People Archives | The Glasshammer

Q&A with Lisa Sun, Gravitas Founder & CEO & Best-Selling Author

“I tell people if you’re about to interview for a job, take our confidence language quiz because it will give you the words to advocate for yourself. You start to have the vocabulary for the conversation, including repositioning your weaknesses. When you understand your superpowers, you should feel seen, valued and heard – and in turn, you can advocate to be seen, valued and heard for your unique talents.”

We interviewed Lisa Sun, Founder and CEO of GRAVITAS, a company on a mission to catalyze confidence. In her first annual performance review, at 22 years old, Sun received what ultimately became life-changing catalytic words, “Lisa comes across as young and overly enthusiastic at times. She should seek to have more gravitas.”

After a decade of consulting with McKinsey & Company, Sun took a year-long travel sabbatical to step back from it all, before eventually launching her size-inclusive fashion brand in 2013. Within weeks of founding GRAVITAS, she was featured in O Magazine, People and on the TODAY Show, and later on CNN and in Forbes, Fast Company and more.

GRAVITAS has come to blend empowering professional clothing with inspiring content to help people show up as their full selves in full confidence from the inside out. As the national best-selling author of GRAVITAS: The 8 Strengths That Redefine Confidence, the podcast host of “In Confidence,” and a sought-after public speaker, Sun busts through the narrow cultural myth of one-dimensional confidence and inspires people to find their personal route to self-belief.

Based upon observation from thousands of diverse interactions across a decade and a 1,000 person quantitative study, Sun invites you to encounter your natural confidence language and identify your own superpowers at MyConfidenceLanguage.com.

Q: When you first made your career pivot from consulting, you started with fashion, so let’s begin there. Can you say more about the decision to lean into the external component of confidence?

For me, the unlock was realizing it’s not about how other people see you. It’s about how you see yourself and how you want to see yourself. That’s how outer and inner confidence are connected, because when you look in the mirror, you want to have a reminder you are powerful, self-assured, and bring talents and gifts to the world.

A lot of the work we’ve done is around the fact that, as children, we’re born fully self-confident. But then, something changes. We’ve identified six forces that enter our lives at adolescence, and then stay with us as the inner critic.

People find it weird we began in fashion because we see ourselves on a mission to catalyze confidence. But I started as a fashion company because I realized where women feel the most amount of insecurity is in the dressing room. It’s when you’re standing there half naked, in front of a mirror with poor lighting, that you start to think all the dark thoughts about yourself.

Inner confidence relates to how we see ourselves when we look in the mirror. Do we see ourselves in our best light? Most people think look at the new wrinkle or I could lose ten pounds. The conversation starts at the inner critic, and it’s a deep source of insecurity. Some people may never get to the point of thinking I have great eyes or I love the way I look and feel in this. Think about the difference in those two conversations.

When we do “The Confidence Closet,” what we call our fitting consultations, people come in with negative self-talk, pointing out flaws. I mirror to them three things I see that are beautiful, and we find something that brings those traits out.

A lot of the work is changing someone’s mindset. That’s why, in my book, I say confidence is a choice and a mindset before it becomes a behavior. And if you bring a negative mindset into any setting – dressing room, boardroom, any of those places – you’ve set yourself up to fail.

I envisioned we could change the chemistry of that dressing room moment of deep insecurity and instead give people clothing that reminds them of their own strengths and power. That’s why I started in fashion.

Q: Can you tell us more about these six forces and how they come to form the inner critic?

As children, we’re born self-confident. If you’ve ever been around a five-year-old, they are self-confident. Imagine you ask, “What are you the best at in the world?” They’ll say “I’m the best at soccer” or “I’m the best at hugs” or “I’m the best at everything.” At that age, we haven’t yet experienced setback or disappointment.

But in our adolescence, we start to become doubtful or self-conscious, so we identified six forces that enter our lives somewhere between the ages of eight and 12 years old. That inner critic stays. It’s nobody’s fault. It just happens because your social circle widens, you’re exposed to shame and embarrassment and you experience setbacks.

To be authentically self-assured, we need to make a choice to see those six forces, to choose not to take direction from them, and then to start to see ourselves for the talents that we bring to the table.

The six forces we identified are firstly, deficit mindset. This is where you see your flaws over your strengths. So, for example, when you look in the mirror, do you look for your beautiful eyes or the new wrinkle that formed?

Second, the shrinking effect. This is where you underestimate yourself or shortchange yourself. This is why people say “sorry” all day long when they haven’t done anything wrong. I tell people say “thank you” not “sorry.” Because if you say “sorry,” it assumes something is wrong with you. Shrinking effect is also why women will only apply for a job if 100% qualified to sit in the seat. They shortchange themselves. Whereas men will be like, “I’m 60% qualified, why not? There’s no harm.”

Third, the satisfaction conundrum. This is where we tie our self-worth to an external marker of success. I’ll be happy when I get that promotion, I’ll be happy when I get a raise. I’m not saying not to have goals, but when we tie our self-worth to an external marker, what happens? If we get it, it’s like a treadmill. We just chase the next one. I lost 10 pounds. I could lose another five. Or if we don’t, we beat ourselves up, and we don’t see all the abundance in our lives outside of that marker.

Fourth, the superhero facade. I got this. I’m awesome. Let me post on LinkedIn, so everyone’s reminded. Shonda Rhimes inspired me when she said, “Whenever you see me somewhere succeeding in one area of my life, that almost certainly means I am failing in another area of my life.” Because if you’re a superhero, no one is invited to have fingerprints on your journey. The most confident people in the world will say, “Here’s what’s going well. Here’s where I need help. Are you the person to help me?”

Fifth, the setback spiral. This is where a negative moment, a criticism, or a disappointment expounds to how you feel about your entire life. So, my boss just gave me some feedback, and that must mean I’m a terrible sister, mother, best friend. All parts of my life are off.

Sixth, systemic bias. This is the asymmetrical structures of power and the mirror it holds up to us. For example, it took me twice as long as my male colleagues to get to partnership in consulting. It should have taken me six years. It took me nearly 12. But when I joined my firm in the 2000’s, less than 13% of the partnership was women, so I can’t beat myself up over that, because it’s simply a reflection the scorecard wasn’t designed to see me.

We developed the six forces framework because it’s a great way for people to talk to their inner critic. We always ask people which they’ve ever felt and which have they felt most often. We find that when you can name why you feel insecurity or fear, when you can name what is going on, when you can have a conversation with your inner critic, it changes things.

For example, Why am I scared to apply for the job? It’s shrinking effect. I’m underestimating myself. When you can name it, you take away its power. You also come to realize everyone else has the inner critic, so you can have compassion. Ultimately, if you can face down the worst case scenario created by the six forces, then you can take your superpowers and look at the best case. And the most likely scenario is closer to your best case because you’re in control.

Objectively, these six forces are true for anyone except for systemic bias, right? But they affect women more. These forces get better for boys and worse for girls because men have historically created and controlled the system, so it favors men or boys as they go through it. Everyone has an inner critic – men, women, non-binary – but systems aren’t shaped to help women overcome these six forces.

Q: Now, on the flip side, tell us more about the eight strengths of gravitas, or eight superpowers, that you’ve been able to identify to diversify the understanding of confidence.

Our quantitative study into confidence was inspired by the conversation when Janet Yellen was nominated to be Chair of the Federal Reserve. There were all these articles repeating how she didn’t have the “gravitas” to lead the Fed. One op-ed in the Washington Post pointed out this was just because she was soft-spoken. She is also qualified, empathetic and collaborative. The op-ed questioned why we only label people as having gravitas if they’re outspoken and assertive. So this quantitative study was designed to recognize someone like Yellen has plenty of gravitas, even if she’s not the loudest voice in the room.

We found eight superpowers that came through in the data. The first two are Leading and Performing.

Leading is I’m in charge, I set direction, I inspire followership. It doesn’t mean you have to lead a team. It means you have clear vision, take agency and can command resources.

Performing is what I’m doing for you in this talk. I’m outspoken, charismatic, and I don’t mind an audience. I’m comfortable speaking in front of others.

Those two strengths are the most written about. In terms of confidence, they represent less than 20% of our data set, so 80% of people (not just women, people, as this is designed to be universal) in our data set do not have those two superpowers, and that means 80% of people have been made to feel lacking.

The next two are called Achieving and Knowing.

