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CMA Women’s Leadership Academy Names 16-Member Class

Womens Journal Staff 2 on August 4, 2026

The CMA Women’s Leadership Academy has selected 16 music industry professionals for its fifth cohort, which began in Nashville on August 3, 2026. The 12-week program brings together leaders from record labels, agencies, management firms, live entertainment companies, and digital platforms for coaching, mentorship, and peer-based leadership development.

Key Takeaways

  • CMA selected 16 professionals for the fifth Women’s Leadership Academy cohort.
  • The first session began in Nashville on August 3, 2026, following an opening reception on August 2.
  • The 12-week curriculum covers negotiation, career advancement, conflict management, personal branding, and self-advocacy.
  • Participants represent companies including Warner Records, Spotify, WME, AEG Presents, Sony Music Nashville, and Big Loud.
  • CMA is formally launching an alumni network connecting nearly 80 participants from the program’s five cohorts.

The CMA Women’s Leadership Academy began its fifth annual program on August 3 with a class of 16 professionals working across the country music and entertainment industries.

The first session followed an August 2 opening reception at The Chloe Nashville. Country Music Association Chief Executive Officer Sarah Trahern and Tiffany Kerns, senior vice president of industry relations and philanthropy, delivered opening remarks at the event.

The 2026 class enters a 12-week program built around weekly group coaching, peer collaboration, mentorship, and practical leadership training. CMA said a record number of women applied for the latest cohort, indicating increased interest in the academy during its fifth year.

“This program was built to outlast its 12 weeks,” Kerns said.

That longer-term focus is reflected in the program’s cohort structure. Participants complete the curriculum together while developing relationships intended to continue after the formal sessions end.

The model combines individual goal-setting with group learning. Participants begin by identifying personal and professional objectives that will help guide their work during the program.

The academy’s format also reflects the role of mentorship and networking in professional development. Participants receive guidance from executive coaches and industry mentors while sharing experiences with peers from different areas of the music business.

The 2026 Class Spans Music and Entertainment Companies

The new class includes professionals working in artist relations, marketing, artist management, talent representation, touring, digital strategy, external relations, music publishing, and record-label leadership.

Several participants represent record labels and music platforms. Kelly Bolton serves as vice president of A&R at Warner Records. Hannah Galluzzi is vice president of A&R at MCA, while Margaret Tomlin holds the same title at Sony Music Nashville.

Jamie Younger is vice president of marketing at Big Loud. Lindsay Hyslop is director of recorded music for Canada at BMG, and Claire Heinichen is Spotify’s senior editor for country music.

The live entertainment and talent representation sector is represented by Victoria Cappelli Greiner, senior director of digital marketing for global touring at AEG Presents. Annie Flook is vice president of artist relations at AXS, and Alexis Rosenberg serves as head of external relations at WME.

Participants working in artist management and development include Elisabeth Ashley, who is listed as a manager, and Marne McLyman, a manager at Maverick Nashville.

Randi Tolbert is senior artist manager at Q Prime South. Jamie Sudhalter serves as head of A&R at The Core Entertainment, while Kelsey Middleton is head of marketing and digital strategy at TRACK mgmt.

The cohort also includes Lucia Kaminsky, president of The Sandbox, and Amanda Quinton, president of Quinton Digital.

By bringing together participants from labels, agencies, management companies, digital platforms, and live entertainment organizations, CMA has created a class with experience across several parts of the music business.

The structure gives participants opportunities to compare how leadership challenges appear in different professional settings. It also allows the class to build connections beyond the organizations where individual members currently work.

A 12-Week Curriculum Centers on Practical Leadership Skills

Executive coaches Lisa Gamble of Gamble Coaching & Consulting LLC and Nicole Provonchee of Bright Blue Consulting are leading the program’s facilitated group sessions.

The curriculum includes personal branding, career advancement, conflict management, negotiation, self-advocacy, influence, and confidence. These subjects are addressed through weekly coaching, leadership exercises, and discussions among cohort members.

The program is designed to connect personal development with practical workplace situations. Participants can examine how communication, negotiation, and decision-making affect their work while learning from professionals who hold different industry responsibilities.

