Before Emma Allen emerged as a successful financial professional, she was Chuck E. Cheese — the iconic mouse who cheers on children as they win arcade games and eat pizza. 

“That was probably the worst job I’ve ever had,” Allen laughs. “The outfit weighed 100 pounds and kids would knock me over. My teammates thought it was funny.”

Though Allen doesn’t miss those days working at the family entertainment center-turned-pizzeria, she doesn’t regret them. “Nobody wants to be Chuck E. Cheese, but it was on the path to where I needed to be,” she says.  

Since January 1999, Allen has managed Emma Allen State Farm, an insurance agency in Charlotte. In this position, she has helped thousands of families achieve financial literacy. She has also mentored the next generation of financial professionals. 

We chatted with Allen to learn a thing or two about personal finance. We also spoke about how to pursue your dream job, even if you are weighed down by a Chuck E. Cheese costume.   

State Farm Insurance does business differently. How do you get that point across to potential customers? 

Our best cheerleaders are people who’ve done business with us over the past 30 years. Because I’ve been at it so long now, people are referring their grandkids to me. That’s really the biggest testimony about who we are and what we’ve done. 

There are a lot of people who get into this financial services business and they’re in it for a year or two. But there aren’t that many people who have been in it for 30 years and have the kind of reviews that we have. That really is our barometer.

What specific services do you provide?

We sell traditional policies like home, life, and auto insurance. But we also provide free financial planning for everything from building your basic budget to knowing what things ought to be part of your long-term financial plan. 

What about your character has helped you maintain such a long and successful career in this industry?

I would not provide a service for you and your family that I don’t currently provide for me and my family. So, oftentimes, I’ll turn my computer around and show people the products that I’ve had and how they have performed. That makes a difference to people. 

Even when people come to me and are thinking about a financial plan, I say to them, “Shop around. There’s no pressure. If you find a plan that you like better, I’ll review it for you.” Not many people are willing to do that. 

Throughout your career, you have held very forward-facing positions. Have you always had a knack for interacting with people? Or did you develop those skills over time? 

It was quite intentional. From the time that I was in junior high school, I saw how people in my minority community were treated by the bankers, insurance agents, and other financial professionals in my town. So, quite intentionally, I decided at a very young age that I was going to be an advocate for financial literacy. 

There’s no question that there are people who have preconceived notions about who they want to do business with. Some of those people are people of color. Some of those people are not people of color. I had to learn to chart my own path. There are people that don’t want to do business with me because I’m a woman or because I’m a woman of color. And I’ve decided to let the success of my clients and their families tell our story for us.

I tell my team, “We are not here for everyone. We are here for the people who are on the same path as us and who want to do business with us.”

You have been in the industry for 30 years. What has changed? What do we still need to work on to help underserved communities achieve financial literacy? 

What I’m noticing is that my generation understood the need for savings and the need for insurance coverages, but didn’t have the right distribution sources. They needed people who were willing to teach them about the right products.

What I’m experiencing now is that the younger generation — people in their 30s — seem less concerned about that kind of stability. For example, many people believe that life insurance is just for death. And it’s not. There are many ways to use life insurance as part of a financial strategy. 

How has your company pivoted to adapt to these cultural changes?

We’re having to meet people where they are to tell the story. Social media is now a really big part of what we do. My community involvement has also shifted so that I’m in places where I can meet these folks. I’m broadening my horizons so that I capture this generation that, frankly, needs more education. 

We also hire young people in our firm. We want people to do business with people they can relate to and who look like them. So, I’m here to coach, train, and build a new generation of financial professionals. That’s part of my legacy.

You’re obviously very passionate about financial literacy. What advice would you give to someone who is struggling to find a passion and leverage it to advance their career?

I’m not naive. I’m aware that people every day have to, for whatever reason, go to a job that they don’t like. There’s no shame or embarrassment in doing work that you don’t like. However, while you’re doing that work, prepare and dream. Write it down and crystalize where you want to be. Be as specific as possible and start working toward that. 

I’ve heard people say, “Oh, I’m going to step out on faith. I’m going to leave this job that I hate because I really want to do this or that.” Well, I’m not going to jump out of a window when I don’t see anything underneath that might break my fall. We need to prepare first, whether that looks like networking or saving six months — though really it should be 18 months — of an emergency fund. All that preparation matters and puts you on the path to your ultimate dream.

Can you think of a time when you were dreaming and preparing while working a job that wasn’t your calling?

I’ve had a number of jobs and bosses that I hated. For instance, I managed a call center and that was a job from hell. But I put a date in the sand in my own mind and noted the things that I needed to accomplish.