Achieving is I have an athlete mindset. I get things done on time. I meet or exceed targets. Practice makes perfect. If I fail, I get up again.

Knowing is I’m smart. I’m researched. I’m thoughtful. I’m the most detail-oriented person in the room. You want to build Ikea furniture with someone who has Knowing because they’re going to read the entire instruction manual and have the process set up.

The best example of these superpowers are the three black women in the movie “Hidden Figures.” They were the smartest human computers who could do all the math to put a man into space.

The next two are called Giving and Believing.

Giving is I’m nurturing, I’m empathetic, I care about others. I care about relationships.

Believing is I’m optimistic. If bad things happen, they weren’t meant to be. I see the best in everyone in every situation.

If you’re familiar with Ted Lasso, his form of confidence is Believing and Giving. In season 1 of the show, he says he’s been underestimated his whole life because he’s not a commander coach. He’s not here to win or to lose, but to help everyone be the best versions of themselves.

The last two strengths are Creating and Self-Sustaining.

Creating is my number one superpower. That is I believe in things before I can see them. I can will ideas new existence. I could create something from nothing.

Self-Sustaining is I like myself. I don’t need to impress you. External validation is nice, but it doesn’t define me.

Self-sustaining is particularly hard for women, and tends to appear most often in women over the age of 50, who are like, I’ve seen it and done it all. Nothing can harm me. It’s the quality most needed to ask for a favor, a raise or overcome criticism without spiraling.

The four superpowers that appear most often amongst women in our data set are Achieving, Knowing, Giving and Believing. What we don’t often say is the entire book is ultimately an exercise in building the Self-Sustaining superpower. Because when you have that strength, you just know your value.

Q: Are your superpowers based only upon capacity or also enjoyment?

It’s more around natural enjoyment! All eight superpowers are available to everyone with effort and intention. But the reason I call it a “route to self-belief” is your superpowers are the ones you’re distinctive at without trying, without effort. These are your talents. This is what you can bring to the table without pushing yourself.

It should feel joyful. It should feel impassioned when you get your quiz results. It feels like that’s why I am in the room. You bring these distinctive superpowers to leadership.

On this note, people are often shocked to find out I only have four and a half of the superpowers. My top ones are Creating, Leading, Performing. At first, I had only these three. I’ve been consciously working on developing Giving & Self-Sustaining. And for the ones I don’t have, I hire people around me.

For example, I don’t have Achieving or Knowing. People are often shocked and point out how I get things done or I’m super smart, but that doesn’t mean I enjoy the element underneath that! I have a spreadsheet that’s due this week, and it’s like pulling teeth. It’s not like I can’t do it; I just don’t like doing it, so that’s not my strength.

Q: Is it only about working with the strengths you naturally have or also about developing the other strengths?

To me, it’s an “and.” I say in life, everything is an “and’ instead of a “but” or an “or. When someone tells you to be more confident, what do you do? You speak up. You’re assertive. You’re outspoken. But if you look up the word ‘confidence’ in the dictionary, it has nothing to do with bravado or swagger. It’s an understanding of, appreciation of and trust in your own abilities. It’s your own mindset before it becomes an expression.

The analogy we use is the iceberg model. Only 10% of the iceberg is visible – it’s behavior. 90% of the iceberg is below the waterline – it’s thoughts, values, feelings, wants and needs. So much of authentic confidence comes from understanding what’s below the water line. How do you think and feel about yourself? Are your talents valuable to you even when not traditionally ascribed as worthy of noticing?

At the same time, you might be in an organization or cultural context where there’s one or two superpowers you’re being asked to develop. It doesn’t take away from the foundation of strengths you bring. Some things will never be natural to you, but you still may need to learn that particular skill set, because it will help you to advance.

From our MyConfidenceLanguage.com quiz, we find that as women climb the ladder, they go from having two superpowers to four, or more. It’s not a personality test. It’s an inventory of talents and abilities in the moment. Then you get to take ownership and control over which ones you want to develop and why.

Q: Are certain superpowers more important for advancing in leadership?

I will give you a fun little twist in the data. Self-Sustaining is a superpower needed for a raise but not for a promotion. If you’re asking for a raise, you want to say, “Here’s my external market value. You’re going to give it to me or someone else will. And if you say ‘no,’ I know my potential in the market.” You can actually say it with authority from a market standpoint.

Whereas asking for a promotion is more around Leading and Achieving. “Here are my accomplishments. Here’s why I deserve the title change. Here’s why…” In that context, you are actually making a case for proving your value. So it’s a little different than Self-Sustaining which is, “This is the money I deserve in the market, and we can negotiate about it, but I know my value and my worth.”

People who have the Giving superpower are really good at emotionally intelligent behaviors, but are less comfortable advocating for themselves. And it’s worth noting that any women in our segmentation who had Leading as a superpower was two-to-three times more comfortable in each of thirty diverse situations we proposed. We don’t often emphasize this correlation, because we don’t want people to lean on or overvalue this one traditionally valued superpower.

Q: In terms of systemic bias, talk about the gravitas scorecard against which women are being benchmarked.

Kelly Shue at Yale School of Management (and others) looked at 30,000 employee records and found that women were consistently rated the highest on results in performance but the lowest on promotability. Men were very promotable but didn’t rate nearly as high on performance.

When she double-clicked into promotion potential, it was based on extraversion, charisma, and assertiveness. And so 40% of the pay gap related to promotion can now be identified as an incomplete scorecard. The scorecard is not scoring for actual management potential and results, because it often overlooks things like Achieving, Knowing, Giving – all the things women over-index on in our data set.

My mom just says, “It’s okay. When tsunami happens, men make speeches. Women clean up the beaches. We give the hugs and we get the work done.” It’s funny, but true. If men created the system and they value things like Leading and Performing, but women’s highest frequency of superpowers are not that, this explains the scorecard difference.

For example, in our book, we share the example of Susan, who booked a “confidence closet” fitting with me. As VP of Finance for a health insurance company, she had her sights on the CFO role since the current CFO was retiring. But the CEO told her she didn’t have the gravitas. She was so upset, so I asked her to question what he meant by that statement. We found out her top superpowers were Knowing, Giving and Achieving. Her CEO grew up in sales, so his top superpowers were Leading and Performing. His version of gravitas would be those superpowers, which means he was probably not scoring her strengths.

I encouraged her to advocate for the talents she brought to the table and find out how he defined gravitas. She confirmed he wanted her to speak up and take charge more, and she expressed she is comfortable doing that with clear opportunities and was open to coaching. She also had the highest engagement scores in the company because of her Giving superpower, and I told her to put that in his face. She promoted the lunchtime membership program she held for her team of 100 people as a driver of those engagement scores and demonstrated Leading by bringing the program idea to other divisions. A year later, she got the CFO job.

You simply can’t leave anything to mystery. You need to find out what these broad statements really mean and not let the six forces take over. You need to find the language of confidence that can help you advocate for yourself.

Q: Let’s go more into your unique journey. What motivated you back when you were in consulting versus what motivates you now?

As a consultant, I was so obsessed with making partner, I missed out on simply taking in the experience of being with my teammates and my clients and making a difference. I missed out on all that abundance, because I was laser-focused on the brass ring of making partner. I loved my clients. I loved my team. And when you consider my superpowers, it makes sense that’s what truly I loved about it.

But I was not good at so many things about being a consultant, and I fought through them. What the firm wanted from me and what I was actually good at were very different things. The scorecard of a good consultant was not built for me. I know this now, but all I wanted was to be successful, and I got caught up in external validation (satisfaction conundrum in full force!).

As soon as I put down the measuring stick and the metrics that were imposed upon me, I started to create my own measuring stick: Am I making a difference in the world? How can I help women?

I don’t have as much wealth now, the fancy business card or the title. There’s so many things I was willing to walk away from when I changed the measuring stick. But now, I am 100% more aligned with what I should be doing. I’m finally doing my life’s work. I love and resonate with Jensen Huang’s sentiment in that I’m not always happy, but I definitely love what I do every day.

Q: You emphasize that “Confidence is a choice and a mindset before it becomes a behavior.” How does that compare with the notion that it’s taking action that creates the result of confidence?

To start, I am not a “fake it to make it” person. When I was on book tour, an old boss told me he was going to call BS on my origin story about being told I didn’t have gravitas, because I was a “very confident 25 year old.” My reply to him was that I was faking it. I was deeply insecure, overachieving, and I went home every night and hated myself in the hotel room, while everyone just told me to speak up more.

