Joanne Harrell
Philanthropist by Vocation and Avocation
Joanne Harrell approaches business and philanthropy in much the same light. She has excelled in both arenas through an abundance of energy and self-motivation, a pragmatic approach to problem solving, and a commitment to continued learning that has led her to study management and marketing at Harvard, Stanford, Columbia and the Brookings Institution.
"I have clear priorities that are rooted in a desire to learn, grow and help others," Harrell says.
"I am motivated by the satisfaction I get from feeling that I have done my very best and helped others do theirs."
Harrell’s skills have clearly served her well in the various management positions she’s held at InfoSpace, US West Communications and Microsoft, where she currently serves as general manager of the enterprise sales strategy group.
While executive director of the United Way of King County from 1997 to 2000, Harrell led the chapter to successive national fundraising records and wide recognition for excellence in marketing communications and brand management. She grew the non-profit from the 14th to the largest United Way program in the country.
But Harrell considers giving back to the community more than a job. She began her career at Pacific Northwest Bell in 1983, where she and her colleagues were encouraged to volunteer in the community. She has served on a host of boards, including Seattle Urban League, YWCA and the Salvation Army. She’s currently a trustee of the Seattle Art Museum and the UW’s Evans School of Public Affairs and is a member of the International Women’s Forum.
Harrell says the growth in Seattle-area philanthropy is not surprising, given the maturing of the young, wealthy high-tech crowd. "Sitting on a pile of money is not what gives satisfaction to the human soul," she says. "So we have people looking around asking, ‘How can I make a difference?’ "
Harrell has always strived to make a difference. And several indicators—namely her two youngest children—point to a carrying forth of her business wisdom. Each year during Seafair, her 8-year-old daughter and 11-year-old son run a lemonade stand. This year, says Harrell, her daughter was forced to fire a neighbor/employee, because the 8-year old simply wasn’t pulling his weight. Her kids made over $130 and paid back their supplier (grandmother Rose Harrell), paid their two employees, and met the expectations of their board of directors (mom, dad, older brother). Harrell says the experience taught her kids the importance of marketing, pricing, quality control and management. They saved most of the proceeds, gave some to charity and will be able to capitalize themselves next year.
And so the Harrell tradition of savvy philanthropy continues.