be, a tremendous help in encouraging me to pursue opportunities in Product management and instilling confidence in me that I could be successful as a product manager.”

Yesenia began her career at Thomson Reuters in an editorial role in Practical Law as a steppingstone to a job in technology.

“I took a leap of faith, took the job, and haven’t looked back since. Thomson Reuters gave me something invaluable: the ability to explore different roles within the company and find my place. I spent four years in editorial, and in that role, I completed projects with the product management team. That got me interested in product management, and I started thinking about whether it would be a good fit. I had the opportunity to do a part-time rotation with the product management team, which was my first glimpse into the day-to-day life of a Product Manager. I enjoyed it and felt my skills would be a good match, particularly problem-solving, collaborating, prioritizing, and researching.”

Since August 2021, Yesenia has worked as a Product Manager on the Practical Law team.

“My focus this past year has to been to develop Practical Law’s global offering. There is a strong need for the technology and resources globally, and we’re making real headway in bringing Practical Law to new markets.”

Yesenia also had the opportunity to attend- the 2022 Grace Hopper Celebration in September, the world’s largest gathering of women and non-binary technologists which Thomson Reuters is a sponsor of.

“The energy was infectious. I’ve never attended a conference with such passionate speakers and attendees. I appreciated the watch parties where I connected with other attendees at Thomson Reuters. I also enjoyed networking with other technologists from diverse professional backgrounds, such as myself.”

Her biggest takeaway from the conference was the importance of personal branding and leadership development while remaining authentic.

“I heard from many female leaders about empowerment, finding your voice and purpose, and the tools we need to advance our careers. My favorite quote from the conference was, ‘be yourself so the people looking for you can find you.’ I think about that quote a lot now, especially when I get the nagging feeling of imposter syndrome. It’s about trusting myself and the value I bring to the table.”

The team’s history of innovation dates to the early 90s, when TR Labs developed some of the most sophisticated natural language search algorithms at the time. In fact, TR Labs was the first organization to integrate search into products. In 1992, the team developed Westlaw is Natural, the first industrial scale natural language search engine, which was recognized for its innovative use of statistical rankings.

But TR Labs didn’t stop there. The team continued to push the boundaries of what was possible, and in 2010, they were a key part of the launch of Westlaw Next, using machine learning to learn ranking functions on a large scale.

Today, with close to 150 team members located around the world, TR Labs has grown in size and expertise. Our team has access to world-leading data and enterprise expertise, diverse teammates with world-class talent, and great opportunities for mentorship and growth. Every day, they’re experimenting, prototyping, testing, and delivering ideas in the pursuit of smarter and more valuable tools for our customers.

Currently, TR Labs is focused on harnessing the power of AI, big data, and deep learning to provide our customers with the best possible products and solutions. Upholding the rule of law, turning the wheels of commerce, catching bad actors, reporting the facts, and providing trusted, unbiased information to people all over the world – our team is dedicated to conducting research and helping build products that make a difference.

At TR Labs, we are committed to driving progress and making a positive impact on the world. We are proud of the innovations we have delivered over the past 30 years, and we look forward to continuing to push the boundaries of what is possible in the next 30 and beyond.

Earlier this year, Agnieszka organized a group of nine colleagues from the United Kingdom and Poland to travel to the Polish-Ukrainian border to help refugees fleeing from the war in Ukraine. During their visit, they volunteered over 200 hours, working with World Central Kitchen to provide meals, purchasing groceries, visiting refugee children at an orphanage, and helping a family find accommodations.

Agnieszka also set up a Crowdfunder and fundraised nearly £9,000, which was used to purchase clothing, food, laptops, and other electronics to help refugee children continue their education. A donation was also made to Caritas, an organization providing accommodations, care, and education to refugee children.

In recognition of Agnieszka’s incredible work, Thomson Reuters will make a $10,000 donation to an organization currently aiding in Ukraine refugee relief.

Carla Jones, the namesake of this award, was a remarkable colleague at Thomson Reuters who lived our values and inspired others to do the same. Prior to her passing in 2019, Carla served as chief of staff to our previous three CEOs and was known for her grace, humility, and generosity. She was a mentor to many and a constant champion for diversity.

