Watch or listen to the Lead Human podcast with Jennifer Rogers: Sustained success is less about mastering tools and more about mastering adaptation, relationships, and purpose.
In a media environment obsessed with dashboards, automation, and efficiency metrics, Jennifer Rogers offers a reminder that growth still runs through people. On the latest episode of Lead Human, Rogers, Executive Vice President of Consumer and Corporate Marketing at TelevisaUnivision, joins Jack Myers and Tim Spengler for a conversation that lands squarely at the intersection of leadership, cultural intelligence, and the future of marketing.
The headline insight is deceptively simple: sustained success is less about mastering tools and more about mastering adaptation, relationships, and purpose.
When Tim opens with a grounding question about identity, Rogers immediately frames her worldview around human priorities. “I appreciate the simple things in life… I’m very grounded in my relationships, my family, my friends. Being really what matters.” That philosophy is not separate from her executive leadership style. It is the foundation of it. She rejects the outdated wall between personal and professional identity, arguing that meaningful work is inseparable from meaningful connection.
That mindset has helped her navigate what many leaders fear most: constant organizational change. In 16 years at TelevisaUnivision, Rogers has worked under roughly half a dozen senior leadership regimes. For many executives, that level of turnover is destabilizing. For Rogers, it is fuel.
“You have to always be focused on the current strategic goals of your organization… Resistance never works,” she explains. Her operating model is to reorient quickly, treat change as a learning opportunity, and align teams around new priorities without nostalgia for what came before. She adds a critical nuance: even when she initially disagrees with a new direction, she stays open long enough to understand its logic. That intellectual flexibility is a survival skill in modern enterprises.
For Myers Report readers, the practical takeaway is clear: career resilience is not about clinging to a static identity. It is about becoming strategically bilingual, able to translate evolving leadership mandates into actionable team focus.
Rogers’ dual mandate at TelevisaUnivision adds another layer of complexity. She must simultaneously serve corporate revenue objectives and authentically represent a fast-growing Hispanic audience. Her framework is integrated rather than compartmentalized. Data informs audience understanding, but purpose guides execution.
“The marketplace needs to believe in my audience for themselves too… they’re the growth engine,” she says. That line captures a broader industry shift. As Myers notes, emotional connection is re-emerging as a competitive differentiator after years dominated by purely transactional metrics. Rogers sees a pendulum correction underway. Precision targeting matters, but engagement still determines outcomes. “If you’ve reached someone but you haven’t engaged with them… winning those hearts is still important.”
Her “how-to” advice for marketers is pragmatic:
- Use data to understand context, not just identity. Knowing who is table stakes. Knowing how and where to connect is where performance lives.
- Make innovation accessible. TelevisaUnivision’s in-house studio model exists to remove friction for partners experimenting with culturally relevant creative.
- Anchor decisions to strategy. When teams debate tactics, Rogers pulls the conversation back to the North Star. If an idea does not advance core priorities, it does not scale.
The conversation turns especially sharp around AI and workforce anxiety. Rogers neither dismisses the concern nor indulges fear. Her framing is operational: technology compresses low-value labor so humans can expand high-value thinking. She recounts how generative tools that once took designers days can now be completed in minutes. The question, she argues, is not whether machines will change work. It is how leaders redefine work around uniquely human contribution.
Her most quotable line may be the simplest: “If the job can be done by AI, then what’s the job there can’t?” That is a leadership challenge, not a technical one. It demands training, cultural openness, and a reallocation of human energy toward judgment, creativity, and connection.
Rogers also offers a grounded perspective on career longevity. Staying at one company is not stagnation if the organization itself is evolving. Her own tenure feels, in her words, like “changing jobs within the same company.” For emerging leaders, her counsel is to avoid one-size-fits-all thinking. External perspective matters. So does deep institutional knowledge. The advantage lies in knowing when each serves growth.
Throughout the episode, a consistent theme emerges: clarity, empathy, and empowerment outperform rigid control. Rogers prioritizes leaders who define a few critical objectives, respect the humanity of their teams, and create space for experimentation. When team members push ideas she questions, her instinct is dialogue, not shutdown. Strategy guides the final decision, but trust guides the process.
For Myers Report readers navigating market volatility, platform fragmentation, and AI acceleration, Rogers’ message is stabilizing. Cultural fluency, emotional intelligence, and strategic adaptability are not soft skills. They are infrastructure for modern leadership.
The full conversation is rich with practical insight and quotable moments that reward a complete listen. Whether you are leading a marketing organization, building cross-cultural partnerships, or rethinking your team’s relationship with AI, this episode delivers frameworks you can apply immediately.
Watch the full episode on YouTube or listen on Spotify, Apple Podcasts, or your preferred platform. If the future belongs to leaders who can integrate technology with humanity, Jennifer Rogers offers a working blueprint for how to do exactly that.