One of those things was to get a few mentors who were where I wanted to be. It’s so important to be around people that you want to be like, not necessarily from an income perspective but from a personality or internal competence perspective. These folks are always pouring into you. 

Do you still have mentors?

Absolutely. Some of the young people in my office teach me things every day. I consider them mentors. I think defining who your mentors and coaches are more broadly is a valuable asset. Some people would say, “Oh, that person has a job that I did 10 years ago. They don’t have anything to teach me.” They may not have anything to teach you from a career perspective, but they may have something to teach you from a cultural or human perspective.

What is something you have learned recently from one of these mentors?

I’m somebody who didn’t know how to turn a computer on, so Instagram and Facebook were completely foreign to me. I have learned so much in the last 24 months from my younger coaches and mentors. 

Hindsight is 2020. Is there any advice you wish you had given your younger self?

I would have started my financial plan a whole lot earlier. What if I had started right after college, at 23 years old, just putting a little bit of money away? What if I had started buying some real estate? I guess the bigger lesson is don’t wait for the motherlode. Take smaller opportunities consistently because they may grow into something really, really large.

As an employee benefits attorney at Poyner Spruill in Charlotte, Kelsey Mayo finds the way to “yes.” Rather than discredit unconventional proposals or write off passion projects for lack of time, Mayo pauses to ask herself: “How do I find my way to ‘yes’?” In other words, what compromises need to be made to reach the goal? 

“I like to fully vet an idea to decide whether it’s really worth it,” says Mayo, who graduated from Wake Forest Law School in 2008. “Engaging people in this way — rather than shutting them down — is much more productive, even if you come up with a totally different solution.”  

In addition to serving her clients, Mayo acts as Director of Regulatory Affairs for the American Retirement Association, an organization that advocates for legislative and regulatory matters to benefit America’s private retirement system. 

Despite her packed schedule, Mayo said “yes” to a quick interview during which she shared her personal philosophies on work, life, and balancing the two. 

You are an employee benefits attorney. What does that mean exactly?

I work with human resources professionals, legal counsel, and business owners to keep retirement plans in compliance. I generally don’t go to court like traditional litigators. I laugh that what I do is the much softer side of law.

How do you juggle working with clients, advocacy, and your other personal passions? 

People joke with me and say that I’m a lot. I always laugh and say, “Oh, you should’ve seen me when I first started.” I was very, very driven and Type A. But I’ve always had a strong desire in life to find the way to “yes.” 

Wanting to say “yes” does lead to a very full plate. People ask me all the time, “How do you balance it all?” A more honest answer is that I don’t do it alone. I have a team–both personally and professionally–and I’ll go to them to ask, “Can we do this?” And then we talk about how we can get to “yes.” Sometimes we rearrange work schedules or partner with someone outside the firm. Oftentimes, they find a way to get me to “yes,” and that’s fantastic. Sometimes, we all regret it in the midst of stretching ourselves to meet the goal, but we get there together.     

And sometimes I do go through the analysis and I know it’s not right to say “yes.” For example, I am routinely asked to do volunteer work for causes I’m passionate about, and I really want to say “yes.” But it doesn’t always happen. I’ve had to learn, particularly over the last few years, to say “not right now.” Then, I’ll offer a way to add value or stay connected in the meantime.

“Find the way to yes.” That’s a very interesting mantra. What’s the origin story?

It originated from my mentor within the firm. I had a fantastic partner who retired a couple of years ago. We had lots of long discussions about balancing. When he was counseling me, he always suggested that I needed to say “no” to things. I think during one of those mentoring conversations I said, “I’m okay with saying ‘no,’ but I’d rather find a way to ‘yes.’”

After that, when we were talking about new opportunities, he started to say, “What’s it going to take to get you to ‘yes’?” That would allow me to reframe the question in what do I have to do–to acquire, to give up, etc.–to achieve this goal.

So your mantra is a prompt for reflection?

Yes, and I like it because I’m frustrated by “no” people. I’ve worked with folks who, when you come up with an idea, seem come up with every reason not to make it work. They start with “no.” I like to start the other way. I say, “Okay, let’s think about your idea. What does the idea take? What is the result? What does it take to get to ‘yes’?” 

After being named one of Charlotte’s 50 Most Influential Women, The Mecklenburg Times asked what your greatest accomplishment was. You mentioned handling a situation in which two partners at your firm had left. Can you talk more about that experience? 

At the time, I was a younger partner. I had three experienced partners, one of whom was very part-time. One of the partners, unfortunately, had a medical incident and left the practice overnight. On Monday, we had to come in and take over his clients. It was a very stressful few months. I worked so much. I woke up as early as I could and worked as late as I could. I went to sleep, and then I did it again. But we did a great job as a team and we didn’t lose a single client due to his departure. 