Carla founded the Social Impact Institute to better engage and amplify the work of our stakeholders and to highlight the positive impact Thomson Reuters has in the world. The Carla Jones Social Impact Award was created based on her passion for social issues and making a positive impact in our communities.

We are honored to recognize Carla’s legacy and proud of Agnieszka’s selfless work. People like Carla and Agnieszka embody our Purpose at Thomson Reuters and inspire us all to create the change we want to see in the world.

Congratulations, Agnieszka. Like Carla, you are an inspiration to us all.

Let’s look at our impact by the numbers:

• Over 750 employees participated in 15 countries
• We supported over 100 charitable organizations through organized volunteer events
• Our team volunteered over 5,000 hours, with 232 of these hours yielding $45,240 worth of pro bono consulting for various organizations

Thomson Reuters has had a longstanding commitment to supporting communities in which we live and work through volunteering and acts of service. At our first Global Volunteer Day, employees prepared and distributed meals and hygiene kits to those in need, stocked shelves at food pantries, picked up litter at parks and beaches, created cards for hospitalized kids and seniors, provided walks and toys for animals in shelters, hosted career workshops, and visited schools.

In addition, Tax & Accounting employees attending our annual SYNERGY Conference participated by writing 245 letters to military members and first responders for Operation Gratitude.

Employees welcomed the opportunity to make an impact:

• “We had a great time volunteering. This event made it possible for us to help the community and learn more about a regional non-profit, and we got to know each other a little better, too. A win-win. Thank you!”
• ​​​​​​​”It was great to see the enthusiasm and energy from all the volunteers. What a wonderful way to make a difference on Global Volunteer Day.”

Most importantly, we provided much-needed assistance to local non-profits:

• “The volunteers brought such amazing energy, and our guests and staff loved spending the day with them. Thank you so much Thomson Reuters for the love and compassion you showed our guests, and for choosing us for your first Global Volunteer Day! We can’t wait to welcome you back next year.”
• “Over the past few months, we have seen a huge increase in the number of clients that use our services. We are constantly in need of volunteers to help us stock shelves in the pantry and prepare lunch and dinner meals. The Thomson Reuters volunteers have provided an invaluable service to us today and we are incredibly grateful!”

Watch the video below to see our volunteers in action on Global Volunteer Day.

The chance to constantly grow and evolve has been key to Heather’s happiness and her ability to define her own career path.

“Early in my career at Thomson Reuters, my department didn’t go through a lot of change,” she recalls. “This is characteristic of our industry — tax compliance changes frequently, so we keep processes, structures, and even technology the same to counterbalance the change.” In times like these, Thomson Reuters enabled Heather to grow in other ways due to the company’s ever-increasing career growth opportunities. “Thomson Reuters has evolved in countless ways and that evolution has afforded me opportunities to grow.”

“I took advantage of the tuition reimbursement program and completed my MBA,” Heather says. She also used formal programs for mentors and sponsorships. “I had a wonderful mentor in my first year as a manager,” Heather recalls. “She helped me see things differently, coached me, and supported my needs and areas of growth.”

Here, Heather shares more about this journey and how she has evolved her career.

To start, can you tell us about your job?

When I transitioned to a technology manager, my role was to support one segment of tax compliance with software engineers in Ann Arbor, Michigan. I was also a scrum master, helping to build a beta product being tested by customers through several small scrum teams. In the last three and a half years, my role grew globally, allowing me to partner with technology teams in India, Australia, Eastern Europe, Canada, and, most recently, Mexico. This year, my responsibilities grew significantly in the compliance area so much that I needed to step away from my scrum work.

My position has a lot of flexibility and has been evolving since the day I accepted it. I love this about my role, and I can flex my time where it’s needed most, based on the time of year. Outside of supporting my team of engineers, I spend time assisting our UltraTax CS product backlogs, helping global engineering teams, and working on special projects.

What were your initial thoughts when you learned you were moving into a leadership role?

Thankful, excited, and nervous! I had moments of doubt, but, overall, I was eager and ready for management. I joined a newly formed technology team made up entirely of female managers. In technology, it was unique that a male-dominated department was being led by female managers. I had this group of women to support, challenge, and inspire me during my first year as a manager.

