color magazine - september 2009 - edition 21

THE POWER OF THE BEAN

PREsidEnT RObERT UnanUE On THE GoyA LEgacy

Edition

21Septem

ber 1st - Septem

ber 30th

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in a city rich in shades, here is a cOLOr that incLudes aLL...

Do Big Things!

WE PLAY WELL TOGETHER.

© 2009 NAS(Media: delete copyright notice)

Color Magazine7.5” x 4.75”4-Color

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Stop & Shop is proud to celebrate the diversity of our associates and the members of the many communities

which we serve, and joins our friends and neighbors in celebrating Hispanic Heritage Month.

is proud to join in celebrating

Hispanic Heritage Month

*Pick up your free copy of our Hispanic Heritage Month booklet, available at all Stop & Shop stores beginning September 15.

*Available while supplies last.

Hispanic Heritage Month

Traditional Hispanic Celebrations!September 15th – October 15th • 2009

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3www.colormagazineusa.com SEPTEMBER 2009

Business5 | In a World Without

Borders6 | Advance Your Career,

Think Like a CEO

Benchmarks8 | ALPFA Evolving:

The Changing Face of the Foremost Latino Professional Organization

Dialogues10 | La Vista: Where are

the Latinas on TV?22 | A Latino History of

Migration

ContEntS

SEPTEMBER 1ST – SEPTEMBER 30Th 2009

00—01—02—03—04—05—06—07—08—09—10—11—12—13—14—15—16—17—18—19—20—21—22—23—24

Food15 | Hot Wine for Hot

Food: Finding the right wine for spicy dishes

16 | Chin Chin: Brother’s Serve up ‘Haute Chinese’

Style and Beauty19 | Daniela Corte: In a

League of Her Own20 | Awaken Your Skin

with BodyCoffee Beauty Products

The Garden: A David and Goliath Story

Rooted in South Central

Robert Rodriguez: From Sin City to

Spy Kids; Shorts is the latest film in

director’s do-it-all career

Entertainment| 17

| 18

| 12 | Feature

The Goya Legacy:A conversation with

President Robert Unanue

4 MAGAZINE SEPTEMBER 2009

CONTRIBUTING WRITERS

dear Friends,Almost two years ago, I started Color

Magazine as a way to profile and highlight professionals of color in a positive way. The task of publishing a magazine is a difficult one, add to that the hurdles of being a woman and a Latino, and the task sometimes seems impossible. Yet, we continue to move forward and create paths for those who would follow. Likewise, we follow in the paths of others who dare to lead. I was moved by the story of Goya Foods, told through the lens of their President, Bob Unanue. His generation’s commitment to preserving the values of their family business while remaining strong, Latino entrepreneurs is something we can all strive for.

I congratulate those who are the doers and accomplish great feats where courage and fail-

ure go hand in hand. In the words of Winston Churchill, “...and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

As a result of our commitment to inclusion and with the support of many, Color Magazine is proud to enter – with this inaugural edition dedicated to Hispanic Heritage Month – the New York City market.

For those of you who are reading the Maga-zine for the first time, I invite your feedback. And to our loyal readers of Greater Boston, I add a heartfelt thank you for making this great expansion possible.

See you around the cities,Josefina

in a city rich in shades here is a color that includes all…

color Magazine is the premier all-inclu-sive monthly magazine that highlights and

promotes professionals of color.

4 Copley Place | Suite 120 Boston, MA 02116

(617) 266.6961 [email protected]

editor in chief/ Managing director

Josefina Bonilla [email protected]

editor Michael Chin

[email protected] President Of

Marketing and sales Lisette Garcia

[email protected]

Vanessa Williamsadvisory committee

Greg Almieda Ferdinand Alvaro, Jr.

daren Bascome Mark Conrad

Kim dukes-Rivers Beverly Edgehill

Yvonne Garcia digna Gerena

Kimberly Y. Jones Samson Lee

Juan Carlos Morales oswald Mondejar

William Moran Russel Pergament

Carol Sanchez John Sims

Eduardo tobon Leverett Wing

Publisher Color Media Group, LLC

distribution GateHouse Media

Mimi Gonzalez is a stand-up comedian actively touring since 1998. She’ll go any-where to make people laugh, including iraq and Afghanistan to entertain the U.S. military. She’s also a part-time black-walnut farmer in between comedy shows and writing assignments.

nereida (neddy) Perez has more than 18 years of experi-ence in inclusion and diversity she has worked in the Europe, Latin America and the United States with several global com-panies like national Grid, Sodexho, UPS, Royal dutch/Shell and KPMG. She is a nationally recognized speaker on diversity.

On the coverJason Chin is an author, artist and designer living in Brooklyn. His design company, Cleverbird Studios, works primarily in web development, but his true passion is children’s book illustration. Jason’s latest book, Redwoods, has received wide ranging acclaim, including starred reviews from Horn Book, Publisher’s Weekly and Booklist. His previous work includes the illustrations for Simon Winchester’s The Day the World Exploded. You can view his work on his website, www.jasonchin.net.

WELCoME

ada Gonzalez is a Jungian Analyst in training at the C.G. Jung institute. the focus of her work is on cross-cultural issues and psychological trauma for individu-als, couples and fami-lies. She has a private practice in Cambridge, Massachusetts.

Beverly edgehill is the President and CEo of the Partnership, inc., the premier talent management service for profes-sionals of color in the region. Previously, Beverly was the Vice President organiza-tional Effectiveness, at Fidelity invest-ments in Boston and is a sought after speaker for several national conferences on women and leader-ship.


After spending a week in Beijing, I flew to Tokyo and emailed my boss, telling him I wanted to extend my vacation, but that I would stay intouch via email. A few days later, I was on a teleconference call with five colleagues, three were in different cities in the United Kingdom, two were in New York, while I was in Tokyo. I realized I no longer need to live in the United States to work there. Who knew that less than 40 years after the first cell phones hit the mar-ket, and fewer than 30 years since the Internet started to gain popularity, so many people would have access to so much information and so many resources?

Today, hard-set borders are hard to find. Sure some people will ask, “What about the Mexican border or the border between North and South Korea?” Yes, there

are some physical borders that still exist but they grow fewer by the day. We have even managed to close the borders in space with joint space missions between the U.S. and the Soviet Union. There are now more places in the world engaged in free trade than at any other time in history. We are now more connected globally, thanks to the Internet, where you can find out how many clicks away from people like the Dali Lahma, Bill Gates and Hillary Clinton you are. There are children who do not have any concept of what a telephone is, but they know what a “cell,” “texting” and Google are.