Peer collaboration is a central part of that process. Instead of completing the curriculum individually, members move through the sessions together and contribute perspectives from their respective fields.

The approach allows a professional working in touring, for example, to exchange ideas with participants from artist management, digital strategy, talent representation, or record-label operations.

The academy’s combination of coaching, structured discussion, and peer exchange also fits a broader focus on workplace leadership and mentorship. The program places professional relationships alongside technical leadership skills rather than treating them as separate areas of development.

Each participant’s goals provide another organizing element. The objectives established at the beginning of the program are intended to anchor the individual experience throughout the 12 weeks.

The Alumni Network Extends the Program Beyond 12 Weeks

CMA is marking the fifth year of the Women’s Leadership Academy by formally launching the WLA Alumni Network.

The network will connect nearly 80 professionals who have participated across the academy’s five cohorts. It is intended to provide an ongoing structure for mentorship, collaboration, learning, and professional connections after each class completes the curriculum.

Previous participants will be able to maintain relationships developed during the academy while connecting with members of other graduating classes. New cohort members will also enter a broader professional community rather than leaving the program with connections limited to their immediate class.

The alumni initiative formalizes an element that CMA has emphasized throughout the program: leadership development does not end when the scheduled coaching sessions conclude.

The network also expands the range of experience available to participants. Members from earlier cohorts can share perspectives with professionals entering the program in 2026, while participants from different companies and disciplines can remain connected as their careers develop.

For the CMA Women’s Leadership Academy, the alumni network represents a shift from a time-limited annual program toward a continuing community. The 2026 class will complete the same 12-week structure as previous cohorts, but its members will enter an established network spanning all five years of the initiative.

Frequently Asked Questions

What Is the CMA Women’s Leadership Academy?

The CMA Women’s Leadership Academy is a 12-week professional development program organized by the Country Music Association. It combines executive coaching, mentorship, peer collaboration, goal-setting, and practical leadership training for women working across the country music industry.

Who Joined the 2026 Cohort?

The 2026 class includes 16 professionals from record labels, artist management companies, agencies, digital platforms, and live entertainment organizations. Represented companies include Warner Records, Spotify, WME, AEG Presents, Sony Music Nashville, BMG, Big Loud, and The Core Entertainment.

When Did the 2026 Program Begin?

The cohort attended an opening reception at The Chloe Nashville on August 2, 2026. The first official program session took place on August 3.

What Subjects Does the Program Cover?

The curriculum covers personal branding, career advancement, conflict management, negotiation, self-advocacy, influence, and confidence. Participants explore these subjects through facilitated group coaching, leadership exercises, mentorship, and peer discussions.

What Is the WLA Alumni Network?

The WLA Alumni Network is a community connecting nearly 80 participants from the academy’s five cohorts. CMA introduced the network to support continued mentorship, collaboration, professional development, and connections beyond the 12-week program.

How K9 University Chicago Provides Inclusive Care for Dogs With Complex Behavioral Needs

Women's Journal Staff on August 4, 2026

By: Lindsay Jeffords

For people raising reactive, anxious, or fearful dogs, finding trustworthy care often means going from one closed door after another. Most daycare businesses center on open group play, offering limited alternatives for dogs that feel overwhelmed or need personal attention. K9 University Chicago takes a different approach by designing the environment around each dog rather than asking every dog to adjust to a single standard model.

From Rescue Roots to an Inclusive Mission

The company’s philosophy began with founder Ruby Madrigal. K9 University’s original training operation dates back to 1992, while Madrigal began pet-sitting from her home in 2000.

In 2001, she helped establish Chicago Canine Rescue, a nonprofit dedicated to finding permanent homes for dogs. Her growing home operation later became Pet-n-Play, which merged with K9 University Chicago in 2004.

Madrigal became sole owner in 2008 and purchased the facility and property in 2016. She continued to expand its boarding, grooming, outdoor play, and training spaces and received the Illinois Rising Star Award from the U.S. Small Business Administration in 2019. Although she died in 2024, her belief that challenging dogs still deserve safety, patience, and care continues to shape the company.