For eleven years, I played that role, but I fundamentally didn’t like myself. So sometimes, the doing is inauthentic to how you actually feel. If I could travel back in time, I would give my 23 year old self this book. I would tell her she has lots of reasons not to loathe herself.

So, part of our approach is advising if you’re going to do it, then do it from a place of strength. The word ‘pivot’ isn’t just about a change in direction. It’s a central point on which you turn, and you’re going to be that much more capable if you know what gas you have in the tank. If you know what that central point is made of, you’re going to be more able to handle the bumps and bruises along the way. The doing is better if your starting point is an awareness of how strong you are. Life doesn’t get easier. We get stronger. If you acknowledge the strength up front, the doing is not as bumpy.

Otherwise, you can go out and take risk, but the first time you experience setback or disappointment, are you going to be able to self-soothe? If you just do it and fake it, you won’t be able to handle the feedback, and you won’t be able to handle the growth. Are you going to be able to say to yourself, here’s what I learned, I’m still strong and valuable even though it didn’t go my way – and do it again? That’s the difference.

My friend, Dr. Wendy Borlabi, is a performance expert. She says it’s not win-loss; it’s win-learn. Win-learn is a more powerful methodology, but you can’t win-learn unless you already like yourself and unless you’re pretty self-assured about what you bring to the table. Then, you can handle the tough learning curve.

Instead of MVP, I think the best award to win is most improved player. I love the journaling practice of documenting gratitude. But, I also have a “how did I get stronger?” journal. I like to consider how did I get stronger from last year or from yesterday? Part of gravitas is acknowledging your strengths up front, and then when life doesn’t go your way, you can still see how you got stronger beyond the external outcomes.

Q: Sometimes, our confidence falters because we’re displaced. In your personal journey, you faced a crossroads where you stepped back from the work you’d done as a consultant and “connected the dots” about where life wanted to take you. What guidance can you offer to women who are there?

Firstly, ask this. What was the best moment in the last 12 to 24 months of your life? Often we are so focused on the summit, we don’t look back to see how much ground we’ve covered. So I ask people to find the best moment – personal and professional – and double-click into that moment to ask what you did to make that moment a reality. It did not happen by luck or chance. It was your strengths and talents that made it happen.

When things aren’t going our way, whether jobs or relationships or whatever, it’s good to tap into “core memories” that did not happen by chance. You can even pick a photo of a meaningful moment and keep it on your phone to remind you of what you’ve already done. Remind yourself that a momentary setback does not define you. Peak performance moments do.

Secondly, I went through my own journey where I asked three questions that are also in my book: What am I good at? What do I love to do? What am I passionate about?

They sound the same, but they’re different.

What am I good at? I am good at analytics, so in terms of superpowers, Achieving and Knowing. But I don’t love to do it.

What do I love to do? I love creating things. I love helping people. I love leading teams.

What am I passionate about? At the time, I would say I was passionate about fashion and content, and those are the two things I created my company around.

So connecting the dots, I really borrowed the Steve Jobs mindset of choosing these life moments that were formative to you and remind yourself of the important building blocks on your way to your path. For example, in his case, he dropped out of college which meant he could audit a class on typography, so the first Mac had really cool fonts.

When you step back and look at the peak performance moments, or even the disappointments, you can see what you’ve learned. You can see the reason you’re on path already. These are the building blocks – and then reminding yourself of what you love to do and what your unique talents are.

That’s really why we created the confidence language quiz. If I could go back again to my 23-year old self and give myself the quiz, I would have seen the things I’m good at and the things I love to do are completely different.

I’d be able to stop questioning my value and ask, hey, am I in the right job?

Interviewed by Aimee Hansen of thestorytellerwithin.com.

June 2, 2025/by Aimee

Natalie Runyon: Content Strategist for ESG, Human Rights Crimes and AI in Courts, Thomson Reuters

Movers and Shakers, People

“My definition of success has shifted,” says Natalie Runyon. “Fifteen years ago, I wanted to be in the C-suite. Now, my biggest legacy is raising well-adjusted children and having a good partnership to do that.”

First profiled in 2013 while Director of Global Security at Thomson Reuters, Runyon reflects on how her mindset of continual evolution has shaped her approach to achievement, purpose, and impact. She speaks to how she has embraced change with intention, guided by adaptability, self-awareness, and a commitment to aligning her professional growth with her personal values.

Evolving Through Curiosity and Change

Early in her career, Runyon made a name for herself in security operations, first at Goldman Sachs and later at Thomson Reuters, where she managed critical operations around the clock. At the same time, Runyon was already thinking about the future, getting involved with the company’s women’s network, earning a coaching certification, and launching a workshop called Be the CEO of Your Career, which eventually reached more than 1,300 employees globally.

“Be the CEO of Your Career was translated into Spanish and Portuguese, and I trained facilitators to lead it. It helped get my name out there, build my credibility and expand my network.”

That visibility opened the door to a lateral move into sales operations, a role that allowed her to transition out of security and take on new challenges, but with more regular hours. “It was a big relief,” she says. “By then, I had two young kids, and I needed a shift.”

After a few years in sales, Runyon made her next career leap to a position at the Thomson Reuters Institute, where she has spent the last seven years curating thought leadership on topics ranging from talent and inclusion to ESG, human rights, and AI in the courts. While the content areas have shifted over time, one thing has remained constant: her ability to dive into unfamiliar territory with confidence.

“One consistent thread throughout my career, and why I have been able to make such big moves, is that I’m very comfortable operating in ambiguity and understanding how to ask the right questions to leverage the collective expertise of the people around me.”

In addition to being comfortable with uncertainty, Runyon highlights her natural curiosity as a strength. When she was asked to lead the Institute’s coverage of ESG, she got two ESG certifications to build her credibility and experience, “it opened up a new area for me to sink my teeth into and learn something new.”

That same curiosity is now guiding her latest area of focus: AI governance in court systems. “It’s not something I ever thought I’d be working on,” she says, “but I love that my role continues to evolve. Even though my title hasn’t changed, the content keeps shifting, and that keeps it interesting.”

Reframing Success and Failure

Runyon’s career evolution has also been shaped by her willingness to take risks outside the corporate world. She reflects on how her experiences as an entrepreneur, first in launching a coaching business, and later in acquiring a small company, shaped her definition of success and failure.

“Even though I originally designed the Be the CEO of Your Career workshop for my own coaching business, I probably had more impact rolling it out at Thomson Reuters than I ever would have had as a solo coach,” she says. “That was a success, just not the one I originally pictured.”

Years later, she challenged herself again by buying a business, after investing significant time in learning how to value and grow companies. However, when a family matter demanded her focus, she made the decision to sell. “I sold it at a loss, and financially it was rough,” she says, “but I don’t regret that decision at all.”

Through it all, Runyon has reframed what success looks like. “I don’t really look at things as failures, I look at them as learning opportunities,” she explains. “Life is fluid. None of my plans have ever worked out exactly the way I thought they would, but life has worked out.”

For Runyon, evolution is not about a perfect outcome. It’s about continuing to ask herself the hard questions, adapt, and stay open to wherever growth leads next.

The Dual Impact of Leadership Coaching

With a background in leadership coaching, it is no surprise that Runyon is a firm believer in its transformative impact. She often draws on what she learned during her training, skills that continue to influence how she leads, communicates, and navigates challenges at work.

“From the ability to ask good questions when I’m interviewing somebody for an article to having a level of comfort in asking the hard questions and not being afraid of the answers, my training as a coach has impacted me in foundational ways.”

She continues, “that includes not letting fear drive decision making, because in coaching you learn how to look at the worst-case scenario and explore questions like, ‘how bad can it really be? What if that happens? What can you do about it?’ That mindset has impacted my ability to adapt and flex and pivot.” Additionally, Runyon points to emotional intelligence, self-awareness, and the ability to see things from multiple perspectives as aspects of coaching that she continues to apply in her day-to-day life.

Runyon is also quick to acknowledge the impact coaching has had on her personally, having experienced its benefits not just as a practitioner, but as a client.

“In 2019, I was completely burnt out between juggling work, young kids, and being on two nonprofit boards. I met with Nicki for coffee, and she saw right away that I was miserable. She coached me for six months and helped me see how my mindset wasn’t serving me. She helped me recognize and assert that ‘no’ is a complete sentence and to give myself space to figure out what I needed next. It was a pivotal moment where coaching was critical.”