It seems like the only borders we still have a hard time with are the ones that deal with our unconscious biases as it relates to ethnic-ity, gender or sexual orienta-tion. With each generation,

BY NEREIDA PEREz

Climbing the Great Wall of China was a very enlightening experience: Aside from realizing that need to get in shape, it struck me that the physical barriers that once served as cross-cultural dividers are quickly disappearing. There were not only Chinese on the Great

Wall that day, but people from countless different countries all snapping pictures of this alluring destination which was originally intended to separate people.

in a World Without Borders

these mental borders also seem to be disappearing. More interracial marriages mean a higher percentage of people who are bicultural. GenerationXers and the Nexters, which represent people under 40 years old, are much more likely to be globaltrekers, seeking opportunities to work and live internationally. They are more focused on the use of technology as a way to establish friendships, busi-ness relationships and stay connected to family. These two generations are begin-ning to view the world as a series of connecting points and opportunities, which are not limited by physical ability, presence, barriers or borders. So how can you become a “globaltreker” who flourishes in this borderless environment?

I/O: NY86420 (NYJ-5056)Client: ComcastMedia: Color MagazineColor: 4c

Size: 4.125 x 5.125Date: 03.06.09Artist: gregV: 1

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Tuned in to you.

I T ’ S M O R E E X C I T I N G H E R E

COMCAST. The leAder in enTerTAinMenT And COMMuniCATiOnS.

We realize having employees from all walks of life allows us to have unique perspectives that spark our cutting-edge innovations.

As we grow, we continuously work to enrich the communities we serve with exceptional products and services and, of course, career opportunities. Visit our website and discover how we’re tuned into you.

Comcast is an Equal Employment Opportunity/Affirmative Action/Drug-Free workplace employer.

www.comcast.jobs/ColorMagazine

BUSinESS

Get connected

n Business leaders should join LinkedIn or Meettheboss.com

n Get a Twitter account to let your friends know what you are doing and where you are

n Secure a facebook.com account, in one easy step all of your friends and family can catch up with you or see the pictures of your travels

Get stamped

n If you have never been outside the U.S. the time has come to venture outside the country

n Visit easy places to travel like, Canada, Costa Rica, Mexico, England and the Caribbean,

and build up your courage for international travel

n Leverage your career by visiting the fast-growing business countries like China and India

n Expand your perspective with exotic places like Turkey, Thailand and Nepal

Read Up

n Thomas Friedman’s, The World is Flat 3.0: A Brief History of the Twenty-first Century

n Fareed Zakaria’s, The Post American World

n Mark Penn & E. Kinney Zalesne’s, Microtrends: The Small Forces Behind Tomorrow’s Big Changes


BY BEVERLY EDGEHILL

In a competitive workplace build-ing a strategy to advance your career

is critical. One effective strategy, which may seem a little awkward at first, is to think like a CEO. Whether you are just beginning your career or have been in the workplace for many years, there is no more effective way to break out of your current role than to think yourself into your next role!

To think like a CEO, you have to understand the role of a CEO. A CEO is the chief executive officer of an organization; they are responsible for setting the strategy and direction for the or-ganization and making sure that resources are appropriately leveraged. They use strategy to guide their actions while partnering with others to achieve short-term and long-term goals. They are accountable to the board of directors and shareholders of their organization; their actions effect customers, suppliers and employees.

This past June, future CEOs from across the country attended a unique course called the Next Generation Executive (NGE) program,

a joint initiative between The Partnership and Harvard Business School. The goal of the program is to prepare individuals for leadership roles in the C-suite.

Participants learned how think like a CEO. They learned that effective CEOs distinguish between managing and leading, understand business strategy, build strong teams, leverage the power of networks, are good decision mak-ers, are comfortable in cross cultural relation-ships and have a high degree of self-awareness.

Managing vs. LeadingCEOs know the importance of using manage-ment techniques to execute plans and using leadership techniques to engage and inspire their teams. Great CEOs know they have to balance both. You can’t manage without lead-ing and you can’t lead without managing. In your current position, ask yourself, “Where can I demonstrate being a leader and where can I demonstrate being a manager?” If you are an individual contributor on a team, for example, you can apply management techniques to how you manage your self in your role, and complete

the tasks you’ve been assigned. In the same role, you can demonstrate leadership by being respectful of your teammates.

Business strategyA CEO must understand the importance of developing a business strategy to guide the direction of the organization and to determine the best way to allocate resources. As a young manager you can apply this approach by looking for the ways that your team fits into the bigger picture for your division and organization. You may not set the strategy for the organization but you can set the tone for your group, so that its work clearly links to the bigger overall strategy for the organization.

team BuildingCEOs know that you can’t run an organization by yourself. You must surround yourself with people who compliment you and help you to run the organization. If you are currently in a management role, you can begin to practice building strong teams by identifying your group’s goals and then identifying the types of skills and experiences you need on your team to execute the goals. Once you’ve clarified this, you can develop or hire the talent you need.

think Like a ceO

BUSinESS

> next Generation Executive Program 2009 Graduates

Leveraging networksAn effective CEO understands the value of a professional network to achieve both personal and professional goals. A network provides access to private information, a di-verse set of skills and power. A professional network can also help you to solve problems and broaden your influence and impact. The best time to start building your professional network is now. Reach out to those around you who can provide the benefits of being in your network. And don’t forget that while you are building your network, you can be a resource to someone else who is building theirs.

decision MakingEveryday CEOs are on the line to make decisions that effect many people and cir-cumstances. As a decision maker, a CEO takes time to consider multiple factors and potential consequences of her decision. The next time you have to make a decision for your team, weigh all of the factors first. Recognize the impact your decision will have, and be willing to take responsibilities for your decisions.

cross-cultural relationshipsIt has been said that ‘the world is flat,’ mean-ing that wherever you live and work there are likely people who are different than you. An effective CEO learns to be comfortable in this setting, looking for ways to develop partnerships across lines of difference. In your current role you can begin to build relationships with people who are different than you. If you are starting out in your career, reach out to a manager or someone of a culture different from your own. See what you can learn from them about your organization.

self-awarenessEffective CEOs are highly self-aware. They understand their strengths and weaknesses, and their “hot buttons.” In order to think like a CEO, ask yourself, “What are my strengths and weaknesses? What can I do to improve?” To think like a CEO you have to be a life-long learner, think big and be willing to take responsibility for your ac-tions.