A Team Carrying the Mission Forward

Today, COO Mariya Sergeeva is carrying K9U’s founding mission into its next stage. Her leadership focuses on strengthening individualized plans, daily communication, staff education, and operational consistency. General Manager Courtney Day helps oversee the facility’s daily operations and client experience, ensuring that the company’s inclusive promise is supported by reliable systems.

The training team brings different areas of experience to that mission. Lead trainer Jonathan Polich works across puppy training, obedience, impulse control, leash reactivity, relaxation protocols, and dog- or people-reactive behavior. Pablo Maldonado specializes in customized training and high-energy dogs, while Joshua D. Johnson brings experience in obedience, behavior modification, and high-drive working breeds.

Together, the team works from the understanding that behavior must be interpreted before it can be changed. K9U’s trainers examine what may sit beneath a visible reaction, including fear, anxiety, overstimulation, trauma, or an association created by an earlier experience. This allows them to respond to the individual dog rather than relying solely on a behavioral label.

Understanding Reactive Behavior

Maldonado captures that distinction directly. “Personally, I don’t like using the word ‘aggressive,’” he explains. “Dogs don’t just wake up one day and decide to be reactive.” Recognizing the source of a behavior changes the training response. Rather than forcing a frightened dog through an experience, trainers can identify triggers and work below the point at which the animal becomes overwhelmed.

Polich’s approach similarly begins with canine psychology rather than simple command compliance. “If you can’t understand what they’re going through mentally, then you’re behind training-wise,” he says. Guided by positive reinforcement and the humane hierarchy, he prioritizes health, environment, trust, and minimally intrusive methods before considering more intensive interventions.

“Trust is everything,” Polich emphasizes. “I’m not going to force the threshold. I’m not going to force the dog to do things.” K9U pairs that patience with honest expectations. Progress may depend on the dog’s history, environment, and temperament, as well as the family’s willingness to continue the work once formal training ends.

Care and Behavioral Support Under One Roof

Located in Chicago’s East Garfield Park neighborhood, K9U combines daycare, boarding, behavior modification, grooming, and transportation on one indoor-outdoor campus. Its “All Dogs Welcome” philosophy is supported by two distinct daycare environments: a group side for dogs comfortable playing together and an individual side for those unable to participate safely in open play.

This structure places K9U between two common industry models. Conventional daycares may provide full-day care but primarily accept social dogs, while standalone trainers may handle complex behavioral cases without offering boarding, grooming or sufficient space for controlled exposure. K9U combines these services, allowing dogs to receive care and behavioral support from one familiar team.

Its campus includes approximately 14,000 square feet indoors and 20,000 square feet outdoors. Services range from private lessons and group classes to day training, board-and-train programs, agility, nose work, and puppy socialization. Climate-controlled boarding includes continuous supervision, while transportation helps make the facility accessible to families across Chicago.

Photo Courtesy: K9 University Chicago

Supporting Families Beyond Training

Professional training alone cannot create lasting behavioral change. Owners must learn to recognize stress signals, manage triggers, use training tools correctly, and reinforce new responses at home. As Maldonado puts it, “The leash has two ends, the dog and the owner.” For K9U, educating the family is therefore part of helping the dog.

That principle is especially relevant in reactive-dog cases. A trainer may establish a new behavior in a controlled setting, but the owner must reproduce that structure during neighborhood walks, household routines, and unexpected encounters. K9U’s communication, progress updates, and follow-up guidance are designed to help transfer what happens inside the facility into everyday life.

The company also serves a diverse urban clientele through a team of roughly 40 people, many of whom speak Spanish. This bilingual capacity makes communication more accessible while supporting K9U’s broader belief that effective care depends on understanding both the dog and the people responsible for continuing its progress.

What Clients Say About K9U

Client experiences published by K9U illustrate how individualized care works in practice. Sean Z., whose dog was nervous around packs, said the team used a smaller room and introduced other dogs gradually rather than pushing the dog into a large group. “They take all kinds of dogs,” he wrote, praising a system designed to accommodate dogs that conventional daycares may reject.