After seeing this very close friend go through a life-changing medical issue, my other full-time partner decided to make a change and retire. So I went from having two full-time partners to one part-time partner in a matter of months. Managing the work during that time felt like being in a hot forge every day. 

Fortunately, we were able to rebuild quickly. My practice administrator and paralegal really stepped up during the turmoil. I hired the partner that I still work with now, and he’s freaking amazing. Our associate has been with us since that time — she joined us in the midst of all of this — and she’s fantastic. And we’ve had other wonderful attorneys contribute to the team over the years. 

The forge analogy is really fitting–it was a tough time, but we came out stronger and built a brilliant team. We are preserving the legacy of the practice for the firm. It’s one of the biggest accomplishments I can think of. 

Wow. During those months, did you ever have moments of doubt? Did you ever question your career path?

In the midst of it, I definitely questioned whether this was what I wanted to be doing. I wondered, “When is this going to end? How long can I sustain this?” But at the end of the day, the firm stood behind me, supported the changes I wanted to make, and I ended up taking over the practice.

What did you learn about yourself?

That was the high watermark of my personal tolerance. When anything bad happens now or we worry about what could happen, I always think, “It’s not as bad as that.” If I can get through that, I can get through pretty much anything. 

What did this experience teach you about work-life balance?

It’s funny because I don’t know that I have a great work-life balance, but I will go to the ends of the earth to protect your work-life balance. The other side of that coin is that when I do sign off, my team will bend over backward to protect me and give me space to disconnect. My team has created a culture of protecting one another. My team also understands that work-life balance doesn’t mean that you don’t put in the time when it’s needed. It means you take the time when you can.  

No matter our title, we are always growing and developing in some way, shape, or form. With that being said, what’s a new skill you’re learning right now?

I’m a very passionate person and I have very strong feelings and opinions. When I see someone who disagrees with me, I tend to want to convince them of my opinion. But I also believe strongly that we should be able to have robust dialogue and not agree and it still be okay. 

So, I’m trying to be sure that when I communicate my ideas to people that it’s with a very clear intent that we’re on the same team–we both likely want a positive outcome. This is just a discussion of how to achieve a positive outcome. You’ll see my point of view and I’ll acknowledge yours. If we don’t agree, that’s okay. 

Who are the people you are potentially disagreeing with?

I’m on our management committee for the firm. We have seven partners who are on this committee and we’re from very different walks of life. We’re in different practice areas, we’re in different geographies, we’re different ages, and we come at things very differently. But, at the end of the day, we all want the same thing: We want the firm to be successful and prosperous. 

I think it’s really important to have strong, passionate dialogue with people who disagree with you and then to walk away still liking each other and wanting to do it again.

Does this want for civil disagreement conflict with your solutions-oriented personality?

It does. Like most people, I’d love it if everyone thought I was right all the time. Who doesn’t like to be right? Disagreeing can be frustrating; it can discourage you from engaging. 

But my law partner has this saying: “You have to remember to question their methods, not their motives,” which I believe he took away from an address Joe Biden gave at Yale. In other words, we’re all on the same team and we want the same things. Just because we have different views on how to achieve those things doesn’t mean you should avoid engaging with someone. In fact, I want to engage more with them because I want to understand where they’re coming from so that I have a better understanding of how to serve. 

Brittney Bogues grew up in an arena. Her father, Tyrone “Muggsy” Bogues, was drafted into the NBA the same year she was born: 1987. He soon emerged as a star for the Charlotte Hornets and eventually debuted in the live-action comedy, “Space Jam.” Meanwhile, his daughter lived and breathed basketball. 

“I grew up hanging out with Stephen Curry,” says Bogues. “I went to every home game.”

Today, 34 years later, her passion for the sport shines through in her “go hard or go home” leadership style. As the owner and founder of Bogues Consulting Group, a PR firm rooted in Charlotte, Bogues believes in bringing her A-game to every ghostwriting project and media planning session.

We sat down with Bogues to hear more about what it takes to be a female entrepreneur in the Queen City and what’s next for her business.  

On your website, you mention that you have a “go hard or go home” leadership style. What does that mean? What’s a good leader?

“Go hard or go home” means bringing your A-game. My team is great because we put our clients first. But we also make sure that we take time off for ourselves and treat ourselves well so that we can give our clients the best product. That’s how I lead. I try to stress work-life balance and team bonding so that people feel supported and heard. 