The 28 participants in the Next Genera-tion Executive program are well on their way to becoming CEOs! You can too if you apply some of the ideas that they’ve learned.

To learn more about The Next Generation Executive program contact The Partnership, Inc. at [email protected].

NDIRIENZ

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At Boston Medical Center, our diversity sets us apart.

As a central component of the greater Boston area,our commitment to serving individuals with variouscultural, ethnic and religious backgrounds is anessential part of who we are at Boston Medical Center.We know that by bringing together differences — a richvariety of traditions and viewpoints — we can remaintruly engaged in providing the utmost service to ourcommunity. In fact, we offer our patient populationon-site, person-to-person interpretation services inmore than 30 languages, 24-hours-a-day.

This same commitment to diversity encompassesour careers. Within our strong, all-inclusive workforce, you have the opportunity to discoverthe full potential of your own personal and professional strengths.

You belong with the best. At Boston MedicalCenter (BMC), you can join a team of individualswho don’t simply strive for excellence – they setthe standard for it.

Visit our website to discover opportunities andenjoy an exceptional career at BMC – TheExceptional Choice: www.bmc.org/hr/taleo

True diversity knows no exceptions: EOE.


BY MICHELLE MCKENzIE • PHOTOS BY FRANK MONKIEWICz

The Association for Latino Professionals in Finance and Accounting (ALPFA) is in the midst of a growth spurt, rapidly adding members, branching out into overlapping or complimentary professions and de-veloping new programs accordingly.

The national association was founded 37 years ago with the mission of developing lead-ers and creating opportunities while expanding Latino leadership in the global workforce. It is the oldest and largest Hispanic and Latino pro-fessional organization in the United States.

“There has definitely been a spike in mem-bership growth (in the last five years),” said Yvonne Garcia, the national vice president and former president of the Boston chapter. “It’s a matter of changing demographics, including

ALPFA Convention. From the warmth of the greetings (hugs more predominant than hand-shakes) to the good-natured taunting between Bostonians and the New Yorkers and the salsa competition, it felt more like a family reunion than a national convention.

“There is truly a different feeling in this organization,” said Theresa Torres, president of the New York chapter. “There is a passion, mo-tivation and energy that I think defines ALPFA. All the time, at every event there is a collegial, got-your-back kind of feeling.

“It’s your second family.”

>> BOstOnAmong ALPFA cities, Boston may not have the largest Latino population, but it does boast the largest ALPFA chapter.

“Membership has grown tremendously over the last 10 years, from 25 original members to over 2,000” said Paul Francisco, president of the Boston chapter. His goal is to reach 2,300 members by the end of September.

“Programmatically, we appeal to a lot of dif-ferent professionals. We offer a lot of programs minority professionals haven’t had a chance to be exposed to and people flock to our events,” he said. “It’s all about networking. I think it’s an advantage in Boston because it is a smaller city. There are not as many of us as they have in New York.

“Boston is traditionally seen as a hostile city for minorities (though) that’s not my personal opinion or experience,” continued Francisco, a co-founder of Foster & Francisco, a diversity recruiting and retention firm. “Minority profes-sionals come together here in Boston as a way of advancing causes and meeting common goals. People who come from outside the city or outside the state want to know where the professional organizations area.”

ALPFA Boston holds 40 events each year that range from community service, community lit-eracy, a student summit, executive summit and a Women of ALPFA summit. “Smaller” events draw 150-200 people, Francisco said, where as something like the executive leadership sum-mit has drawn as many as 700.

The convention brought 2,200 members to Boston last month, and Francisco was pleased with the reception and the chance to showcase the city and its attitudes.

“People who had never been here before

BEnCHMARKS

aLPFa evolving: The oldest and largest Latino professional organization now embraces more members in more fields

the number of Latinos and Latino professionals in the United States. Also, our key stakeholders are corporations and we are seeing more of a commitment from companies (to professional diversity).”

Now with 37 chapters, including Boston, New York, Miami and Puerto Rico, and 11,000 members, ALPFA strives to be the premier La-tino professional organization.

About 2,200 members from across the coun-try came to Boston in August for the National

> Paul Francisco at the 2009 national ALPFA Convention in Boston


were raving about it,” he said. “They had no idea that Boston is this inclusive and diverse. It was great to show what a welcoming city this is.”

Torres, the president of the New York chap-ter, was equally complimentary.

“I was very pleased, really warmed by the reception from the people in Boston,” she said. “Every year the convention is a great opportu-nity to show what ALPFA is all about. It’s really our biggest showcase”

>> neW yOrKWhile all 37 chapters share the same mission, how they work toward it varies and there are distinct differences.

In New York, for example, Torres said the primary focus is professional development, with networking built into that. The need for professional development has been reinforced in the wake of the nation’s prolonged economic woes, and programs have been reinvented to address the new needs of its membership. A significant portion of its 1,800 members has been affected.

“We are dealing with a lot of career transi-tions, with New York being ‘Finance Central,’ ” said Torres, the director for diversity and employee experience for Verizon. “In the be-ginning, it affected us in a way you wouldn’t want it to. The analogy I use is, we were on the beach during the tsunami. A lot of places felt it eventually, but we got the full brunt of it.

“But it made us be resilient and innovative,” she continued. “We started finding ways to help our membership be relevant. And a lot of our sponsors, who are often competitors, re-ally joined together to help our membership by taking part in workshops and forums. It wasn’t about Goldman-Sachs or Merrill Lynch or the Prudential; it was about coming together to lend their service and expertise. Now we’ve seen that we can do things differently and still be impactful.”

>> FutureBesides students, ALPFA is also expanding into other professions with finance and accounting sectors.

A program started in Boston, ALPFA Law, is now being tested at the national level in five chapters across the country.

“We started ALPFA Law last year,” Francisco said. “The goal was to build a bridge between the business world and the law field. We wanted to create a program where business lawyers and other lawyers could be aware of what’s going

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an appointment call:Greg Almieda, Managing Director

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on in the business world. These days we see so many ways they overlap.”

Locally, Francisco said, the Boston chapter is in the midst of developing the ALPFA health care initiative. It already counts several health-care-related companies among its corporate partners, including Genzyme, Blue Cross Blue Shield of Massachusetts and Boston Medical Center.

“Our mission is to develop leaders and teach leadership,” said Francisco. “At the end of the day, it doesn’t matter what field you’re in.”

> ALPFA CEo Manny Espinoza > Yvonne Garcia> theresa torres

*“There is truly a different feeling in this organization,” said Theresa Torres, president of the New York chapter. “There is a passion, motivation and energy that I think defines ALPFA.