What opportunities did Thomson Reuters provide that ultimately helped you land your role?

I didn’t have a traditional, linear path to the manager role with clearly defined, sequential steps. Instead, I actively sought out any opportunity available, usually in addition to my full-time role. I partnered with our sales department to pitch UltraTax CS to new customers, I joined and then led our local volunteer group in Ann Arbor, and I helped with our campus recruiting.

I loved meeting “new” people at Thomson Reuters, even though most of them had been here longer than I was. My biggest break was when I volunteered to start developing OnvioTax. I had opportunities to learn agile and scrum, lead platform development teams, partner with global colleagues, develop my tech skills, and follow a transformative leader into management.

I applied for positions I didn’t get. I used the feedback from these positions to work on my brand. I used the interviews to network and learn about Thomson Reuters. I used almost every career development tool that Thomson Reuters made available. I pushed myself because that was what I wanted; I was at a large-enough organization with opportunities to refine and develop critical skills.

From your own dynamic management experience, what’s one management strategy you’ve used that you think has been particularly effective?

Listen more — and be an active listener. This is one area I must work on daily, and outside of work too with my two little boys and husband. It’s very easy to be distracted; active listening is not only respectful but critical when working with your team.

What’s the number one thing you hope your direct reports are getting out of working with you?

I hope my direct reports feel supported and valued. I hope they feel this support outside of work as well — I care about their well-being. Since moving into management, I’ve been fortunate to coach and lead an incredible group of software engineers. They’re a big part of why UltraTax CS has been market leading for decades.

I developed my career by raising my hand, seeking out opportunities, and speaking up. When you transition to management and have a team to support, it’s more important to pass on those opportunities — let them speak up and let them raise their hands. While I would never be passive, remembering to pause, think of the team, and encourage others is where my focus is now.

What is your number one piece of advice for other women who are moving into, or want to move into, leadership?

Perception is reality — be aware of how you are perceived. I had the opportunity to attend LeadHership1, a female-focused leadership program offered by Thomson Reuters. One of the exercises gathers feedback from colleagues, friends, and family on how they viewed me. It was sometimes uncomfortable getting feedback, but it’s critical to understand how you are being perceived and compare that with how you want to be perceived and who you want to be.

Perceptions can change and people can change, but if you aren’t aware of how others perceive you, start seeking this information.

What’s been your most valuable career mistake?

Assuming that a title earned respect or authority. Titles or promotions mean very little unless you have the respect and trust of those around you. A title gets you a seat at the table, but it takes time and effort to earn the respect of others. If you don’t have trust and respect, then it doesn’t matter what you say or what your title is — you have lost the ability to influence and lead.

We want to thank Heather for sharing her story and can’t wait for more career updates!

We sat down with three inspiring colleagues to learn more about the significance of this month and the challenges that Hispanic and Latino Americans continue to face.

What does Hispanic Heritage Month mean to you?

Jonathan: Hispanic Heritage Month is relatively new to me. I have lived in the United States for 10 years and in Minnesota for almost six; it is here where I started to learn more about this topic and the celebration itself. Hispanic Heritage Month represents pride, empathy, and a daily struggle to recognize our value as Hispanics in the United States.

Rogelio: It’s a time to recognize and celebrate the impact Hispanic culture has — and continues to have — in the United States. It is also an opportunity to be more inclusive of people from all backgrounds, including those with Portuguese, Brazilian, and Ibero-American heritage.

Gricel: To me, Hispanic Heritage Month is all about embracing inclusion and diversity in our communities. Every year we take a moment to recognize the contributions of Hispanic Americans to the culture and achievements of the United States. By doing this, we are telling the next generations that learning from different points of view is valuable and that respect matters.

What issues matter most to you and that you feel deserve more attention?

Jonathan: Some issues must be addressed, such as recognition for the work that people of Hispanic origin do daily that is often take for granted. Also, acknowledging the diversity that the Hispanic culture has, from its language, food, and traditions.

Rogelio: In a word: representation. Representation with our government officials, representation in media, and in the workplace and leadership positions.