Grounded by Growth

As Runyon looks to the future, she acknowledges that her path is still unfolding. “I’m still trying to find my way,” she notes. “I’m challenging myself in new ways to give me clarity.”

Today, her focus is less on chasing traditional career milestones and more on creating lasting impact, especially through her family. “My biggest goal is to raise good human beings,” she emphasizes. “If I can give my kids the learnings I’ve had — to take risks, to not be afraid of failure, to stay true to themselves, then that’s success.”

Outside of work, Runyon continues to pursue growth on her own terms. What started as a personal challenge to swim a mile, a skill she once disliked, has grown into training for a sprint triathlon. “I’m trying to stretch myself, to do hard things, and to keep learning,” she says. She also set a goal two years ago to visit all 50 states by the time she turned 50, a milestone she will complete this summer.

Setting ambitious goals, inside and outside of work, is part of how Runyon continues to evolve. As she puts it, “It’s about progress, not perfection…You’re in charge of your own journey. You’re in charge of your own path. Just live your life.”

By Jessica Robaire

May 19, 2025/by Aimee

Christine McIntyre: Chief Financial Officer, Raftelis

People, Voices of Experience

“When you reach the C-suite, you understand that you’re not supposed to know everything. You’re not meant to have every skill,” says Christine McIntyre. “What really matters is building a team with those skills and knowing how to identify and leverage their strengths to get the right things done.”

McIntyre shares how pivotal choices, purpose-driven work, and a commitment to self-awareness shaped her path to CFO. Through coaching and experience, she’s learned that great leadership starts with knowing yourself and knowing how to assemble the right mix of talent and tools to be effective.

From Investment Banker to CFO

“It’s been a winding road, one I never could have predicted,” McIntyre says of her path to CFO. A psychology major, she started out in Bank of America’s Executive Compensation group, but a well-timed connection soon pulled her into investment banking. This launched her 15-year career in public finance, where her clients were state and local governments.

Despite the excitement and pace of investment banking, something was missing. “Public finance never really captured me. It felt like the same type of deal over and over again,” she reflects. That growing disconnect led her to take a bold step: leaving investment banking to become Director of Finance at a water utility in Alexandria, Virginia. “At the time, I saw it as a step to eventually get away from the public sector work,” she says. “But instead, I fell in love with it.”

Working closely with the city she lived in, McIntyre found deep satisfaction in seeing the direct impact of her work, like financing a massive environmental project in historic Alexandria. When the utility’s CFO departed, McIntyre stepped up, eventually earning the role officially. “It was my first time as CFO and my first time on an executive leadership team — it was a tremendous experience.”

A desire to be closer to family during the pandemic brought her back to North Carolina, and after months of commuting, McIntyre landed what she knew instantly was the right next step. Now as CFO at Raftelis, she has found the perfect intersection of private-sector leadership and public-sector impact. “It’s the same client base I worked with in investment banking – cities, counties, utilities – but now I get to blend strategic leadership with direct project work, which keeps me grounded in what our clients really need.”

Natural Instincts, Sharpened with Coaching

McIntyre describes herself as a driven, energetic leader, someone who moves fast, gets things done, and brings enthusiasm to every challenge. “In some ways, leadership comes naturally to me. I’m a very hard-driving, direct person,” she says. “That kind of energy has been appreciated by my employers.”

However, she is also quick to acknowledge that leadership is not just about instinct, but rather it is a craft she has worked to refine over time. “There is a lot about leadership I had to learn,” she admits. “I’ve worked with several executive coaches throughout my career, and each one has helped me grow in different ways.”

One pivotal experience came during her time at the Alexandria utility, where the organization was preparing for a major CEO transition. A leadership coach was brought in to support the executive team, and the timing could not have been better.

“The coaching relationship was incredibly helpful. It taught me how to use my strengths, but also how to soften my edges,” she reflects. “Particularly in the public sector, I had to learn to slow down and take everyone else on the journey.”

She continues, “I’m a big proponent of coaching. Everyone has blind spots. It’s not about changing who you are, it’s about understanding your tendencies and adjusting to the context you’re working in.”

Leading Beyond Your Expertise

McIntyre sees strong leadership not as a matter of having every skill, but of understanding where you need support and how to get it. “Now that I’m further along in my career, I don’t feel the same pressure to know everything, I’ve learned to take that weight off my shoulders.”

McIntyre applies that mindset to building teams and networks. “I’m not a traditional CFO in the sense that I don’t have an accounting background. When tough accounting questions come up, I don’t pretend to know it all. I focus on finding the right resources.” In one instance, recognizing a gap in deep expertise of government accounting, she sourced a specialist through a consulting firm. “Having someone I could call made all the difference.”

Rather than defaulting to solving everything internally, McIntyre believes smart outsourcing is often the more strategic and cost-effective choice.

“Our water utility was small, so we outsourced a lot, and it was hugely beneficial. Some companies think it’s cheaper or more efficient to handle everything internally, but that’s not always the case. There are highly specialized tasks where it makes more sense to pay a consultant for 100 hours of work than to hire a full-time employee. I’ve brought that same approach to my role as CFO of Raftelis.”

McIntyre advocates for creating a roster of experts through intentional networking, actively seeking out specialists who can offer support when needed.

“If we use a certain software, I’ll seek out someone in my industry who uses it too. Those connections are gold because we can help each other in ways no one else can.”

Whether it’s tapping into external networks, attending user conferences to meet industry peers, or outsourcing specialized work, McIntyre sees her role as assembling the right mix of talent and tools. “I see myself as a resource manager and that’s a big part of what makes me effective in my role.”

Advice for Navigating Your Career

When offering advice to those a few years into their careers, McIntyre stresses the importance of not getting so caught up in the daily grind that you lose sight of the bigger picture. “It’s important to remember that your career and your job are two different things. Whether you are happy in your current job or not, you always want to think about your broader career trajectory outside of the present position,” she explains.

Building and maintaining connections, she notes, is essential for staying aware of opportunities.

“Keep up with LinkedIn and go to networking events. Don’t get so heads-down focused on being successful in your current job that you don’t also build connections outside in industry groups and peer groups.”

McIntyre also encourages professionals to remain open to unexpected opportunities rather than adhering to a rigid career path.

“There are many times where you can make lateral moves or jump to a different sector and surprise yourself,” she says. “Earlier in my career, I was too narrow in my thinking about what I was capable of, when in reality, I could do so much more than I gave myself credit for.”

Where Purpose Meets Impact

McIntyre draws inspiration from the mission-driven people she’s worked with, especially the bold, principled women in public service. “They could be doing anything with their talents, but they choose local government because they care about their community,” she says.

That sense of purpose fuels her work. From financing capital projects to leading infrastructure initiatives, she’s energized by the tangible impact. “When it’s actually happening in your community, especially a big, transformative project with environmental benefits, it’s even more exciting.”

Now, as CFO of Raftelis, McIntyre continues to see that connection firsthand. Whether it’s Baltimore, Philadelphia, or a smaller municipality, the projects Raftelis supports – often centered on clean water, infrastructure, and long-term planning – tie directly to community well-being. “We help communities figure out how to pay for it all and keep their bills affordable enough that their customers can manage them.”

That sense of purpose extends beyond work. To sustain the energy she brings to her role, McIntyre prioritizes self-care and mental clarity. “I bring a lot of enthusiasm and energy to what I do, and I can’t really turn it off,” she says. “But I know that if I keep it up all the time, I’ll burn out.” A longtime hot yoga devotee, she carves out time each week for practice and once a year, she attends a retreat, often unplugging for days at a time. “After about two days without screens your thinking hits a different level,” she says. “It gives me a broader perspective on my life without all the little distractions.”

By Jessica Robaire

May 5, 2025/by Aimee

Jennifer Marsland: Head of Sales, North America, World Travel Protection

People, Voices of Experience

“While I’ve always worked in travel, this role is truly unique because we’re saving lives,” says Jennifer Marsland. “That’s what makes this company and our work so meaningful.”

A Passion for Sales in Travel Risk Management

For nearly two decades, Marsland has thrived in the travel industry, energized and excited to drive sales in a space she is personally passionate about.

“Once you’re in the travel industry, you never want to leave,” says Marsland. “I talk to friends who’ve been in travel for years, and we all say the same thing: What else would we do? I love that this job takes you all over the world and lets you connect with people about where they’re going and what they’re experiencing.”