BY MIMI GONzALEz

I’ve been a professional comedian for the past eleven years. Professional means I’m paid to tell jokes; eleven years means I should have been on television by now. Wait! I have. Thanks to all the networks needed to fill the cable-channel void, I’ve appeared on enough programs to have used up at least seven minutes of my fifteen. Still, have you ever heard

of me? So much for fame being the spoil of success.

Not that I haven’t been trying since my first open mic night for the past eighteen years. Every comic dreams of a Jerry Sienfeld, Ellen Degeneres, Ray Romano ascension to sitcom stardom. Roseanne was introduced to America all the way from Utah obscurity through Johnny Carson’s Tonight Show. The

a sitcom in 2003 and it took her mega-stardom to break through one of the major terrestrial networks. But, it too was cancelled before it had a chance to grow legs and run.

Where are the Latina comedians and our sit-com? Sure, there have been development deals in the works but, predictably, each has required the Latina lead to play a Chicana cleaning lady. As if none of us could be Supreme Court justices. (My money’s on Sonia Sotomayor cleaning out the White House.)

But even she’d be hard-pressed to score a sitcom. I can think of only one other woman of color who achieved sitcom stardom: Margaret Cho’s “All American Girl” lasted for one sea-son.

I’m plagued by a chronic frustration when I see the “token ethnic” role filled by an Asian-American or East Indian-American, or anyone other than Latino. Seeing as we’re 14.7 percent of the population according to the 2005-2007 American Community Survey of the U.S. Census. Granted, we’re not the 74.1 percent of population that is “white,” but shouldn’t we see more face-time than Asians who are 4.3 percent? As of the 2000 census, the “Spanish/Hispanic/Latino” population surpassed African Americans by a full percentage point to arrive as the largest ethnic minority in the country. Almost a decade later, why hasn’t Hollywood caught up?

I asked this question repeatedly during my

La Vista: Where are the Latinas on tV?

diALoGUES

way has been paved with success stories that do include people of color: George Lopez, D.L. Hugely, Martin Lawrence, Damon Wayans… wait, have I mentioned any women of color?

Where’s the Wanda Sykes, Debbie Gutier-rez, Loni Love, Sherri Shepherd – who’s on The View with Whoopi…oh! There it is: Whoopi had

“Sure, there have been development deals in the works but, predictably, each has required the Latina lead to play a Chicana cleaning lady. As if none of us could be Supreme Court justices.”

> Below, Mimi performs at the UU Meeting

House in Provincetown, MA (AnniE KindERMAn)

> Right Mimi with a park ranger at Herring Cove

in Provincetown.

L.A. run in the early ‘90s and was usually left with another question from so many casting directors: “Where are all the La-tinos?” To which I’d respond, “Look! I’m standing right in front of you!”

“Oh, well no one will ever mistake you for white.”

“Fine. Do you think they’d mistake me for employable?”

This entertainment industry operative had grown used to skimming Spanish-language networks and had undoubtedly fallen under the spell of the blonde, Anglo-featured actors who look far more European than most of us New World Latinos. We’re a mix of all the races.

Every one of our nations’ stories differs. The Mexican diaspora couldn’t be more op-posite the diplomatic dance the U.S. does with Puerto Rico, which doesn’t describe the exodus of Cubans from a revolution whose experience doesn’t compare to a Salvadoran, Guatemalan, Nicaraguan, Honduran or Columbian. Latino comics responded by creating material specific to each of these nationalities before the mind of Mencia gave us a label we could all rally under: beaners.

Not bad for a Honduran-American named Ned. The relief I feel knowing his voice is out there expressing the Latino point-of-view, matches the righteousness I felt watching Chappelle’s show. And what’s great about being a beaner is that each Latino culture has their own bean: black, red, pink, pinto, gandule, navy…gathered together we could fill a stadium with a rainbow.

It took a Latino to give us our props, but it was a room full of white men who decided Mencia could be allowed into America’s homes.

Slowly, the tide is turning. It’s been years since I’ve had an audition that asked me to sound more like Rosie Perez. Jennifer Lopez broke out of the dance crew pack on In Living Color to become a major star. Jessica Alba rides in J. Lo’s wake. Latina comedians are staying afloat in crafts of our own creation.

Even though we’re told, and reminded, and reprimanded to “pay your dues,” we know, we’ll never get to be members of the boy’s club, the white boy’s club, who’ll welcome other guys, but will still view women as mommies or hotties.

I’ll know we’ve arrived when a Latina comedian is a member of The View.

Or better, we host our own panel of chicas who discuss the rich, varied and deeply-hued spectrum of Latino culture.

Martin Bonilla, MGH Environmental ServicesParticipant in the MGH on-site ESOL Program in collaboration with JVS Partnerships for Careers and Learning

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MGH – Rich with Opportunities to Celebrate Who You Are and to Fulfill Your Greatest Potential

The Massachusetts General Hospital actively supports employees in celebrating their heritage and individuality. At the same time, the hospital is committed to innovative programs that assist employees in reaching for greater professional success and advancement. Our initiatives include:

Latino Heritage Month Celebration: MGH honors Latino Heritage Month with the annual presentation of the Ernesto Gonzales Award for Outstanding Service to the Latino Community and employee events with guest speakers from the Latino community.

The Hausman Nursing Fellowship for Minority Student Nurses: This 10-week paid fellowship offers nursing students from diverse backgrounds a range of clinical experiences designed to inform and enrich their future nursing practice.

On-Site ESOL Classes for Employees: MGH offers 10 classes at six levels ranging from Beginner to Advanced.

Spanish at MGH: An on-site Spanish language and cross-cultural competency program for MGH employees designed to enhance service to Spanish-speaking patients and family members.

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To see a complete list of our current opportunities and learn more about our benefits, please visit our website.

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By embracing diverse skills, perspectives and ideas, we choose to lead: EOE.

workexcellencelife


> Robert Unanue (right) with his brother, Peter,

who run the company with five other third-generation Unanues

1936: Prudencio Unanue starts a small storefront in Lower Manhattan to cater to local Hispanic families by selling authentic Spanish foods. He purchases the name “Goya” from a Moroccan sardine supplier for one dollar.

1961: Unanue and Sons Inc. assumes the name to Goya Foods Inc. after selling products under the name for 25 years.

1974: Goya Foods moves to its current office headquarters and factory building in Secaucus, NJ.

