Amani Nuru-Jeter

The most important thing I bring to my role as a Core Advisor is my passion for mentoring and for cultivating and helping to create an environment where ALL faculty can thrive. I have had good mentoring, bad mentoring, and at times no mentoring; and have both experienced and witnessed the inequities in mentoring among faculty in higher education which fuels my commitment to ensuring that faculty have what they need to develop into their full potential, particularly women, faculty of color, and women faculty of color. I have experience mentoring across the academic pipeline from students, to junior and mid-career faculty both in formal and informal capacities, and am excited to partner with OFEW to help support the mentoring needs of my UCB colleagues.

Rebecca Heald

I have entered a career stage in which mentoring has become as important to me as research. By engaging in the Life Sciences Initiative to enhance faculty diversity and inclusion, and as Associate Dean of the BEST Region, I hope to improve the situation for new faculty and make the Berkeley campus more inclusive and supportive of all our constituents.

SanSan Kwan

In both my former job at a Cal State and over the past twelve years here at UC Berkeley, I have learned a bit about navigating academic institutions as a woman of color faculty in the arts and humanities. I would be really excited to connect with my peers across campus to share insights and challenges.

Benjamin Recht

I have mentored undergraduate, graduate students, and junior faculty in Computer Science at Berkeley since I arrived in 2013. I look forward to working with faculty at the assistant and associate levels to navigate their way towards success at Berkeley.

Martin Head-Gordon

I hope that I can be a useful sounding board for many of the challenges that young faculty face in trying to succeed at Berkeley. I will be happy to listen, to discuss, and to advise as best I can on any topic of interest or concern. While I have considerable experience in mentoring and advising, it is also enough to make me quite sure that I do not know all the answers!

Matthew Welch

When I started at Berkeley my mentoring relationships were mainly informal and my mentors were junior faculty friends in my department as well as senior faculty with whom I shared research interests. However, I now see that new faculty can benefit from a broader spectrum of mentoring and advising relationships.

Sanjay Kumar

I have been on the Berkeley faculty since 2005 and currently direct QB3-Berkeley. I chaired the Department of Bioengineering from 2019-22, where I oversaw multiple successful faculty/staff recruitment and retention cases and wrote many Chair's letters for merit, tenure, and promotion. In addition to formally mentoring junior faculty in my department, I have served on a number of department and campus ad hoc committees and written >50 external tenure and promotion letters. I look forward to drawing upon all of these experiences as I advise my faculty colleagues.

Sonia Katyal

I have served as an Associate Dean for Research and Faculty Development for several years (both here and elsewhere) at the Law School and can advise colleagues regarding mentoring, campus leadership and collaboration, work/life balance, and how to design research projects that engage with various communities.

Lok Siu

Experience matters, but listening is paramount when it comes to mentoring. As a woman of color and a first generation scholar, I have more than 20 years of experience navigating complex institutions like UC Berkeley and the academy, more generally. I bring my own insights, but I am most interested in helping colleagues define their goals, develop strategies, build community, and achieve a sense of belonging and fulfillment.

Laura Kray

As someone who has benefited enormously throughout my 25-year career from mentors who have been extremely committed to my career development, I am eager to “pay it forward.” I am proud to have mentored undergraduate and graduate students, post-docs, junior and mid-career faculty. As chair of the Management of Organizations group at Haas, I have developed both formal and informal channels for supporting the diverse needs of our community. My approach to mentoring is flexible in the sense that I tailor it to the specific needs of individual mentees. I appreciate that each person’s journey is unique and therefore a one-size-fits-all approach is insufficient. Upon establishing a trust-based relationship with mentees, I share stories about my own experiences, good (and bad) advice that I have received along the way, and observations about broader trends in academia and beyond. Working with mentees, we jointly discover new solutions to old problems and old solutions to new problems.