Now as Head of Sales for World Travel Protection, Marsland is thrilled to take that passion to the next level by being involved in an area of the industry that makes a tangible difference in people’s lives.

“I’ve always been in sales. My first real job was in a shoe store, so I feel like I’ve always sold something. But here, we’re not just selling, we’re saving lives. We’re helping business travelers travel safer and get the care they need.”

World Travel Protection specializes in helping business travelers navigate risks, from securing accommodations in safe areas to managing major crises like medical emergencies, political unrest, or natural disasters. Marsland’s belief in the company’s mission is deeply personal. She recalls the moment she landed in Paris in 2015, just as terror attacks unfolded, leaving the city in lockdown. “It was pretty scary with flights canceled, uncertainty everywhere. How do you navigate that?” That experience solidified her understanding of the real need for travel risk management.

Returning to the travel industry after a brief pivot during the pandemic, Marsland is energized by the chance to build something new as the Head of Sales for North America. “They were looking for someone to develop their North American sales team and drive growth. Now more than ever, people need what we do.”

Keys to Success: Positivity and Adaptability

A strong belief in positivity has been a guiding force throughout Marsland’s career. “One of my core leadership values is positivity. I truly believe things happen for a reason, and that even when difficulties arise, it will all work out in the end.”

Beyond optimism, Marsland credits adaptability as essential. Having worked at a company where she reported to 17 different managers in 15 years, she learned to navigate constant change. “Whether it’s a reorg, a job change, a new manager, stick it out, things will shift. If a move wasn’t right, it will course-correct. You’ll get a different manager, or land in the right role. It’s about being open to change.”

Marsland’s own adaptability was tested during COVID-19, when the travel industry ground to a halt. Instead of waiting for things to return to normal, she pivoted to a Silicon Valley startup specializing in identity verification technology. The shift forced her to stretch beyond her usual expertise and reinforced an important lesson: “You also have to be willing to take risks. No one is going to tap you on the shoulder and promote you. You have to apply, ask, put yourself out there.”

Learning from the Best

Marsland’s tenacity stems from an early mentor: her mother. A successful artist and master negotiator, her mother taught her the value of asking for what she wanted. “She negotiated all her own contracts. She passed away ten years ago, but we’re still getting royalties because her contracts were so strong.”

As a self-described shy child, Marsland credits her mother for pushing her outside her comfort zone, whether encouraging her to take a job selling shoes in college or urging her to seize new opportunities.

“She really influenced how I approached my career — whether it was landing a job, excelling in a role, or advocating for myself. I often think back to how she never hesitated to ask for what she wanted or go after opportunities.”

Listening and Letting Go

Among the most important skills Marsland’s honed as a leader is the ability to listen. “I always remind myself to listen to understand, not to respond.”

In sales, this lesson is particularly relevant. Too often, she notes, salespeople focus on delivering information rather than asking the right questions and truly hearing the customer’s needs.

Another key insight she highlights is letting go of the need to dictate how things get done, particularly as leadership requires a shift from being an individual contributor to keeping the larger picture in mind. “I’ve been in sales. I know how I would do it. But I’ve learned that different people have different styles — and that’s a good thing.”

She recalls a former manager who exclusively hired people with identical approaches. “You end up with a team that lacks diversity in thinking. I don’t think that’s great for business.”

In building the team at World Travel Protection, Marsland is intentional in looking for diverse viewpoints and approaches. “I want different perspectives, different strengths. One person might be great at presentations; another might excel in negotiations. As long as the job gets done, I don’t need everyone to work the same way.”

Mentorship and Women in Leadership

Committed to supporting the next generation of female leaders, Marsland mentors through GBTA’s (Global Business Travel Association) WINiT program. She helps mentees explore what they want to do next in their career, touching on such issues as how to showcase leadership skills or build out a better resume.

“I impart experiences that I’ve been through and what’s worked for me, encouraging them to talk to other women within the industry that they admire and learn from them.”

Interestingly, Marsland’s own mentors have primarily been men. “I’ve worked in male-dominated industries, so that’s just how it worked out. But now, at World Travel Protection, I’m surrounded by strong female leaders. My boss’s entire leadership team is women. Even at our parent company, Zurich Insurance Group, more than half of the executive leadership team is women. It’s refreshing to be in an environment where female leadership is the norm.”

Building for the Future

At this stage in her career, Marsland finds the greatest satisfaction in building, whether it’s teams, strategies, or relationships. “You don’t always get the chance to leave your mark, but I feel like I’m doing that here — this is my team, and I’m shaping what we’re building.”

With geopolitical shifts, evolving risks, and an increased focus on corporate travel safety, she sees immense opportunity ahead. “Companies need risk management now more than ever. We have great momentum, a strong team, and a supportive leadership structure. This year is going to be an exciting one.”

Work-life integration also plays a role in her enthusiasm. “World Travel Protection makes it easy. Sometimes I have late-night calls with Australia, but if I need to step out during the day for an errand, I can. That flexibility makes all the difference.”

Having that flexibility also allows Marsland to care for her six beloved pets: two dogs and four cats. And while travel is central to her career, it’s just as much a passion in her personal life. “I try to visit a new destination every year. We just booked Argentina and Uruguay. But my favorite place is Tokyo — I’ve been nine times, and I’d go again in a heartbeat. I’ll travel anywhere, anytime, just for the experience.”

By Jessica Robaire

April 14, 2025/by Aimee

Alex Douklias: Vice Chair, Corporate Banking, Wells Fargo Corporate & Investment Banking

People, Voices of Experience

“What excites me about corporate banking is its breadth — you’re assigned a client base and take responsibility for everything that client does within Wells Fargo,” says Alex Douklias. “It’s a dynamic mix of high-level strategy and hands-on problem-solving, which keeps every day interesting.”

Alex Douklias is vice chair of Corporate Banking within the Banking division of Wells Fargo Corporate & Investment Banking. In this role, Douklias provides leadership for origination of capital markets solutions and traditional banking products to support large corporate clients across all industries. Douklias is also actively involved in Corporate Banking’s growth and talent development initiatives.

Over three decades in banking, Douklias has driven business growth, shaped future leaders, and set a standard for excellence that continues to define her career. From navigating client relationships to championing professional growth, she brings a strategic mindset and an unwavering focus on impact — both for her clients and the next generation of banking professionals.

A Career Built on Versatility and Client-Centric Solutions

Douklias began her banking career in the fast-paced world of markets, first at Scotiabank and later at J.P. Morgan, where she thrived on the intensity and structure. As her career progressed and her personal priorities evolved, she sought a path that offered both professional growth and flexibility.

“When I was in markets, we were typically at our desks by 7 a.m., which meant I was never able to drop my son off at preschool,” she reflects. “Moving into corporate banking gave me more control over my schedule. I could still cover clients, but I also had the flexibility to be there for the moments that mattered.”

In transitioning to corporate banking, Douklias found a field that aligned with her strengths and interests, particularly in the breadth of challenges and opportunities that come with working with corporate clients.

“I don’t think of it as selling. I think of it as delivering solutions. My focus is on understanding my clients’ pain points and finding ways to help. If we do that well, the business naturally follows.”

Douklias’ client-centered approach propelled her forward in corporate banking, where she became head of the North America business in Global Corporate Banking at J.P. Morgan. Now, as vice chair of Corporate Banking at Wells Fargo, Douklias is focused on both business growth and leadership development.

“I’ve been brought in to help on several initiatives, which is exciting, but what matters most to me is developing the next generation of leaders. That means spotting talent, pushing existing leaders out of their comfort zones, and encouraging them to think bigger about the future of Wells Fargo. I want them to move beyond the day-to-day and embrace a more aspirational vision — and it’s exciting to see that shift happen.”

Navigating Client Relationships Requires EQ

For Douklias, having a client-centered approach requires being able to juggle competing demands while keenly assessing their urgency.

“In corporate banking, you have to be extremely organized,” she says. “There are multiple products, multiple clients, and it is challenging to chase everything at once. Prioritization is key.”

Equally important is the ability to read and navigate different personalities, both internally and externally. “Working with clients across industries and influencing multiple stakeholders requires emotional intelligence. Every corporation has a different culture, every CFO has a different way they like to be engaged. Understanding that and adapting your approach is critical.”

She continues, “I treat my internal constituents as clients because to have influence, they need to know that I genuinely care. If they’re successful, I’m successful — it’s a shared goal. I also think about what motivates them and the value they gain from working with me. By understanding their perspective, I can inspire them to deliver their best work, which ultimately enables me to provide the best for my clients.”