1986: Queens, NY declares December 16th, 1986 “Goya Foods Day”

1992: Goya Launches it’s first advertising Campaign in English: “For Better Meals, Turn to Goya.”

Goya Through the years

UnanueBY JOSEFINA BONILLA & MICHAEL CHIN

Goya President

Robert

13www.colormagazineusa.com SEPTEMEBR 2009

CM: Since you’ve grown into a multinational company, what lessons have you held onto that have helped the company be successful or continue to grow?RU: We started out in the mom and pops, delivering door-to-door, now we’re doing that in all the major markets in the United States; plus, next week we’ll be headed to Spain and have a distribution center in Spain because of the immigration of Latinos to Spain. Many Dominicans, Ecuadorians, Colombians have gone to Europe, mainly Spain because of the language and opportunities.

We’re taking that original structure and car-rying it internationally and nationally. It’s not new, but we’re unique in doing that. Most dis-tributors go to the major retailers directly and they bypass the stores. That limits the product line they can sell. Our system of distribution is called DSD (direct store delivery); we go door to door. And that permits us to get a selection of product, by neighborhood, to each area, and to each demographic. But because the reach is limited from our warehouses, we can’t have trucks going long distances, they’re going to 20 to 30 stops. We have to have more warehouses in more locations. It’s a more expensive way to do business, but it allows us to get particular products into particular neighborhoods for dif-ferent groups. The way that a lot of distributors are heading, big retailers just want to carry your fastest moving product. They’re not interested in all of these specialty items that we carry that define us with our consumer base. We’ve expanded our product line, just over the last few years from about 1100 to about 1600 items.

But, we also carry major brands. The biggest food company in the world, Nestle, we carry their products. We carry Quaker, and we carry brands that are strong in individual countries.

CM: What do you mean when you say you ‘carry’? RU: We distribute those brands. Because we reach the supermarkets and bodegas that they cannot reach. They can reach them through the main warehouses but they can’t reach them with a scope of products. So we provide that depth of distribution and the depth of product that they cannot get from selling into the main warehouses. It helps us be more efficient. If we’re carrying more products besides our own, each load has more product on it.

CM: Does that make your products cheaper?RU: What it does is makes it much more compli-cated, especially moving into international mar-kets, so we’re expanding our employee base. Most companies are not hiring. We’re hiring professionals to upgrade our computer systems. We’re hiring logistics specialists because, with 11 locations in the U.S. alone and 1600 prod-ucts, there are so many variables. We carry low cost food, but good quality food. If we move a product more than once and we’re not efficient in how we move that product we lose money. So we have to bring on people who are skilled in logistics, we keep improving quality control, we’re upgrading, improving our marketing for our development. Over the last few years, in this shrinking market, we’ve expanded in our facilities, and we’ve expanded with our people,

which is the most important element of the business.

CM: You refer to your people as La Grand Familia Goya. How do you make sure your employees feel like they’re a part of this big family?RU: Well, we have a lot of parties. We get together a lot. Over the course of the sum-mer we’ll have BBQs at all of our locations, on Memorial Day, Fourth of July, Labor Day. We have yearly employee parties, yearly sales parties. We have open door policies; anybody can walk (into my office). We try to share our strategy and philosophy with everyone, so it’s not just departmentalized. For me, I think it’s great if somebody in accounting understands our marketing strategy, or the way we do busi-ness. Then there’s a pride that we are not only catering to the Latino market but to the general market and we’re successful. I think success means going to people who know more than you do, and delegating all that. It’s a team effort and making it a team means that we’re all push-ing in the same direction.

C: You just spoke about the general market, how is Goya planning to expand into non-traditional markets? As a second-generation Latina, I ate Latino foods growing up, but I make them at home less and less. How are you penetrating the general market and how do you attract the second generation Latinos that have gone to the can?RU: Our advertising originated in Spanish and

1997: Goya begins including both English and Spanish on packaging.

2000: Goya owns offices in upstate New York, California, Illinois, New Jersey, Massachusetts, Texas, Florida, Puerto Rico, the Dominican Republic and Spain.

2004: Goya Foods is led by Robert and Francisco R. Unanue, replacing former Chairman Joseph Unanue and son Andy.

2005: Goya celebrates 70th year in business and opens an online store.

2006: Goya Foods Inc., ranks 355th on Forbes list of the largest private companies in America.

2008: Goya Foods reaches 3,000 employees.

In 1936 Prudencio Unanue had a vision that lives on today: to provide authentic Spanish foods to the Latino population in America. Since the company started, by selling imported ingredients like olives, olive oil and sardines out of a small storefront in Manhattan, Goya Foods

Inc., has become an American household name and grown into an international food titan with more than 3,000 employees. Yet, many of the original mom-and-pop store values remain intact. Goya has avoided the temptations of oversimplification; it provides more than 1,600 products, including, the slower-selling specialty products larger corporations tend to forgo, and they still do direct, customized deliveries to small stores. It is also a rare third-generation, family-run business, perhaps the reason why so much of the original philosophy has remained intact. We spoke

to the CEO, Robert Unanue, on working with family, adapting to changing times and keeping the company in la familia.


was geared towards a particular immigrant that was dominant at the time. Over the years we have gone to English to not only go after the general market, but the Latino market. Now, not everyone is watching Telemundo. As most people assimilate, they’ll leave Spanish language television behind. By advertising in English, we hope to reach the Latino who is no longer watching Spanish television or only watches it periodically. We get the general market as a byproduct of that.

In our product development, our whole philosophy, since when my grandfather first started, is to bring in product from the Spanish immigration from Spain in the 30s. In 1945, there was a large Puerto Rican immigration so we established a factory in Puerto Rico and sold products like Mondongo, Pastelles, products that were catering to the Puerto Rican market. So as that immigration evolves so does the use of product. For example, we’ve been selling dry beans for years but we’ve gone to canned beans, we’ve now gone to low sodium, organic, beans and sauces. Mr. Lodez who runs our Domini-can facility, says that Latinas were united by language and separated by the bean. So there are beans that cater to each group. Also, in the preparation, going from soaking them over night to opening a can and making your own sauce, or going to a can that is mostly complete already. There’s an evolution of product and convenience. We stay in tune with that.

