The Agenda

How can contingent workforce leaders ensure that major program changes are communicated effectively from executive leadership down through operational leaders, hiring managers, suppliers, and other stakeholders?

A discussion on how organizations can better connect talent acquisition and contingent workforce programs to respond quickly when urgent business needs arise. Megan will share how Stanford Health Care activated its candidate care pipeline after a major supply disruption created an immediate need for temporary and relief workers. The conversation will explore how integrated teams, silver-medalist talent pools, payroll vendor partnerships, and internal recruiting capabilities can help organizations move faster, reduce cost, and create more flexible workforce solutions during moments of crisis or rapid demand.

Getting onto a preferred supplier list is only the beginning. In large contingent workforce programs, particularly those managed through an MSP, suppliers can sometimes become overly dependent on the MSP to create visibility, relationships, and opportunity for them. This discussion will explore how staffing and workforce suppliers can differentiate themselves inside complex enterprise environments—especially smaller and diverse suppliers competing against much larger organizations.

A discussion on modernizing supplier strategies through effective segmentation—aligning partners to the right roles based on performance, capability, and business need. This session will explore the shift away from legacy, relationship-driven decisions toward more objective, data-informed approaches that ensure fairness, accountability, and stronger overall outcomes.

AI is rapidly becoming the first touchpoint in the recruiting process, helping organizations scale outreach, screening, and engagement. But where does automation add value, and where can it create friction for candidates? This discussion will explore the benefits and limitations of AI-driven recruiting, the impact on candidate experience and relationship-building, and how organizations can determine the right balance between technology and human interaction throughout the hiring journey.

Implementing new workforce technology is only the beginning. This discussion will explore how leaders can align internal teams, gain operational buy-in, and ensure new systems are consistently adopted and used to their full potential.

A discussion on the realities of scaling an internally managed contingent workforce program—from transitioning away from an MSP model to supporting rapid contractor growth, major program expansion, mergers, and large-scale operational change. Explore the advantages, challenges, and lessons learned when implementing new technology, expanding governance, and maintaining program effectiveness during periods of transformation.

A discussion on the evolving role of tenure in today’s workforce—exploring whether limits or caps still make sense as companies face shifting market conditions, and how to balance experience, cost, performance, and opportunity when making tenure-related decisions.

A discussion on navigating program expansion—balancing growth with effectiveness, aligning stakeholders, and ensuring initiatives scale successfully without losing impact.

This topic examines the shift from traditional program management toward modern operating models that align talent, risk, governance, and business objectives. Drawing on a risk-based workforce governance framework, I discuss how leading organizations are moving beyond one-size-fits-all approaches to design differentiated workforce strategies that improve agility, compliance, and business performance. For me, this reflects the evolution from legacy contingent workforce management to enterprise workforce orchestration: placing the right work in the right delivery model with the appropriate governance to accelerate productivity, manage risk, and drive operational effectiveness.

A discussion on the current state of contingent labor in 2026 amid simultaneous market disruption—exploring how AI is reshaping staffing agencies, workforce programs, and procurement strategies. Topics include the growing divide between Statement of Work and staff augmentation spend, the evolving perception versus reality of “Total Talent,” and how organizations are redefining contingent workforce strategy in response to automation, governance, and changing business priorities.

Participants will explore: - Why some jobs receive little or no supplier attention - Whether the requirements, rates or market expectations are realistic - Whether broader or more specialized supplier coverage is needed - How hiring-manager responsiveness affects supplier engagement - Which data signals reveal that a job is beginning to stall - When a job should be rewritten, redistributed, repriced, escalated or closed Goal: Identify early-warning signals, appropriate triggers and practical interventions that can prevent jobs from becoming unfillable.

A discussion on achieving true equity in the workplace—ensuring fair pay for equal roles, equal treatment across teams, and elevating women’s voices in leadership. This session will explore the gap between title and influence, and how organizations can create environments where women are not only represented, but heard and taken seriously.

A discussion on how professionals can advocate for themselves, ask for what they need, and avoid shrinking in moments of adversity. Topics include negotiating pay and opportunities, speaking up with confidence, building the courage to ask, and developing the mindset needed to stand firm while navigating workplace challenges.

A discussion on building confident, assertive communication without over-apologizing—navigating how to be direct without being perceived as overly aggressive, addressing the double standards women often face compared to male counterparts, and strengthening the ability to advocate for oneself, including more confidently negotiating compensation and asking for what you deserve.

When you are the only woman at the table, how do you succeed without changing yourself to fit the room? This discussion will explore the pressure women can feel to adapt their leadership style, compete with others—or even compete against an image of who they think they are supposed to be. Lisa will share lessons from navigating traditionally male-dominated environments while learning to lead authentically, trust her own voice, and become comfortable occupying the leadership seat.

This discussion will explore how women can build confidence, communicate more effectively, and advocate for themselves in professional environments where their voices may not always be fully heard or valued. Participants will share practical strategies for expressing ideas clearly, navigating challenging workplace dynamics, and learning from other women who have successfully strengthened their influence and professional presence.

A discussion on the unique challenges women face in traditionally male-dominated industries like Oil & Gas—particularly for younger professionals working to establish credibility, influence, and trust with stakeholders. Explore strategies for navigating perceptions, building confidence and authority over time, and creating space for authentic leadership while managing complex workplace dynamics.