The Power of Feedback and Continuous Development

A strong advocate for professional growth, Douklias has both given and received invaluable feedback throughout her career. One pivotal moment came when a manager observed that she was not asserting herself enough in high-level meetings.

“I was in meetings with senior leaders — managing directors, vice chairs, investment bankers — and sometimes, I held back when I had something to say. A manager suggested executive coaching, and I jumped at the opportunity. The feedback was eye-opening. My coach pointed out that sometimes I spoke too quickly and didn’t breathe enough, which caused my voice to trail off at key moments. Adjusting my delivery of remarks, based on that feedback, made an enormous difference.”

Her advice to those she mentors: “Seek out feedback and embrace it. People genuinely want to help you grow.”

For Douklias, feedback isn’t just about performance — it’s about growth and alignment. “When I offer feedback, I am engaging in an open conversation about what a person’s strengths are, and what their limits are. I find I can develop my team best by offering candid feedback with kindness, and by pushing them beyond their comfort zone.” She believes in addressing challenges in real time, asking direct but supportive questions like, I observed that you shied away from this difficult issue. Is there something we should talk about?

By fostering trust and maintaining transparency, Douklias helps people develop and find the right path forward. “If you form a good bond with your team, and they trust you, they open up — and that’s how you develop people,” she explains. It’s a philosophy that has shaped her leadership, leading to a track record she’s particularly proud of: “I’ve helped many people over my career get promoted to managing directors. Having a little hand in their career development is something that truly matters to me.”

Building and Leveraging Internal Networks

Although mentors and managers can be integral to career development, Douklias also believes in the power of internal networks. “Your network shouldn’t just be your manager or HR partner. You need those work friends — people you can bounce ideas off, vent to, or get an outside perspective from.”

In thinking about how to build that internal network, Douklias encourages professionals to embrace networking opportunities within their firms.

“If you work at headquarters, take advantage of the incredible speakers who come in, whether they’re leaders, military veterans, or CEOs. You go for the speaker and the content, but just as importantly, for the networking. Some of my closest professional relationships started at these events. I always encourage my team to engage, because building an internal network gives you insight into what’s happening across the organization and fosters relationships that go beyond simply being colleagues.”

Know What Sustains You

As a working mother, Douklias has been intentional about defining success on her own terms. “I’ve always worked hard and traveled when needed, but I’ve also made sure to be present for the important moments in my kids’ lives.”

To have a sustainable career, Douklias emphasizes not only prioritizing what is important, but also being clear about setting boundaries, allowing time to recharge.

“Know yourself and what you need to be successful. For some, it’s going for a walk in the middle of the day, or a workout in the morning. For me, I always make sure I have a vacation planned — it helps me stay motivated.”
Another part of Douklias’ life that fulfills her outside of work is watching her children play sports. “I didn’t grow up in a competitive sports environment, but seeing my kids in action has taught me so much about teamwork, resilience, and dedication. I truly treasure my weekends spent cheering them on.”

By Jessica Robaire

March 31, 2025/by Aimee

Pamela Codo-Lotti: Partner, Global Chief Operating Officer of Shareholder Activism Defense, Goldman Sachs

People, Voices of Experience

“Throughout my life, I’d often find myself in situations that were unfamiliar, but having the will to take the harder path typically leads to greater rewards,” says Pamela Codo-Lotti. “When I left Côte d’Ivoire for France, and later France for the U.S., my parents would ask, ‘Why do you always choose the most difficult route?’ But I’d remind them — that’s the example they set.”

Resilient and driven, Codo-Lotti is continually inspired by the values her parents instilled in her from a young age. As a newly minted partner at Goldman Sachs, she has embraced challenges with relentless determination, a strong intellectual curiosity, and an unwavering commitment to her clients and colleagues. From her early love of numbers and education to her passion for mentorship and financial independence for all, Codo-Lotti shares how persistence and purpose are central to her journey.

From Associate to Partner

Fueled by an early interest in numbers and giving advice, Codo-Lotti found a career in finance to be the perfect fit. After moving to the U.S. from France to earn her MBA at the Wharton School of Business, Codo-Lotti joined Goldman Sachs as an Associate. Over the next two decades, she rose through the ranks up to her recent promotion to partner.

“It was a great moment because it’s a recognition by your peers and by your clients, of all your hard work,” she reflects. “I look forward to continuing to focus on building a stronger business, giving advice to more clients, and mentoring more people.”

For Codo-Lotti, the partner title is not just an accolade but a platform to amplify her impact. “As a senior leader, I have a deep understanding of the firm, allowing me to offer practical guidance and support to others in achieving success.”

Codo-Lotti credits her natural curiosity as an important element in her career evolution. “Finance is an expansive and ever-evolving field, and there’s always more to learn. Curiosity drives me — I’m constantly reading, exploring, and deepening my understanding of different areas, even in my current role.”

A Foundation of Education and Determination

Codo-Lotti notes how her insatiable curiosity and determination are rooted in her childhood and the inspiration of her parents, whom she considers trailblazers.

“They came from a small African country, Benin, and were sent to study in France on merit-based scholarships. They always told us, ‘Your brain is the most important thing. Nurture it.’ They went out of their way to get us to the best schools, no matter what.”

Her parents’ determination to give her a solid educational foundation was equally matched by Codo-Lotti’s internal drive. She highlights this quality as an important element to her success.

“There is a little white dog in a famous French cartoon named Idefix (“Idee Fixe”), which literally means ‘fixed idea.’ My dad nicknamed me that because even from a young age, when I want something, I go after it. Persistence and staying focused on the end goal really helped me in my career and got me through difficult and challenging moments.”

An Empathetic Approach

“People often tell me that I’m very empathetic,” she says. “It has been a tremendous asset because my clients know that I genuinely care. When someone has a problem, I really want to find a way to help. I think it has played a significant role in my career.”

Empathy also shapes Codo-Lotti’s leadership style. She explains, “In a team there will inevitably be a lot of opinions, so it is important to understand where people are coming from and what they’re looking to achieve.”

In addition, she tries to be intentional about being accessible to her team, recognizing that as she becomes more senior, the perception of her availability and approachability may change. “It’s important for me to spend time with my team at work, but also making sure we connect informally, whether for a quick coffee catch-up or dinner.”

Mentorship Advice

Beyond the inspiration of her parents, Codo-Lotti points to the guidance of mentors as integral to her career development. Now as a mentor to others, she advises, “the most important thing is to trust yourself and not shut down your own voice. While advice from mentors is important, they succeeded based on who they are. What works for them may not work for you.”

She continues, “what I tell people is that I will give you advice and tell you what I think is best, but at the end of the day you have your own instincts, and you have to see if that fits with who you are and what you want to do.”

When it comes to fostering mentoring relationships, Codo-Lotti encourages taking initiative. “Sometimes you have to take chances. Whenever I worked with someone who impressed me, I put time on their calendar and introduced myself. Sometimes you click, sometimes you don’t, but when you do, you invest in that relationship.”

Finding Strength in Uniqueness Through Executive Coaching

Executive coaching has played a pivotal role in Codo-Lotti’s growth, particularly in embracing her uniqueness while leveling up her communication skills. “I’m a French native speaker; English is my second language. When I came to the U.S., it took me a while to view my accent not as a disadvantage, but as something that made me unique.”

Coaching helped her refine her communication. “I focused on how I could be more structured, more powerful, more impactful—so that the accent became a strength. The firm provided me with a coach who helped me work on my communication and presentation style, which really made a difference. I also found having an external perspective, someone who listens and helps you understand how others hear you, to be invaluable.”

Committed to Education and Financial Independence for Women

Looking ahead, Codo-Lotti is passionate about uplifting the next generation. As a senior leader at Goldman Sachs, she emphasizes, “I hope to help a lot of talented and diverse junior bankers succeed.”

Codo-Lotti looks to extend that impact beyond Goldman Sachs through her work with the Jeremiah Program, which helps single mothers return to college. As a member of the board, Codo-Lotti is thrilled to be a part of the program’s mission.

“By supporting single mothers in pursuing their education, there is an opportunity to break the cycle of poverty across two generations — empowering both mother and child, so she doesn’t have to choose between her education, financial stability, and caring for her family.”