Leadership all comes back to self-awareness. A good leader is someone who knows what they don’t know. Even though I have my graduate degree and experience, I don’t have all the answers. That’s why I’ve built a team — because there are things I know I don’t bring to the table. 

Throughout your career, you have been very focused on women’s rights. You worked at a domestic violence and sexual assault shelter, for instance. Now, at Bogues Group, you offer the C-Suite Boss Camp for women. What, in your opinion, has changed regarding the culture of women in the workforce? What still needs to change?

What’s exciting now is that more women are launching their own businesses, especially during the pandemic. That’s so exciting. Women have always had passion and drive, but society’s expectations and norms have stunted their growth. 

I’m a huge nerd and love looking at statistics. So, women make up almost 50 percent of the workforce but just 25 percent of leadership. Then, if you look specifically at the C-suite, it’s just ten percent of women. And, if you dig deeper, only two percent of women in C-suite positions are women of color. Those numbers just don’t make sense to me. The math isn’t mathin’, as the cool kids say.  

My partner and I wanted to create spaces and places where women could see other women doing it. That’s where the C-Suite Boss Camp idea came from. This whole initiative is about seeing what you want. And, if you do want to be a leader, having the resources and access to women who can help you get to the next level. We had our in-person even pre-pandemic and hearing from those women was so inspiring and refreshing.

Three years ago, you left the nonprofit sector to start your own business. What can you do now, on your own, that you couldn’t do before?

Let me start by saying that I don’t think everybody should be an entrepreneur. Entrepreneurship is risky and a lot depends on you. You have to be truly motivated, even when things aren’t going your way. But, for me, seeing my vision come to life makes it all worth it. Being an entrepreneur gives you the freedom of deciding what your day looks like — when you start it, when you end it, and how you create your work-life balance. 

You mentioned that entrepreneurship isn’t for everyone. Can you unpack that?

If you don’t have the hustle to endure not knowing if you’re going to get a client and not knowing what tomorrow may look like, entrepreneurship isn’t for you. 

Plus, entrepreneurship isn’t for everybody because not everyone wants to lead. In the beginning, a lot of the work is on you. But as you grow, you have to learn to delegate. You have to learn to create systems of delegation and automation. You have to support and highlight your team’s strengths because that’s what makes everybody better. It’s a collective effort.   

How do you blend your personal passions with your professional aspirations in a way that’s profitable for your company?

Consulting keeps me happy because I’m passionate about many different things. At the core, I’m doing what I went to school for — marketing and communications. But I’m working with clients from so many different backgrounds that it doesn’t get boring. 

I’ve also learned that you want to stay true and authentic to your brand. If it’s not something that you’re authentically passionate about, how can you be an ambassador for it? So, I center my personal and work life around faith, family, and health. As for health, I’ve lost over 50 pounds and maintained it, so living a healthier life has helped me have a healthier business. 

My passion for health is why we’re focused on getting into the CBD industry right now. We see all the benefits of CBD. But we also see all the legalities that they face and we think that more could be done to tell a story about how CBD is changing lives. 

What advice do you wish you could give your younger self?

Lean on your faith and just be fearless. Life is short — you’re not promised tomorrow. So, go after it. Believe in yourself.

Sometimes being fearless is easier said than done. Is it challenging to take your own advice? 

Definitely, but I have mentors in my life. For example, when I started my first business — All In PR in 2011 — I talked to a few people because I was scared. They said, “If you fail, you can still use this as a learning opportunity. Your resume will show that you literally created a business. Then, you use that experience to parlay into something else.” And that’s exactly what I did. 

So, taking the leap is easier said than done. However, the mentors in my life have helped me take action throughout my career. 

Just because you have reached this goal of founding your own company doesn’t mean your journey has ended. So, what’s something new that you’re learning right now?

First of all, I’m learning to play golf. That’s been a fun and humbling experience for me. 

But I’m also learning about the power of learning what you don’t know. So, I’ve joined a forum that meets for four hours every month. During that time, you meet with advisors and delve into business strategy. It’s a professional development opportunity that I’m excited about. I’m looking forward to what that can do for my personal and professional growth, but also my business and team.

You also have your own vlog. Is that something you taught yourself recently?

Yes, I learned that recently. Social media has been its own kind of whirlwind. I’ve been doing social media for others for so long. But now, learning to do it for me has been a very interesting experience. It’s been a great way to connect with people in the community and also with my family members. 

I had my family members record an episode of “Family Feud” and it was hilarious. Vlogging helps me not take myself too seriously. I can be a super serious person, especially when I get these goals in my head and I’m just trying to knock them out. But I’m working on trying to be present. I realized that we’re sometimes on autopilot. So, my goal is to be intentionally present when I’m with someone.