The other evolution is fusion. You have a marriage of these Latino flavors. U.S. Hispanics are entirely different. Even within countries, you have different eating habits. Like in the south of Puerto Rico, it’s more pintos, and north its more red kidneys, it’s not that far but there’s a mountain range in between. When all these people converge in the U.S. there’s a fusion. You might be reminded of Puerto Rican dishes. Many Restaurants are a part of that fusion. We are staying cutting edge by bringing in a lot of people for product development. Most of our product is ingredients but we’re looking more into prepared foods. As we go forward, we’ll be able to reach the consumer that wants some-thing Latino but doesn’t want to go through the overnight soaking, but still wants a Latino dish. The U.S. Hispanic is a very unique being. We’re really defining ourselves based on that melting pot.

C: Tell me about the plan to make this the rare fourth generation company. RU: I was one of the first one’s in the business from the third generation. I worked with my

grandfather, my father and uncles. Being a fam-ily member there are more demands placed on you than others. You have to work hard. We say we work half a day here that means at least 12 hours. We’ve been brought up to have at mini-mum a college education and some experience on the outside. They were very demanding on me; if you want it, you have to work for it. It’s not anything that’s given to you. I worked all facets of the business from production line to loading trucks to the print shop, more a manual growing up, before I got my education. Then more into the office and the credit depart-ment and things like that. Likewise, with my brothers and cousins, and a few of the fourth generation. I want for my children to have the outside experience first. Then, they come in if they want to. We don’t pay them that well either, so you have to have a love for it. When

I worked for my dad on the production line, he paid me – the company didn’t – so it was 50 cents per hour. At young age I developed a love and a passion for the business that we hope to keep up in the fourth generation. Now they also have to bring something to the table. In order to be competitive we have to be up-to-date with information systems, purchasing logistics. If we aren’t, we’ll be out of business. We aren’t a charity and we can’t rest on our laurels. If you’re coming in here you have to work and you have to contribute.

CM: What is your personal satisfaction when you see how far Goya Foods has come and that you’ve been part of this growth from the time you were ten?RU: Feels great but it’s really not anything to do with me. And I’ve worked very hard in the company growing up. As I’ve moved up the lad-der, I feel like I’ve worked less, what I do is try to keep the philosophy going. We have so many great people here, talented people to let it run.

And to see that what’s out there is a result of everyone’s hard work that make up La Familia Goya. When I look at the growth, I don’t see that as something that any individual has done but the junto, total, effort.

CM: Tell me the story behind the name Goya.RU: In those days the bulk items, generic items, weren’t named, and the items were visible. My grandfather wanted to bring in products from Spain. They started packing olives and olive oil – the first product they brought in. During the Spanish Civil War, during the 1930s, you couldn’t get products from Spain, so you had to get product from other companies. So he brought in a load of Sardines, Mediterranean waters sardines I think from Morocco. They said, ‘Look it has a name on it.’ The name had no

value, they said you can have it, and the name was Goya. So my grandfather bought it, and it sold. He liked the idea that Goya had a connec-tion with the Spanish, and it was short and easy to pronounce. At that time it had no meaning or value, so he built that reputation around it. He made it official by buying it for one dollar. He realized, early on, the importance of a brand. In a can of sardines, you can’t see through the can, you have to depend on the name and the reputa-tion, and he developed that over the years. And that’s the dollar story.

CM: How will you celebrate Goya’s 75th anniversary, which is in two years?RU: We have a gentleman, Dr. Guillermo Ba-ralt, he’s writing the book, and we’re doing a documentary. We’d like to do some giving back and go to some of our major markets where we can do some food donations. We’ve always been present in hurricanes and floods and things like that, but we want to do it in a bigger way as a part of our 75th.

"When I look at the growth, I don’t see that as something that any individual has done but the junto, total, effort."


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Celebrating Hispanic Heritage Month

BY TROND ARNE UNDHEIM

have you ever heard the argument that wine does not go with spicy, flavor packed food? This misconception is out there. But what if you like good wine but your comfort

food is jammed with jalapenos, onions and garlic? The solution is not to remove all the chilies or forget all about wine, just choose your wine carefully. There are many wines that are powerful enough to fruitfully com-pete with or even courageously complement your favorite dishes and spices.

The most obvious choice is white wines, since they are served chilled. The cold temperature turns off some pain receptors and tend to calm things down just a bit. For a special occasion Riesling ($50, my rating 93/100), try the German J.J. Prum Graacher Himmelre-ich Auslese Riesling (2005). A complicated name, but deliciously fresh and fruity, with hints of semi-ripe plum and honey, and a suit-ably long finish, with great promise. Otherwise, any slightly sweet wine will soothe your palate, including Italian Moscato D’Asti,

which is my wife’s favorite. For a great value Moscato ($25, my rating 88/100), try the Italian Vignaioli di S. Stefano (2006). This Moscato grape from the Piedmont region is pleasant stuff. Straw-yellow color, strong honeyed impression initially followed up by great fruitiness, mainly peach and litchi, which lasts long and lingers. A refreshing wine for aperitif or desserts, or both. Whatever you do with sweet wine, stick to wines with some acidity; don’t sip syrup.

If you prefer red wine with your favorite spicy dish, try wines low in oak and tannins. If you like competing flavors, go for a spicy red wine.

A French, Loire Valley red like a Cabernet Franc-based Chinon might work well, but the Mediterranean terroir is also a great option. French country reds like Bandol or Southern Rhône reds with a blend of many grapes work splendidly well.

A third way to go is to choose a low-alcohol, fruity wine like Sauvignon Blanc or Rose. Sweeter Roses are excellent, if you tolerate this variety. A good everyday Rose ($12, my rating 85/100) is the Austrian

hot Wine for hot Food: Finding the right wine for spicy dishes

Westeirischer Schilcher (2006). The Blauer Wildbacher grape originates in the Austrian region of Western Styria. The fantastic shim-mering rose color, not to be compared to your regular blush, is very festive, almost magical. Surprisingly dry on the nose, dis-playing elegantly restrained fruity notes, this wine has good acidity, and a fine, light body without being fluffy. Its fine gooseberry aro-mas linger in the mouth. Short of Schilcher, any good value Rose with strong color will do you good. Finally, sparkling wines will contrast nicely. A French champagne variety like Cremant de Bourgogne will stand up very well to any spicy food on your table.

Generally, subtle wines will be knocked out, oaky wines will overpower and im-plode. Sweeter wines, or any wine served very chilled is helpful. Be experimental. But make sure to try an intense, complex wine,

with spicy food some time. Or, try chilling your reds with an ice cube or two. It just may be worth it.

Enjoy your Thai curry, Korean bulgogi or Mexican burrito – and let the wine flow, whether you opt for complementing or competing with the flavors.

