MOMS IN THE C-SUITE
ing yourself, she says, recalling how she
canvassed voters in Barnes’s suburban
Chicago district with her baby daughter
in a backpack. That experience would
come in handy in 1999 when she became
president of Moran Industries and began
visiting franchisees to learn what they were
thinking about the company.
Eventually, her father asked her to return to the company he’d founded—and
which she’d grown up in. She returned
to Moran Industries when her daughter
was 3. However, her job required her to
travel, not an easy thing for a mother with
a young child.
When her daughter was 5, MoranGoodrich gave birth to a second child, a
son. Four years later, she became president
of Moran Industries—something her father didn’t want to happen. He believed
that being a woman limited her abilities
to lead a predominantly male auto [