EVP and Global Head of Inclusion and Diversity, Pimco
What does true inclusion look like to you?
True inclusion is when diverse perspectives are genuinely factored into decision-making—not just in theory, but in practice. It’s when people feel their ideas are heard and considered when actions are taken. Organizations have made real progress in recognizing that without diversity of thought, you don’t get the best decisions, and without the best decisions, you don’t get the strongest business outcomes. The more consistently we anchor inclusion to business impact, the closer we get to not needing to discuss inclusion as a separate topic—it simply becomes part of strategy itself.
Can you share a moment when inclusion changed an outcome?
Early in my career at McKinsey, I was struggling with imposter syndrome and questioning whether I wanted to stay. A senior partner who mentored me told me, very directly, “I see you as a leader in this company, and I see you becoming a partner here.”
That moment was transformative. It changed how I viewed myself and unlocked a new level of confidence and performance. I stayed longer, performed better, showed up differently for clients, and ultimately grew because someone took the time to make me feel seen. It was a small act of inclusion that had a huge impact on my career.
How do you define a culture where people genuinely belong?
Belonging is about more than representation. It’s about creating intentional and continuous opportunities for connection. Those connections shouldn’t only exist within identity groups—they should span business functions, geographies, and teams.
As work becomes increasingly digital, strong human connection is more important than ever. Organizations need to focus not only on inclusion programming but on creating everyday moments of connection between people who may not otherwise interact.
What role does leadership play in shaping inclusive environments?
Leadership absolutely matters, but inclusion cannot be solely the responsibility of executives. People experience inclusion—or exclusion—in their everyday interactions with managers, colleagues, and peers.
Organizations should hold leaders accountable, but inclusion must also be viewed as a shared responsibility. Everyone contributes to the culture people experience each day.
What is the biggest misconception companies still have about inclusion?
One misconception is that inclusion is an “add-on” rather than a foundational business driver. Inclusion fuels innovation, performance, and long-term impact. Another misconception is that representation alone equals inclusion. Representation matters, but it doesn’t automatically create a culture where people feel heard, valued, and empowered to contribute.
What’s one small action that can improve workplace culture?
I strongly believe in the power of micro-inclusion.
Simple actions—like who gets invited to speak, who receives credit for an idea, or who is encouraged to share their perspective—can have a significant impact. For example, having the most senior person in a meeting speak last often creates space for others to contribute more freely. If someone hasn’t spoken, intentionally inviting their perspective can change the quality of the conversation. Small moments matter.
What gives you hope about the next generation entering the workforce?
They have remarkable clarity about what they expect from organizations. They don’t see a trade-off between performance and purpose—they expect both.
Through PIMCO’s Future Leaders Scholarship Program, I meet students every year who ask thoughtful, direct questions about company performance, leadership, and community impact. They expect organizations to deliver results while also contributing positively to society. That expectation will continue to push organizations forward.
If you could challenge every executive to do one thing tomorrow, what would it be?
I would encourage three things:
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Speak last in meetings.
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Ask who is missing from the room.
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Challenge your own assumptions.
Research consistently shows that these practices improve decision quality, which ultimately improves business outcomes.
How has your understanding of inclusion evolved over time?
It’s become less about big, flashy initiatives and more about steady, continuous effort.
I often think of the tortoise and the hare. Inclusion isn’t something that succeeds because of one major program. It succeeds because of consistent, everyday actions that become embedded in an organization’s culture and DNA. The momentum comes from repetition and persistence.
How can organizations ensure inclusion becomes part of decision-making?
It starts with role modeling. When leaders consistently demonstrate inclusive behaviors, those behaviors spread throughout the organization. It’s also important to share research, provide practical tools, and create opportunities for people to practice inclusive decision-making every day. Like any habit, inclusion becomes stronger through consistent use.
What role does mentorship play in creating inclusive organizations?
Mentorship has evolved significantly. Historically, it was viewed as a one-way relationship. Today, the most effective mentoring relationships are reciprocal.
Senior leaders learn from junior colleagues, peers learn from one another, and organizations are increasingly embracing reverse mentoring and peer mentoring models. Some of the most valuable insights come from people at different stages of their careers.
What legacy do you hope to leave?
I hope inclusion leadership becomes as synonymous with strategic leadership as financial leadership or operational leadership. Inclusion shouldn’t be viewed as a separate discipline. It should be recognized as fundamental to how organizations think, operate, and succeed.
What’s the best piece of advice you’ve ever received?
My father always taught me never to be complacent. That lesson has shaped how I approach both my career and my personal growth.
What would you tell your 15-year-old self?
Every experience—whether difficult or wonderful—is an opportunity to learn.
As long as you’re learning, you’re growing. And as long as you’re growing, you’re moving forward. Keeping that mindset helps you navigate both challenges and successes.
Who do you admire most and why?
My two children.
My daughter teaches me resilience and determination. She approaches challenges with incredible strength. My son reminds me not to take life too seriously—he wakes up every morning with a smile on his face. I learn from both of them every day.
Final Thoughts
For Sabrin Chowdhury, inclusion isn’t about grand gestures—it’s about consistent, intentional actions that help people feel seen, heard, and valued. From speaking last in meetings to challenging assumptions and creating everyday moments of connection, she believes the future of inclusion lies in making it inseparable from business strategy itself. Her message is simple yet powerful: small acts of inclusion can create transformational outcomes.