Food

Wine Tips> Chill your wines more than usual

> Create a spice competition between the food and wine

> Avoid oaky wines

> Venture into sweet, but acidic wines

> Only attempt subtle wines if you are wealthy or careless


BY JOANNE M. CHOI

What could be more familiar and satisfying to a born and bred New Yorker than Chi-

nese food served with generous dollops of service, elegance and taste? That seems to be the win-ning mixture that lures loyal foodies to Chin Chin.

The restaurant has a modern feel, conveying subdued, appropriate sophistication; no gaudy or garish colors marred the white theme at the entrance. From the décor alone it isn’t clear this is a Chinese establishment, the square tables covered by white tablecloths reinforced the ubiquitous look. The hanging, sepia-toned photos of the Chin family that dot the walls were the first clue.

The skies had opened up that night, so it wasn’t so busy at first. But once the rain stopped, in came the regulars, an eclectic clientele: couples, business-people, celebrities and families, all tucking in their dishes with gusto. The vibe was lively, but not overbearing.

The menu cover is a black and white photo of the owner’s – Wally and Jimmy Chin – as a baby and tod-dler respectively, posing with their youthful mother. It is a charming touch

chin chin restaurant Brothers Serve Up ‘Haute Chinese’

and tribute. The brothers have owned their restaurant since 1987. Wally is a born raconteur – easy for a man who has lived in almost every state in the country. He spends his free time eating out around New York and thus has a wide social circle. He dresses sharply, is quick to smile and seems to genu-inely connect with the customers.

Several times, the casually dressed television producer seated near to our table looked over to our table both in friendliness and apparent disbelief at the sheer amount of dishes our table of three women consumed, prompting a few random, witty comments; the mood was light all around.

We enjoyed shrimp, mussels, crab, duck, fish, eggplant and bok choy, washing it down with Moët & Chan-don champagne and steamed white rice. The Eggplant with Garlic Sauce was hearty and had the perfect amount of spice. The Peking Duck was served with tortillas, and we were instructed

to wrap the crispy, flavorful skin in them. The Steamed Sea Bass filled the large platter it was served on; it was succulent and garnished with gener-ous bits of scallions and cilantro. The Scallion Mussels went well with the fried shrimp and crab. The soft shell crab’s batter was delicate and savory. The Grand Marnier Shrimp was fried in batter and served with a creamy, slightly sweet, kind of mayo sauce.

The service was seamless. The tux-edo-wearing servers were professional and attentive (without hovering) and knew the menu well. Not surprising since many have been with the restau-rant for years. My attire that night was dressier than I usually don for a Sunday night, but I would have been equally comfortable in more casual summer clothes. The prices are more than most Chinatown eateries, but Chin Chin is haute Chinese or “Restaurant Chinois” as the business card reads, and dining there was an absolute pleasure.

> Grand Marnier Shrimp

Chin Chin

216 East 49th Street New York, NY 10017 (212) 888-4555 chinchinny.com

Food


BY JOHN BLACK

Documentary filmmakers can spend years researching an historical event trying to bring new light to an old subject. A lucky few, though, are able to discover history in the making and use their cameras to capture events as they unfold, unsure where the story will lead them, but sure that wherever it goes the journey will be worth it.

That’s what happened to director Scott Hamilton Kennedy. One night he saw a PBS news report about a community garden in South Central Los Angeles that was about to be bulldozed by the owner to make way for a commercial storage facility.

“It was a story that had all the elements that a filmmaker looks for: It was a David and Goliath story, it dealt with land use and open space issues, and it had what every story needs, conflict,” Kennedy said. “It was happening in my own back yard, too, and I didn’t know anything about it. Everything about the story told me to pick up my camera and go.”

The movie that Kennedy ended up making, The Garden, tells the story of that David and Goliath battle between a group of inner city people who grow food for themselves and their families on the fourteen-acre community garden at 41st and Alameda in South Central Los

the Garden A David and Goliath Story Rooted in South Central

Angeles – the largest of its kind in the United States – the landowner who wants them off his property and the politicians who work both sides of the issue. A huge hit on the film festival circuit in 2008, the critically acclaimed film was nominated for a Best Documentary Oscar in 2009 It is now available in DVD through thegardenmovie.com.

“The biggest challenge from the start was to gain the trust of the farmers and prove to

them that I wasn’t just some reality show hack out to get a sensationalist report that looked controversial on the news that night and then they never heard from me again,” Kennedy said. “It took time, but I knew from the start that I wanted to make a film from their point of view, no matter what way the story unfolded eventually, and I think they could see I was serious about them and about telling their story.”

While it is safe to say that the film follows the farmers’ story from the first eviction notice to the final court battle, revealing the details of what happens is unfair because part of the excitement of watching The Garden for the first time is getting wrapped up in the edge-of-you-seat thrill the director brings the film. “Every day that we filmed, we had no idea what would happen,” he said. “It was important for me to bring that feeling of unknowing to the final film. I was never sure if I had achieved it until I finally got to see it with an audience. You can’t really judge those things in the editing room, but seeing how the audience reacted and watching them walk out of the theater already engrossed in conversation with each other about what they had seen, made me realize it worked.

“Getting an Oscar nomination is nice, don’t get me wrong,” Kennedy said, “but hearing people talking about you movie – I mean really talk about it and the issues it raised and not just say, ‘That was nice, let’s get a pizza,’ – meant so much more to me.”

EntERtAinMEnt


BY JOHN BLACK

Critics say that Robert Rodriguez makes two kinds of movies, blood-soaked action movies like Sin City and Planet

Terror and kid-friendly fare like Spy Kids and his latest, Shorts.

EntERtAinMEnt

The director, however, sees his ca-reer in a different light. “To me, they’re not that far off from each other,” Rodri-guez said of the two genres he works in. “All my movies have one thing in common; they’re all fantasies with a lot of humor in them. Dusk to Dawn is a vampire movie, but it’s a lot more comical than serious. Even the gore is funny. Humor lets you get away with a lot more. For example, so many people die in Desperado. It came out at about the same time as Reservoir Dogs and Quentin (Tarantino, the director,) got taken to the cleaners by the critics for the scene where Michael Madsen cuts off the cop’s ear. He doesn’t actually show the ear get cut off – that happens off camera – but because it was such an intense and serious scene, it horrified people even if they only saw it in their imagination.

“In Desperado, people get mowed

down right and left and the critics loved it because it was done with humor.”