This roundtable will explore the realities of being a woman leader or executive while managing the competing expectations of work, family, home, identity, and cultural pressure. Based on Tamara Rashid’s keynote concept, Drop the Cape, the discussion will challenge the idea that women must carry everything with the same level of urgency, perfection, and responsibility. The conversation will focus on how women leaders can release unrealistic expectations, redefine strength, set healthier boundaries, and lead with greater authenticity without feeling the need to be “superhuman.”

Women are often described as “emotional” in workplace conversations where men displaying the same intensity may be viewed as passionate, committed, or decisive. This discussion will explore how gender-based perceptions influence the way women are heard, evaluated, and treated in professional settings—and how women can turn emotion, empathy, conviction, and passion into leadership strengths rather than allowing those qualities to be used against them.

A discussion on building confidence and influence while remaining authentic in traditionally male-dominated environments. Topics include embracing your unique expertise, leveraging your perspective as a leadership strength, and developing the presence and confidence to effectively contribute, lead, and be heard in high-stakes conversations and decision-making forums.

A discussion on navigating leadership as a younger woman in traditionally male-dominated organizations—balancing assertiveness with authenticity without feeling the need to shrink oneself or overcompensate. Topics include building confidence and executive presence, finding mentorship and support systems, developing emotional intelligence as a leadership strength, and learning how to lead effectively while remaining true to one’s personality and values.

Leadership today requires more than managing teams and delivering results. Leaders are also expected to drive innovation, navigate constant change, remain visible across the organization, and build a personal brand that reflects who they are and what they stand for. This discussion will explore how leaders can balance the demands of leading teams and driving innovation while continuing to grow their own careers and professional identity. Participants will share how they broaden their visibility, speak confidently across different topics and audiences, build credibility beyond their immediate area of expertise, and maintain an authentic leadership presence while navigating the challenges and changes that come with both work and life.

A discussion on how women leaders can build trust, credibility, and stronger teams by leaning into difficult conversations rather than avoiding them. Megan will explore the importance of direct, transparent feedback, especially in organizations where long-standing team dynamics, unclear expectations, or unresolved performance issues have gone unaddressed for years. The conversation will focus on how leaders can hold people accountable while still showing respect, helping team members own their work, improve performance, and move beyond excuses or unhealthy behaviors.

How do leaders maintain influence, credibility, and momentum when organizational change is happening around them?

A discussion on not just attaining leadership roles, but thriving within them—navigating evolving responsibilities, differing leadership dynamics, and global cultural challenges where perceptions of women in leadership vary.

A discussion on managing compliance, governance, and workforce visibility across all talent engagement models—including contingent labor, independent contractors, statement of work (SOW), and staff augmentation. Explore strategies for balancing control, risk mitigation, and cost effectiveness while creating a more holistic approach to total talent management.

Beeline will begin by sharing one or two ways its team is using tools such as ChatGPT to simplify work, reduce repetitive tasks or improve efficiency. Participants will then contribute their own examples in a fast-paced, popcorn-style discussion. Goal: Build the longest possible list of practical AI use cases in 45 minutes, with every participant leaving with at least three to five ideas they can apply immediately.

A discussion on moving beyond transactional supplier relationships by creating meaningful engagement opportunities across the workforce ecosystem. Topics include increasing transparency into business priorities, connecting suppliers with hiring managers, MSPs, and technology partners, and fostering deeper collaboration that leads to better outcomes, stronger alignment, and long-term strategic partnerships.

A discussion on how organizations are reframing AI as augmented or assisted intelligence rather than a threat to human work. Participants will explore how companies are preparing their workforce for Human + AI teaming through AI literacy, prompt engineering, upskilling, work redesign, and role clarity. The conversation will also examine where AI should lead, where humans must remain central, and how organizations are seeing measurable innovation, productivity, or ROI from treating AI as a teammate rather than simply another tool.

Change initiatives often expose competing priorities, differing leadership styles, and resistance to established processes. This discussion will explore the realities of leading through organizational change, including navigating stakeholder pushback, balancing speed versus governance, managing disruption, and maintaining alignment when leaders and teams have conflicting objectives. Participants will share lessons learned from the good, the bad, and the ugly of change management, and discuss strategies for driving adoption while preserving trust and business outcomes.

A discussion on how organizations can properly classify and onboard contingent workers while managing compliance, due diligence, and risk. Topics include differentiating independent contractors from W-2 employees, understanding what documentation and vetting are required, and building processes that protect the organization while keeping onboarding efficient and consistent.

A discussion on how organizations can successfully scale in-house contingent workforce programs during periods of rapid growth and organizational change. Topics include preparing for global expansion, navigating internal restructures, implementing a new VMS, and configuring program operations, technology, and governance to support long-term scalability.

Expanding workforce programs globally requires more than simply replicating a successful U.S. model. This discussion will explore the realities of navigating worker classification requirements, local labor laws, and regional market differences across countries. Participants will share lessons learned around planning, stakeholder alignment, leveraging local expertise, and building scalable frameworks that balance global consistency with country-specific compliance and operational needs.

Supplier compliance should not change based on how talent enters the organization. A supplier working within a formal contingent workforce program may follow strict requirements for worker classification, I-9 verification, pay practices, background checks, drug screenings, NDAs, acknowledgments, and other client-mandated documentation—but operate very differently when engaged directly through a purchase order or outside the established program.

A discussion on the evolving role of Managed Service Providers in contingent workforce programs. As MSP fees continue to compress and program complexity increases, many organizations are questioning whether traditional MSP models can still deliver the level of expertise, strategic guidance, and operational talent they require. Participants will explore the balance between outsourced and internal program management, the impact of resource quality on program outcomes, and what the next generation of MSP value should look like for enterprise workforce leaders.