As a mother of a young family, Codo-Lotti finds joy in watching their intellectual curiosity take shape. “It’s fascinating to watch my children grow into their own as human beings. My husband and I love seeing their minds expand, even when it means that they start beating us at board games. It’s a reminder of how quickly they’re learning and evolving.”

Just as she was encouraged to nurture her mind and embrace learning, Codo-Lotti is committed to passing that mindset forward — both at home and in her broader mission to empower others.

By Jessica Robaire

March 10, 2025/by Aimee

Julie Burger: Co-Head of Public Finance, Wells Fargo

People, Voices of Experience

“I’m incredibly proud of what we’ve built—not just as a public finance department but in the way we serve and connect with clients, which has always been a priority for me,” says Julie Burger. “Being a player-coach leader lets me guide the team while staying hands-on, delivering smart, impactful solutions every step of the way.”

For nearly two decades, Burger has dedicated her career to public finance, crafting a path defined by hard work, meaningful connections, and a passion for tangible impact. From her very first internship at Bank of America, she realized she had found the right fit—a field that blended challenge and purpose in ways that resonated deeply.

“I loved public finance,” Burger reflects. “It’s been my career since day one. Starting as an analyst, I worked incredibly hard to learn, grow, and show that I was willing to work harder than anyone else. That’s been a central theme in my career— dedicating myself fully and relentlessly to everything I do.”

In 2011, Burger joined Wells Fargo during a pivotal moment when the firm was in a building phase. “I had the chance to help build our transportation public finance practice from the ground up,” she recalls, noting how much she enjoys collaborating with her clients and colleagues on meaningful projects.

Her unwavering tenacity and passion didn’t go unnoticed. Two years ago, she was named Co-Head of Public Finance. “It was a challenge and an opportunity,” she says. “Public finance needs more women leaders, and I felt I owed it to myself and others to step up. It’s been incredibly rewarding.”

In her leadership role, Burger, alongside her co-lead, has guided her team to remarkable success, achieving a top-five ranking as senior manager of negotiated issuance in the municipal market. “I’m incredibly proud of what we’ve built; it’s the result of the team’s hard work and dedication,” she says.

The Tangible Impact of Public Finance

One of the reasons Burger remains passionate about her work is its visible, lasting impact. “Public finance is about infrastructure—the roads we drive on, the hospitals we visit, the colleges we attend,” she explains. “It’s tangible. When we work on a project, we’re helping to build something, which isn’t always the case in every area of finance.”

From bridges in Pennsylvania to a new street lighting system in the District of Columbia, Burger finds inspiration in being part of something bigger than herself. “Infrastructure is vital—it shapes how people move, access clean water, and build their communities,” she says.

Hard Work, Empathy, and Embracing Change

Reflecting on her success, Burger credits a few core principles. “Be willing to put in a lot of hard work. When you put in the effort, people notice—your boss, your clients, your colleagues. It makes a difference,” she says.

Burger also points to being kind and empathetic as important in her career. “Sometimes women feel they can’t be empathetic because it might seem like a weakness. I think the opposite. Empathy is a strength. I came up the ranks, so I understand what it’s like to be a junior analyst or a woman trying to succeed in this business.”

In addition, Burger highlights being solution oriented. “It’s about being thoughtful in how I serve my clients and delivering the absolute best results. I care deeply about the people I work with, and that drives everything I do.”

While hard work, empathy, and being solution-oriented have been her guiding principles, Burger candidly admits that embracing change has not come as naturally—but it’s a skill she’s intentionally developed to grow and succeed.

“I’m not someone who loves change,” she confesses. “But one of the best pieces of advice I got—and now share—is to push yourself out of your comfort zone. Challenges can be scary because inevitably they involve change, but it leads to growth. It’s about taking calculated risks and being okay with change when you know it can lead to something better.”

The Player-Coach Approach

Throughout her career, Burger has refined her leadership style, finding that the player-coach approach aligns best with her strengths. “I’ve always loved working with clients—solving problems, delivering solutions. When I took on this role, I didn’t want to lose that connection,” she explains. “I still actively work with clients, and I think my team appreciates that I understand what it’s like to be in the trenches.”

She believes in leading by example. “It’s not about telling people what to do—it’s about showing them. I’ve worked under some great leaders who stayed close to the work, and I’ve tried to emulate that.”

In addition to being intentional about the kind of leader she wants to be, Burger also emphasizes the value of creating a positive team culture. “Nobody succeeds alone. I want my team to understand that being a good teammate is key to success—not just for themselves, but for everyone.”

Mentorship is a Responsibility

At Wells Fargo, Burger continues to look for opportunities to give back and support the next generation of leaders, whether through formal arrangements like the Women Go Far initiative or informally within her team. She sees mentorship as a responsibility, especially for women leaders.

“It’s important for women leaders to pay it forward—that’s how we ensure the next generation of women rises to leadership. Whether it’s mentoring junior professionals or collaborating with peers, sharing lessons learned and lifting each other up is essential to building a stronger, more inclusive future.”

Finding Balance

Outside of work, Burger has found ways to unwind and maintain perspective—something she acknowledges she didn’t prioritize earlier in her career. “One thing I’d probably tell my younger self is to do a better job at work-life balance,” she reflects. “I was very focused on work and succeeding, but it’s important to have that balance. It makes you better, more grounded, and centered.”

Yoga has been one of the ways she achieves that balance. “I’ve gotten into yoga over the last few years. It’s a great way to de-stress and spend an hour without a phone, just focusing on the moment.”

A lifelong sports fan, Burger spends her Sundays immersed in football. “People know not to bother me from 1:00 to 7:00,” she laughs. She’s also passionate about animals and finds fulfillment volunteering at a local shelter, giving back to a cause she’s always cared about.

By Jessica Robaire

February 24, 2025/by Aimee

Daniela Shapiro: Senior Managing Director, HASI

People, Voices of Experience

“I want to continue working on solutions that create a better future for generations to come,” says Daniela Shapiro. “That way, when I eventually hang up my boots, I’ll feel fulfilled knowing I helped move the ball forward.”

For Shapiro, every step of her journey has been about aligning her professional success with a broader mission to leave the world better than she found it. She shares how she aims to create a meaningful legacy through sustainable energy investing, empowering the next generation of leaders, and cultivating leadership growth that is rooted in awareness and purpose.

Powering a Purposeful Journey

Energy has defined Shapiro’s career and character. She initially approached energy in its most literal sense. “I went to college with the goal of working as an electrical engineer,” she recalls, “but I didn’t work a day in that field.” Her trajectory shifted when a professor, consulting for a private equity firm, offered her an internship. That pivotal opportunity introduced her to the world of energy finance, steering her away from the technical aspects of engineering and into the broader financial landscape of the energy sector.

The first decade of Shapiro’s career spanned private equity, a role with the Brazilian government during its energy market deregulation, and project financing at ABN-AMRO. While she started out working in oil and gas, she eventually pivoted toward renewable energy.

“I was nearly finished with my MBA at Northwestern University, which was part of an agreement I had with the bank to gain international experience, and I was expecting to return to Brazil. When they offered me the chance to be part of a newly created group focused on financing renewable energy, I jumped at it. That’s when I shifted my career fully to renewables and climate-related financing solutions.”

The 2009 financial crisis prompted another significant transition, leading Shapiro from banking to energy development. She held several executive roles, including most recently CFO of Guzman Energy. Over two decades of financing and developing energy projects, Shapiro cultivated a strong professional network that ultimately opened the door to her current position at HASI, a leading U.S. climate investment firm based in Annapolis, Maryland.

“Susan Nickey, who is our EVP and Chief Client Officer, has been an industry friend for almost twenty years, and also a mentor and advocate. When HASI was going through a planned leadership transition, I was thrilled that she put my name in the hat.”

Now, two years into her role as a Senior Managing Director, she is responsible for growing the company’s investments in distributed solar project market and expanding solutions for broader onsite and as-a-service offerings. Shapiro continues to thrive. Her blend of technical expertise, financial insight, and passion for sustainability positions her to tackle the complex challenges of clean energy, driving solutions that align with her values and vision for a more sustainable future.

Driven by Determination, Strengthened by Authentic Connections

Shapiro cites her determination and drive as key factors behind her success. “When I set my mind to something, I don’t stop until I achieve it. It may not be perfect or painless, but I don’t give up easily,” she says. This mindset has driven her to excel in demanding environments and to adapt to new challenges throughout her career.