While the style of humor he uses in his more mature work may be a lot different than the humor he uses when making movies for kids, Rodriguez said his approach to any film he makes is the same: To be creative and have fun. For example, the idea for Shorts, the story of a young boy who discovers a rainbow-colored rock that can make his wishes come true, originally grew out of conversations Rodriguez had with his sons over the years about what they would wish for if they had such a stone.

“I asked my youngest what he would wish for, and he said he wanted a butt for a head. I asked him if he was sure, and he said yes. Then I asked his older brother, figuring I’d get a more mature answer, and he said he’d wish to be a potato,” he said, laughing. “Not the answers I was expecting, but they were at least creative. When they asked me what I would wish for and I said a million more wishes, I could see their faces drop as they realized they wasted their wishes. That was the idea for the movie, the idea that if you were a kid and were granted your wishes you wouldn’t really know what to wish for.”

Any other filmmaker taking the story of the butt head and the potato to a studio looking for money to make a movie would be laughed out of Holly-wood, but Rodriguez has made a career of making the movies he wants to see by staying outside the Hollywood sys-tem and making them himself.

“It sounds crazy, but the more jobs you do the easier it gets,” said Rodri-guez, whose credits for Shorts include writer, director, producer, composer, cinematographer, editor and visual effects supervisor. “If you’re just the director and don’t know anything about editing then you’re just filming stuff for the editor to figure out later. You’ll shoot a scene a dozen different ways just to make sure the editor has enough to work with. You end up wasting three days to shoot something that can be done in ten minutes if you’re the editor. You know when you have what you need and can move on. I may not be the best at all those jobs, but there’s an efficiency to it that makes sense to me.”

robert rodriguez From Sin City to Spy Kids; Shorts is the latest film in director’s do-it-all career

> Robert Rodriguez with his sons Ravcer Rodriguez, Rebel Rodriguez and Rocket Rodriguez from Shorts ( RoBERt RodRiGUEz)

“All my movies have one thing in common; they’re all fantasies with a lot of humor in them.”


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Daniela Corte is personable and welcoming, you would never guess that she is one of the hottest designers in the Northeast. She is a one-of-a-kind designer, not only because of her exquisite fashions, but because she is grounded – a rarity in our fashion world.

Daniela is from the fashion capital Buenos Aires and a graduate of The Boston Fashion School. She has won several awards and has worked with many high-end designers before establishing her own brand. The

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immediately hooked on design. So, she is a thoroughbred in the fashion world – thank goodness for us.

Daniela will showcase her Spring 2010 styles during Boston Fashion Week starting September 25th. Her collection has an impeccable balance of color and patterns mixed with a bit of sass and panache. It seems like her inspiration was the juxtaposi-

tion of an upscale Miami night out and a Boston summer function on the water. Fuchsias, aquas and whites; zip-pered pencil skirts, asymmetrical separates – what else could a woman ask for in her wardrobe?

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PRESENTS


Latin America speaks Spanish and Portu-guese because the settlers that populated those areas were from Europe – specifically Spain and Portugal. Through migration, the Spanish and Portuguese populated geographical areas were Amerindians were living. Amerindians and other Latin American cultures are people-oriented. That is, they are allocentric cultures, cultures that emphasize relationships. People from allocentric cultures tend to place a lot of importance on trust, respect and cooperation – as opposed to placing importance on institu-tions. Latinos rely more on emotional support

BY ADA GONzALEz

The word Latino comes from the word “Latin” and which encom-passes people that speak a range of Romanic languages: Portuguese, French, Spanish and Italian. Through thousands of years of cross-ing plains and oceans, and reaching new boundaries, civilizations succeeded in populating the earth. The many cultures that make up Latin America come from that history. The Latino cultures have

geographic roots that date back to the homo sapien sapiens that appeared in Africa. If we can remember our origin we have a great advantage. But we have difficulties acknowledging our common origin because we have lost some of the tools for com-munication that make us inherently human. Think about our daily interactions with others, which often include text messages, voicemail and email. Communication many times moves superficiality. We often crowd out the attention that is due to our sensations, thoughts, and the personal images that move us.

a Latino history of Migration

than financial contents, family is the most important place. For Latinos, it’s about home. It is a culture oriented to the present and towards enjoying what is here right now. It is a syner-gistic culture where the whole community is greater than the sum of the parts, and what is good for one is good for all; where the resources are available, renewable and expandable. There is more abundance and less scarcity.

The most important positive aspect of this culture is the inclusion of all. The foreigner is welcome. The Latinos operate under the understanding that we are all the same, that

diALoGUES

we are all immigrants. We migrate from differ-ent worlds, perspective, ideas, ways of being. As travelers we face difference. Embracing dif-ference gives Latinos and other groups a sense of communitas, meaning the imaginal place where community happens. In that moment we all come as one. In Buddhism it is said that we are of the same kind of mind in attitude, confidence and intend. If we tend to separate and judge difference then we are lost.

The fact is that we have all been world trav-elers since the time of Homo sapiens, beginning our journey in Africa. We are also travelers in spirit. We come to migrate from two different worlds: the world of consciousness where we work hard to create civilization, and the world of the unconscious where we return to unite. By being Latinos and immigrants we have been blessed with abundance. We are always looking for a home in the new land. It is well recognized that we carry our home with us, and that where we land, that is home. Latino is just one more name among other names to identify regionalism and geography. The maps of the soul are deeper and ancient. Every day that we recognize the other, the foreigner in us, we are creating a new world.

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When you think of where you want to go in life, being part of a great company figures into your vision. You have the talent and the drive to go far. What you want is a company with the culture and the opportunities to enable you to reach your goals.

Blue Cross Blue Shield of Massachusetts is well-known for supporting and encouraging employee achievement in an environment of abundant growth opportunities, career paths and financial rewards. You can expect no less from a health insurance leader whose innovative solutions bring coverage into the homes of millions across our state and serve as models for the entire nation.

See what we have to offer, visit www.bluecrossma.com/careers

Our commitment to building a diverse workplace is without question. We are an Equal Opportunity Employer.

Where will your career choices take you

Atendiendo a la diversida de clientes y Asociados todo los diasAttending to Customer and Associate Diversity Every Day

A Company Of Choicewww.tjx.com

Retailerof Choice

Neighborof Choice

Employerof Choice

ExpresateEncuentre la moda que te ayuda a expresarte y tambien

una carrera que se adapte a tu estilo.

Express YourselfFind fashion that helps you express yourself and a career that fits your style.

color magazine - september 2009 - edition 21

Documents

sin city

city rich

latino entrepreneurs

professionals of color

goya legacyedition

story of goya foods

new york city market

beanpresident robert