Over her 21 years with Intel , Sherri Coleman has excelled in her career . As Vice President and General Manager of Global Workplace Operations and Services , she is responsible for managing facilities operations , workplace services and workplace strategy for more than 60 million square feet of offices , data centers and labs at more than 150 properties worldwide supporting more than 100,000 employees . With a master ’ s degree in business administration , Coleman made a career in commercial real estate management before joining Intel ’ s Corporate Services in 2000 . A role as the General Manager of Americas Facilities Operations and Workplace Services preceded her current role of Vice President and General Manager . “ Our Corporate Services organization worldwide delivers the workplace which allows our employees to create world-changing technology that improves the life of every person on the planet ,” says Coleman . “ I absolutely love working in a complex , dynamic environment where every day is different and I am able to interact with business partners from many diverse and wonderful cultures .”

Coleman is grateful for Intel ’ s culture , where everyone has a voice and a sense of belonging and can thrive . “ That culture and inclusion has been extended to me ,” she says . “ When I joined Intel , I was a facilities contract manager / property manager and through 20 years , I ’ ve developed into my current role thanks to Intel ’ s investment in me . From my advanced education , mentorship and the opportunity to advance , Intel has helped me and so many others to advance and succeed .”

1900 Prairie City Rd , Folsom , CA 95630 916.356.8080 www . intel . com of 14 children to two in the first weeks of the pandemic . During the omicron surge earlier this year , attendance again shrunk to two children . The union bargained with the state to pay based on total enrollment during the pandemic , a lifesaver for Neal .

“ Thank goodness , because I would have to close my doors if that was not in place ,” she says . Even with these gains and federal stimulus support , many providers couldn ’ t withstand the unexpected costs . According to the California Child Care Resource & Referral Network , between January 2020 and January 2021 , licensed family child care homes dropped by 3,635 .

“ I ’ m grateful that I ’ m still here today , that I ’ m still open ,” Neal says .

The stay-at-home mom

Parents of young children face the difficult task of juggling work and family . Often that conflict falls on women . “ I take a lot of pride in my reliability … and I ’ m scared that I wouldn ’ t be reliable as an employee right now ,” says Meghan Bingen . “ This is nothing like I expected it to be .”

She and her husband , Jeremy , factored in child care costs while planning for their second child in 2019 and determined that with their combined incomes , it was doable . At the time , she was an assistant manager at a cosmetics store in Arden Fair mall in Sacramento . Seven months into her pregnancy , the pandemic hit . She felt relief when the shelter-in-place order went into effect , because she worried about infecting her unborn child . Her son Caleb was born in May 2020 , and while on maternity leave , she loved staying home where she could rest , heal and care for him .

In time , she felt the setbacks . She lost her job in early 2021 after the store announced it would close . Before that , the day care her older son Harrison attended was purchased and the cost of attendance jumped hundreds of dollars per month per child . She landed interviews for other jobs but when it came down to it , the balancing act wouldn ’ t work . So she committed to staying home , changing her title on Facebook to Chief Controlling Officer at

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