Gricel: It is not a secret that it is challenging when immigrants arrive in a country with a different language and culture. But, a more problematic situation is when they need legal assistance and do not know how the legal system works in the United States. In most cases, the first emotion they show is fear. Here at Thomson Reuters, I have an opportunity to write content and articles about typical queries Spanish speakers have regarding legal issues; I have learned the importance of offering reliable information to reduce apprehension and misunderstandings about how the law works.

Why is your participation in the Latino Employee Network business resource group important to you?

Jonathan: It is essential because it enhances the diversity that the company has. In addition, my participation allows me to publicize the culture and talent that Hispanics bring to Thomson Reuters.

Rogelio: I believe in taking real, tangible action. It’s easy to be a social media activist. It’s harder to get your hands dirty and try to drive change, especially within an organization, and that’s the opportunity the Latino Employee Network provides me.

Gricel: The Latino Employee Network is an enrichment program that works in multiple ways and allows us all to learn and share. Listening to the experience of other immigrants like me allows me to learn how to succeed in developing my career, all while keeping my identity. At the same time, we all share our backgrounds and culture to explain similarities and differences.

How do you plan on celebrating Hispanic Heritage month with your friends, family, and colleagues?

Jonathan: Within Thomson Reuters, we have several events to celebrate Hispanic Heritage Month. One of my favorite events is the presentation of the Latin American countries, where we learn about the different customs, food, tourist destinations, slang, and history. I also like sharing time with my colleagues from other states and learning about their projects and thoughts.

Rogelio: I plan to take this time to learn more about other Ibero-American countries. “Hispanic/Ibero-American” is a catch-all phrase that fails to recognize that every country is different. From vocabulary, food, history, culture, and customs, there are important differences — and of course similarities — among the 20+ countries that comprise Ibero-America.

Gricel: The past two years have been difficult in many ways. The best thing we all can do this year to celebrate Hispanic Heritage month is share our stories to demonstrate that it is acceptable to be different and it is satisfactory to be smart with “acento.”

A final thought from Jonathan

Being Latino or Hispanic is a source of pride. Celebrating and sharing it is something we should do daily — not just during Hispanic Heritage Month. Speaking Spanish, dancing to our music, and eating our typical food should be incorporated in our daily lives so that our children, relatives, and friends who were born in the United States identify with our culture.

Thanks to Jonathan, Rogelio, and Gricel for sitting down with us to reflect on the importance of Hispanic Heritage month. To learn more about Thomson Reuters Latino Employee Network, read their latest blog post.

As mental health issues continue to escalate across age groups and around the globe, it is essential we keep a focus on well-being. With the continued challenges of the pandemic, war in Ukraine, economic uncertainty, and racial tension, providing support has never been more critical.

At Thomson Reuters, our greatest strength and source of competitive advantage is the intellectual capital of our people, which is inextricably linked to their well-being. We continue to seek feedback from our team on how we can support their mental health through awareness, support, open and safe conversations, and changing how we work and lead so that they can thrive. We have accomplished much together, but we have far more to do to make a truly lasting impact.

October is home to our second Global Mental Health Day of 2022 and we are building on discussions and learnings from earlier this year. This month’s theme is Renewing Your Energy and we are encouraging all employees to renew their energy so they can be at their best.

Energy renewal looks different for each individual and can include new ways of working; time for self-care practices like sleep, exercise, and meditation; connections to things that give greater purpose; and time for deeper connections with friends and colleagues.

We’re helping our employees renew their energy by:

• Encouraging them to use their second Global Mental Health Day at Thomson Reuters on October 24. We want them to use this paid time off with intention.
• Launching a new mindful business practice, “Be Purposefully Present,” encouraging employees to adopt a new way of working, including setting healthy boundaries and removing distractions. We want our people to be purposely present both at work and at home.
• Providing our people leaders with a new training program and resource guide called Mindful Leadership, which will allow them to lead a mentally healthy workplace.
• Hosting internal events throughout the month so employees can connect with leaders and learn how they renew their energy.
• Hosting a fireside chat with Cornell Verdeja-Woodson, Director of Diversity, Equity, and Inclusion (DEI) at Headspace, on the importance of being able to show up authentically.
• Encouraging our employees to take advantage of our Flex My Way program, designed to ensure employees have the flexibility to care for themselves and their families, to deliver for our customers, and build a sustainable career.