For other families, the strongest evidence is longevity. “I’ve been a customer for 15 years and counting,” Jonathan A. shared. “K9 helped us raise our puppies and cherish our old girls.” His account reflects a relationship extending across different dogs and stages of life, rather than a single daycare or training visit.

Jorden D., whose young dog completed a two-week board-and-train program, praised the regular photographs, videos, and progress updates. The client also highlighted K9U’s reliance on “good old-fashioned positive reinforcement.” Together, these accounts reinforce the qualities at the center of K9U’s identity: inclusion, communication, and care adjusted to the individual dog.

Building a More Inclusive Future for Dog Care

K9 University Chicago reports serving more than 14,000 clients, including families now bringing a third generation of dogs to the facility. That continuity matters in an industry built on trust. Owners are not merely arranging a service for the day. They are placing a family member in someone else’s care.

As it grows, K9U plans to strengthen daily communication, continue staff education, and make individualized care more consistent without losing the openness that shaped the company. Its goal is to remain a trusted Chicago destination for dogs requiring more individualized support than conventional daycare typically provides.

K9 University Chicago’s longevity may be measured in decades, but its broader legacy is reflected in the dogs that have been given opportunities to feel safe, supported, and understood. By creating space for dogs that other facilities may not be equipped to serve, the company also helps families continue building positive relationships with their pets.

What Happens When Women With Real Wealth Finally Get Real Advice

Women's Journal Staff on August 4, 2026

By: Angelica Burlaza

There is a version of wealth management that is easy to describe and almost impossible to find. It starts with the client’s life, not the client’s portfolio. It stays through the hard transitions, not just the growth years. It holds the complexity of a major liquidity event, a divorce, or a business sale with the same steadiness it brings to a routine review.

That version of wealth management is what Erin Eiras has spent two decades building, first as an advisor and now as the founder of InVestra.

The firm, headquartered in Jacksonville with a second office in Columbia, South Carolina, works with high-net-worth and ultra-high-net-worth women across more than 20 states. Its focus on female executives, founders, and women navigating major financial transitions is not a marketing position. It is a reflection of what Eiras herself has experienced: as a business owner, a mother, a daughter who watched her father’s estate navigate terminal illness, and a woman who built financial independence on her own terms before she started helping others do the same.

Those personal threads run through how InVestra approaches clients. The firm’s process begins not with account statements but with conversations about family, priorities, and the life the client is trying to protect or build. From there, it moves into the technical work of financial planning, estate and legacy work, business exit strategy, charitable giving, and long-term care. The team holds a range of certifications (CFP, CDFA, CEPA, CPFA) that allow it to handle those layers internally rather than sending clients down a chain of disconnected specialists.

The result, for clients, is a different kind of experience. No shuffling between advisors who don’t talk to each other. No explanations that need to be repeated. No sense that the firm’s interest ends at the edge of the investment account.

That model has traveled. InVestra’s client roster includes senior executives at major technology and aerospace companies, along with professionals whose equity compensation carries generational implications. Many of them arrive with little patience for advisors who treat a liquidity event as a windfall rather than a decade of work culminating in a single decision point. The firm had already built the analytical infrastructure for those conversations, including IPO timing scenarios, RSU and PSU modeling, tax projections, and AMT exposure analysis. Clients came in to find the work already started.

Eiras is a member of the Financial Planning Association and was selected to serve on LPL Financial’s 2026 Ambassador Council. Those distinctions matter in part because they represent a kind of professional accountability, a track record that runs deeper than positioning.

But what most distinguishes InVestra may be harder to put on a credential. It is the willingness to stay present through the parts of wealth management that most firms would rather skip: the grief, the family conflict, the fear that sits behind formal language. Eiras has said the goal is for money to feel like strength, not stress. For the clients who have found their way to InVestra, that tends to be exactly what they were looking for.

Disclaimer: This article is for informational purposes only and does not constitute investment advice, a recommendation, or an offer to buy or sell any securities. Consult a qualified financial advisor for advice specific to your situation.