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Please note: This interview has been edited for length and clarity.

YW Boston sat down with Javier Barrientos, LB’93 to discuss LeadBoston and how it laid the foundation for a trailblazing career advancing diversity, equity, inclusion, and accessibility across sectors.

We’re in a time of high tensions, unpredictability, and change. How can leaders play a role in supporting a culture of equity and inclusion in the midst of fear and uncertainty?

A workplace that fosters fairness and belonging is more crucial than ever. The world outside is becoming more unpredictable and often harsh; employees shouldn’t have to navigate the same dysfunction at work. Instead, organizations could be a refuge where people find clarity, meaning, purpose, and mastery—three of these are essential elements of motivation, as outlined by Harvard professor Daniel Pink.

Few companies today operate in isolation; most are deeply embedded in diverse ecosystems that include employees, customers, suppliers, and communities. Leaders must embrace this reality, filter out the external noise, and lean into diversity with intentionality. While federal and state laws support inclusion, true success lies in leading inclusively above the minimum legal requirements. The leaders who recognize, understand, and leverage differences to drive better outcomes will gain a competitive advantage—and those who master this competence will thrive.

Can you tell us about your experience in LeadBoston and how it has impacted your career path?

LeadBoston ranks among the five most transformative experiences of my career. When I joined, I was a recent immigrant to the Boston area with only a few years of professional experience—primarily in government and nonprofit roles. My English was solid, or so I thought, but entering the program was like entering the major leagues.

Being nominated by Ann Sanders, the pioneering head of the City of Boston Human Rights Commission, was an honor, but joining a group of seasoned professionals—who spoke the language of business fluently—was intimidating. Their conversations, perspectives, and even wardrobes felt worlds apart from mine. As an out gay, Indigenous Costa Rican public servant, impostor syndrome hit hard. For a fleeting moment, I considered quitting.

Fortunately, I stayed the course, thanks to inclusive leaders like Susan Musinsky, Regina Pisa, Lisa Wood, and Ann Sanders. The experience broadened my understanding of leadership and Boston’s intricate professional landscape in ways I never imagined. More than that, it solidified my deep connection to this area—one that remains intact decades later.

What are a few of your most meaningful milestones since you participated in LeadBoston?

LeadBoston gave me the confidence to pursue my MBA—again, with Ann Sanders’ support—which set my career on an upward trajectory. I later completed diversity management and coaching programs to close my educational gap and further develop my expertise.

My first corporate role was at EG&G, followed by leading HR for Business for Social Responsibility in San Francisco. Returning to Boston, I worked alongside Gail Snowden at BankBoston, driving financial access in historically redlined neighborhoods. Later, at Blue Cross Blue Shield of Massachusetts, I partnered with Juliette Mayers to make multicultural marketing more inclusive and impactful for underserved communities.

Leading Biogen’s first-ever diversity function under George Scangos was one of my most significant milestones. At the time, Biogen was a hub of world-class talent—an experience that felt almost Renaissance-like in its brilliance. From there, I explored new challenges, including Amazon in Seattle and Charter Communications in New York City. These didn’t unfold as expected, but luckily, T-Mobile restored my faith and reinvigorated my enthusiasm.

Eventually, I returned to Boston again to establish the first diversity function at Takeda Pharmaceuticals, followed by my final role as Chief Diversity Officer at Point32Health, where we established the first DEIA function for the merged company. My nearly three years there laid a strong foundation for DEIA in health equity, economic inclusion, accessibility, and workforce diversity—an accomplishment I’m deeply proud to have concluded my career with.

My work includes several firsts and leading-edge practices in diversity, equity, and inclusion.

I launched the Inclusion Bar Raiser initiative, co-founded the Latino DEI Collective, and served on advisory boards for The Partnership, Pride in the Workplace, NEHRA, and Novo Nordisk’s Fit for the Future Research and Early Development.

One of my guiding philosophies is the “inclusionist mindset”—an approach that encourages individuals, teams, and organizations to actively close diversity, equity, inclusion, and accessibility gaps wherever they appear.

Other notable achievements include pioneering the Multiple Sclerosis program for underserved communities (MS-UP), tax benefit equality for same-sex couples, women’s leadership programs, transgender healthcare benefits, and initiatives like Raising the Bar: Women on Corporate Boards.

I’ve been honored with recognitions such as Color magazine’s Top 50 Chief Diversity Officers, the Boston Business Journal’s Leaders in Innovation Award, Harvard Medical School’s Honor Roll, and twice named among the GK100’s Top 100 Most Influential Leaders in Greater Boston.

How do you think about equity and inclusion through your work at Point32Health and beyond?

Having retired from Point32Health, I can now reflect on this work from a broader perspective. In today’s climate, companies facing external pressures must sometimes pivot away from traditional DEIA terminology—but if their commitment to removing barriers and creating opportunities remains intact, they should be given grace.

I’ve always viewed diversity, equity, and inclusion not just through a social justice lens but as a strategic advantage. Everyone is diverse in their own way, and every person deserves inclusion. When organizations recognize, unpack, and manage diversity effectively, they unlock potential that leads to better business outcomes.

Suppressing diversity is a mistake. However, unlike governments or NGOs, businesses are designed to deliver a bottom line, not correct historical wrongs. Still, by embracing opportunities, they can create a brighter future that benefits all.

You have such an impressive resume and have worked across so many industries and organizations – what is the key to great leadership?

Leadership comes in many forms—there’s truly a style for everyone. The qualities that resonated most with me throughout my career were humility, a focus on service, a dedication to fostering the conditions for superior results, unwavering values, boundless optimism, and innovation.

Great leaders challenge others with candid, direct feedback, pushing them beyond their comfort zones. I was fortunate to work under some of the most outstanding business minds of our time, including Chad Gifford, Gail Snowden (FleetBoston-Bank of America), George Scangos, Kenneth DiPietro, Susan Alexander, Machelle Sanders, Luci Celona (Biogen), Ramona Sequeira, Julie Kim (Takeda), John Legere (T-Mobile), and Andrew Dreyfus (BCBSMA) to name a few.

What suggestions do you have for LeadBoston alums, and others, about how they can advocate for greater equity and inclusion in Boston and beyond?

Start by fully understanding your own experiences—both lived and professional. Leave no unrealized value at the table. Embrace every aspect of yourself and turn reflection into fuel for growth. In sum, become one with your diversity. 

Self-exclusion is real. If you don’t fully embrace who you are or recognize the doors in front of you, you may never walk through them.

But don’t stop there. As Audre Lorde so powerfully said, “We must lift as we climb.” Advocate not only for yourself but for others. Actively seek to understand different perspectives and support others in their success.Beyond the interpersonal level, equity is about systems—laws, policies, processes, and practices. To drive lasting changes, focus on dismantling systemic barriers and building better frameworks for opportunity. This is as simple as giving the quiet voices in the room the chance to be heard and contribute.