I am proud of the ongoing commitment and focus we have on mental health and well-being at Thomson Reuters. Our people are our competitive advantage and we’re committed to supporting them so they cultivate healthier mindsets and behaviors that support their mental health and well-being.

Overview of the Latino Employee Network

The Latino Employee Network (LEN) is an employee-led business resource group (BRG) committed to creating awareness and understanding of the diverse backgrounds and experiences represented at Thomson Reuters.

Our mission is to grow, promote, and retain employees of the Latino community, in addition to fostering cultural and professional growth of the Latino talent within the organization. With our allies, we are dedicated to increasing representation, eliminating stereotypes through education and celebrating our diverse cultures.

With an organization as vast and matrixed as Thomson Reuters, being in touch with employees across different functions allows for a better understanding of how the company works. For example, Camila Laval — Senior Legal Writer & Co-Chair of the LEN – Minneapolis/St. Paul chapter — shared “I knew many colleagues in Editorial, but my network was not as strong across the Human Resources, Finance, Sales, or Marketing departments, or in other geographic locations. LEN has given me a chance to expand my network.”

Rogelio Escalona, Director of Business Development and Strategy & Co-Chair of the LEN – New York City chapter, shared his thoughts on what joining LEN can do for you from both a professional and personal standpoint. “It is a platform to jumpstart your connections both internally and externally. Otherwise, there are people you would not have the chance to meet. It’s like a whole world that opens up,” he said.

In an organization with over 24,000+ employees across nearly 70 countries, we want to make it easy for our colleagues to find community and connect with individuals that share similar experiences, languages, or identities. Joining a BRG like LEN opens the door to an expansive network of individuals and provides opportunities for mentorship, professional development, cultural events, community outreach, and more.

When asked to describe LEN in one phrase, Camila said it is “a BRG that brings together Latinos and allies across the United States to share our culture and network.”

“It’s a gold mine,” said Rogelio. While the Latino Employee Network is well established within Thomson Reuters, like everything, there is room for growth. “Work needs to be done, but what you can get out of it is very valuable.” The opportunities extended by our BRGs make it an exciting time to be working at Thomson Reuters.

Activities and events across the United States

LEN offers many opportunities to grow, promote, and retain Latino talent at Thomson Reuters with four chapters across the United States — including Ann Arbor, Dallas, Minneapolis/St. Paul, and New York City.

The hybrid environment of work today gives chapters an opportunity to collaborate across locations and extend the reach of their events, given that they are being hosted virtually and in person. Past events include panel discussions, leadership seminars, career-focused workshops, volunteer activities, cultural explorations, happy hours, and so much more.

Rogelio and the LEN – New York City chapter are part of a multi-organization NYC Latino Hispanic leaders community. By being a part of this external group, they both host and get invited to events focused on embracing Latino and Hispanic culture and amplifying issues impacting the Latino community.

At Thomson Reuters, career development is always a top priority — more than 50% of our roles are filled internally with our employees. Leaders across the organization encourage career mobility and empower their teams to grow, develop, and learn new skills, which may be part of the reason why our average employee tenure is 9.7 years.

Recently, we met with Rebecca, who made a significant career shift from a role as an Internal Auditor to a Human Resource Manager. Read our Q&A with her below to learn her perspective on making a career transition at Thomson Reuters.

What inspired you to transition from the Corporate Compliance and Audit team to Human Resources?

This year marked my sixth anniversary working as an Internal Auditor at Thomson Reuters. Reflecting on my journey, I promised myself to spend a year being intentional with where I wanted to take my career. I felt my personality would thrive in a Human Resources (HR) position and knew I would regret it if I never took a leap of faith and explored a new career path.

How did you find your new role? Did you do any networking internally?

In my prior role, I worked closely with HR and really liked the people and found what they did interesting. I became intentional about networking and started setting up meetings with people from HR that I crossed paths with over the years. I attended an internal career fair and continued to connect with colleagues from the team.

Each person along the way encouraged me and connected me with additional people to meet. A relevant role opened a lot quicker than I expected and a connection I had made forwarded me the job posting.

