My professional journey with VMware began in 2005. In 2007 I embarked on a journey to the US as a technical trainer with a specialized visa that recognized my expertise in virtual desktop management. As the global expert on what would eventually become Omnissa Horizon, I initially arrived in the United States through an L1-B visa (known as specialized knowledge visa), which soon transitioned to an H1-B and eventually a Green Card.
The visa process was more than a professional milestone—it was a pathway to personal freedom. In the United States, I found resources and support that allowed me to be authentically myself as a transgender professional. My colleagues at VMware were incredibly supportive, creating an environment where I could focus on my work without fear.
However, the political landscape began to shift. Post-2016, I experienced a growing sense of vulnerability. Simple acts like using a restroom became potential sources of threat and discrimination. While most of my colleagues remained supportive, I encountered subtle forms of marginalization—like being mocked during an instructor certification workshop by candidates for being transgendered.
I largely ignored this but it did cause me pause and challenged my sense of belonging. Did my gender identity diminish my professional capabilities? The answer was clearly no, but fear isn’t always rational. This mounting anxiety ultimately led me to surrender my Green Card in 2020 when I moved back to Canada, transforming my perception of the United States from a land of opportunity to a place of potential danger.
The recent dismantling of Diversity, Equity, and Inclusion (DEI) programs deeply concerns me as it elevates these threats for employees trying to just do their jobs. These initiatives are not bureaucratic check-boxes but vital channels for amplifying marginalized voices. They communicate a fundamental message: “I care that you exist.”
Workplace culture isn’t just about productivity—it’s about human connection. When organizations view employees as mere resources rather than individuals, they lose something essential. My nearly two decades at VMware felt like a vocation until institutional empathy was stripped away, reducing it to just a “J-O-B.”
Working remotely has become my strategy for maintaining professional integrity while minimizing personal risk. It allows me to contribute fully while protecting my sense of safety—a compromise no one should have to make. But if it’s the only way, then companies should be at least flexible for it. (as we often know, HR is there to protect the company, not the employee).
To organizations contemplating abandoning DEI efforts, I offer this perspective: Empathy isn’t weakness or a sin. As Stephen Covey wisely noted, “When you show deep empathy toward others, their defensive energy goes down, and positive energy replaces it. That’s when you can get more creative in solving problems.”
We must continue creating workplaces where every individual can be their authentic self—without fear, without compromise.
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