Have you had any mentors to guide your career journey?

I have not had formal mentors, but I consider many of my leaders at Thomson Reuters to be mentors. My previous director and manager knew me well and were always willing to have honest and open conversations about my personal and professional goals. They always encouraged me to pursue my goals, even if it meant leaving their team.

What transferrable skills will help you transition from an Internal Auditor to Human Resource Manager?

Thankfully, I have several. Project management is a big one. My experience planning, organizing, and executing projects is a skill that translates well to HR. Other skills that are highly transferable include:

• Communication with individuals at various levels across the organization
• Leading investigations and having challenging conversations
• Experience handling sensitive/confidential information
• Partnering with the business to mitigate risk and work towards the best solution
• Being curious by asking questions and recognizing the importance of relationships and networking

For anyone else looking to make a career transition, how does Thomson Reuters support career development and mobility?

Thomson Reuters has many opportunities that allow employees to explore new career paths. There are endless networking events that happen virtually and in-person as well as the Ten Thousand Coffees program, which connects employees across the organization through a social networking platform. Another unique opportunity is what Thomson Reuters calls “Gigs.” When an employee accepts a Gig, they gain experience working with a different team on a specific project. The Gig could be similar to the employees’ role or completely different. For example, an Accountant could accept a Gig as a Graphic Designer. This program opens up employees across the organization to new experiences, skill development and networking. This also helps to foster internal mobility within Thomson Reuters. In addition to these programs, Thomson Reuters offers plenty of learning opportunities through webinars, LinkedIn Learning, and much more.

We want to thank Rebecca for sharing her story and can’t wait for an update on her new role!

This summer, the Thomson Reuters Black Employee Network – Europe chapter launched the Black Internship Scheme (BIS), an initiative that provides paid internships to Black and mixed-race 18-24-year-olds. We recently sat down with Kanye and Zion, two of the first participants in the program. Read our Q&A with them below to learn their thoughts on the significance of the BIS.

What does the BIS personally mean to you?

Zion: To me, the BIS means that I have an opportunity to be able to do something that I never saw myself doing in the past. It is exposure to the corporate world, which is a different type of professional environment from what I am used to as an athlete.

Kanye: This program allowed me to try new things and gain practical experience in several business areas. I’m already planning additional learning to deepen the knowledge acquired during my internship. I hope my new skills and knowledge will one day lead me back to Thomson Reuters.

What has surprised you about working at Thomson Reuters?

Kanye: The easy-going environment at the office has surprised me. I like how easy it is to have random — but meaningful — conversations with my colleagues and how included everybody has made me feel since joining the team.

Zion: I was surprised at how friendly people were when I started my internship. Beginning a new role is not always easy, but at Thomson Reuters everyone was welcoming and made me feel at home.

What motivates you?

Kanye: What motivates me is being a good role model for my siblings. We have strong core family values, so it is important to me to show them that if you set your mind to something, you can achieve anything.

Zion: My key motivation is to make my parents proud in everything I do. I’m also trying to set a good example for my younger brothers, as I want them to see me as a good role model.

The BIS reflects the commitment Thomson Reuters has made to creating a pipeline for a more diverse workforce. How do think your participation in this scheme helps to strengthen this commitment? 

Zion: I think my participation in the BIS helps set a strong example for future generations. I hope that when other young Black people see what I am doing, it will motivate and inspire them to want to do the same.

Kanye: I believe the BIS helps Thomson Reuters source talent from places that previously may not have been considered, and my participation is just the start.

Thanks to Kanye and Zion for sharing their experience with us. As they conclude their internships at Thomson Reuters, they leave a lasting impact as the first participants in the BIS. Through this program, Thomson Reuters strives to increase the pipeline of Black talent across the organization and nurture the next generation of Black leaders.

You can also hear Kanye and Zion in the new INTERNING Podcast.

The podcast hosted by Beverley Wedderburn talks about the experience of being a young Black adult navigating the corporate world. Through conversations with interns and professional guests, Beverley explores internships, highlights the rewarding challenges of creating a program, and the benefits of using alternative pathways to engage with and encourage Black talent into organizations to build a diverse workforce.