However, Shapiro notes that sheer determination is not enough to keep moving up the ladder—equally important are the interpersonal skills and energy one brings to relationships.

“I’ve been fortunate to have people throughout my career who believed in me — cheering me on, offering advice and feedback, and making connections without me even asking. It’s incredible to have successful individuals in their own fields freely share their time and insights. For a long time, I questioned why I was lucky enough to receive that spontaneous support when others might not. But I’ve come to believe it’s about the energy you have within—the loyalty mentality that resonates with people and inspires them to invest in your success.”

Fostering authentic connections while building a professional network is another essential element of Shapiro’s success. She underscores the importance of quality over quantity and recalls how the 2009 banking crisis highlighted the power of having those genuine connections.

“People I didn’t expect to care went above and beyond to help, making introductions and offering referrals,” she says. “That experience showed me that people will be there for you if they believe in you and feel you will be there for them…it’s about knowing who your tribe is and having genuine relationships.”

Leadership Growth Through Adaptation and Coaching

As Shapiro’s career took her higher up the ladder of leadership, she found it increasingly important to evolve her leadership style, particularly as the landscape has changed since her early days in investment banking.

“Back then, the culture was hierarchal and purely bottom-line, with little emphasis on tailored motivation and individual circumstances,” she recalls. As she progressed, she recognized the importance of balancing her results-oriented mindset with softer skills.

“As I moved higher in my career, I recognized the value of awareness and empathy, understanding different perspectives, styles, and what motivates the current workforce as it’s different from when I was a young professional.”

Today, her leadership prioritizes open communication and constructive feedback. “I have been focused on rebalancing my ‘get things done’ upbringing with understanding how people receive and digest information, and how they can grow.”

Executive coaching has played a key role in refining Shapiro’s approach. “I worked with a coach for six months and it really helped me address blind spots and have the kinds of deeper conversations that catalyzed my growth.”

Coaching also taught her to embrace imperfection as part of the growth process. “As women, we often feel everything needs to be perfect before we act,” she observes. “But it’s about building momentum — get the first ball rolling and then the second and go from there. You have to embrace the process or risk giving up too soon.”

“I have a lot more work to do as a leader. And we should always feel there is plenty of work ahead of us. Progress is a happy day.”

Empowering the Next Generation

Shapiro’s career in renewable energy is driven by a profound sense of purpose.

“Once I entered this space, it became clear I wasn’t here by accident. It truly aligns with my values.” She continues, “I want to continue to work with solutions that create a better place for future generations.”

For Shapiro, collaboration and a shared sense of responsibility are key. “It’s about using my voice and building a network of collaboration that fosters the mentality of what we need to achieve. I will continue to lend my time, resources, and enthusiasm to others that are coming after, so that we keep moving the work forward.”

This focus on future impact naturally extends to her dedication to mentoring the next generation, especially empowering women in the workforce.

“I think an important legacy that we can all leave is to think about the younger generation—what they can learn from us and how we can be a helping hand to those that are just starting out.”

Shapiro acknowledges the unique challenges women face the higher they rise in leadership. “It requires sacrifices, and it’s not easy,” she notes, reflecting on her own struggles to balance work and motherhood. “There were times I felt like I wasn’t excelling in either role, but learning to silence those doubts was key to moving forward.”

By creating opportunities and fostering collaboration, Shapiro hopes to inspire a new generation of leaders who besides being highly competent in their fields, are also compassionate and committed to making a difference. “The earlier one understands the interplay of these skills, the earlier they will feel successful,” she says.

Living a Life of Meaningful Connections and Experiences

Outside of work, Shapiro’s life is centered on family and meaningful experiences. “I’m all about experiences, not things,” she says. She loves traveling, cooking, and exploring different cultures, using these activities to broaden her perspective and that of her children.

“Living in another country taught me to see the world through different lenses,” she says. “It’s not always about right or wrong but about acknowledging diverse viewpoints and finding common grounds.” This philosophy shapes how she raises her children. “We travel to show them that the privileged world we live in is just one piece of a much larger puzzle.”

These values don’t just shape her family life — they fuel her commitment to creating a better future. Whether it’s guiding her team or raising her children, Shapiro’s vision is clear: fostering excellence, empathy, collaboration, and a sense of responsibility to leave the world better for future generations.

By Jessica Robaire

February 3, 2025/by Aimee

Alexandra Wilson-Elizondo: Partner, Co-Chief Investment Officer of Multi-Asset Solutions (MAS), Goldman Sachs Asset Management

People, Voices of Experience

“I began my career as an individual investor. Now, I’m a manager of investors and of the processes that help enable us to invest at scale,” says Alexandra Wilson-Elizondo. “I’ve learned that if you’re going to be leading a very large platform, building infrastructure and frameworks is critical to the future success of the business.”

Wilson-Elizondo reflects on what makes her passionate about the financial industry, how she leveled up her leadership, and her commitment to growth for herself, her team, and the business.

From Adversity to Impact

Wilson-Elizondo’s professional journey is deeply intertwined with personal experiences that shaped her aspirations. Born into a family with roots in Argentina, Wilson-Elizondo learned early on how economic upheaval can have life-changing consequences.

“Growing up, I witnessed firsthand how when resources are not distributed appropriately, it can lead to really negative outcomes,” she recalls. “Seeing my family members’ savings go to zero overnight and not having access to funds—the trauma and impact that had on their lives — left an indelible impression on me.”

These early observations, coupled with her mother working in international trade finance, sparked Wilson-Elizondo’s drive to study economics in college.

“I wanted to get an understanding of how one can distribute resources in an economy for the benefit of multiple people and the broader society.”

However, the timing of her graduation from Haverford College — in 2008, during the global financial crisis — was less than ideal.

“I thought I’d graduate straight into a glorious job on Wall Street,” she admits with a laugh. Instead, Wilson-Elizondo’s first role involved answering calls from Spanish-speaking 401(k) participants seeking hardship withdrawals. “It was a challenging time, but it taught me invaluable lessons about saving, investing, and the real-life impact of economic downturns,” she says.

Wilson-Elizondo’s career steadily progressed. She honed her expertise in fixed-income markets and built a reputation for innovative investment strategies that benefitted both retail and institutional investors. Three years ago, she joined Goldman Sachs as Head of Funds and Models before rising to her current role as Co-Chief Investment Officer. Recently, she celebrated another milestone: becoming a partner at the firm.

Leveling Up

Wilson-Elizondo credits taking a long-term view and being resilient as the main attributes for success at work. She also advises professional women starting in their careers to have an entrepreneurial mindset.

“Build things, do not wait for people to assign things to you. Continue to constantly learn about what you’re interested in; being an expert is always a good thing, and it will help your career.”

She notes while sponsors are definitely in the mix and useful, it is also about being proactive in your career and not just waiting for someone to “pull you up” or for perfection to move ahead.

“Sometimes women can be focused on being perfect and not wanting to fail they don’t just go for it and see what can be learned in the attempt. It’s okay to not be perfect. As my mom likes to say, perfection is the enemy of good — you have to go for it.”

Networking Matters

For Wilson-Elizondo, networking is key as not only does it help build communities of support, but it can even lead to the next great opportunity, as it did for her in joining Goldman Sachs.

“This is a people business. I cannot impress enough the importance of having a network, but it’s not just about the quantity. The quality of the connections matter just as much.”

Wilson-Elizondo sees sponsors and mentors as an integral part of that network of support and emphasizes having a “personal board” to look to for guidance and opportunity.

“In each stage of my career I’ve heeded the advice to build my personal board. It’s thinking about who are the five or six people to go to for very critical decisions? Why are they on your board? Why do they keep a seat on your board, or do you rotate them? They can be a mix of mentors, sponsors, or just people whose opinions you trust.”

Supporting the Next Generation of Diverse Leaders

For Wilson-Elizondo, advancing in her career means more than personal success; it’s about paving the way for others. As a Latina in a leadership role at Goldman Sachs, not only in her day job but also across the firm’s Inclusion Networks, she prioritizes helping build a diverse pipeline of talent and guiding the next generation towards their goals. Wilson-Elizondo is proud to be a part of a partner class with the largest number of diverse promotes in firm history and seeks to help other diverse professionals across the firm navigate that path.

“Sometimes it’s about explaining what the criteria is,” she notes. “If people are working really hard but they’re not focused on the rubric they’re being evaluated against, you have this mismatch. As a mentor, I try to make sure people are setting goals, asking for consistent feedback and checking in with themselves to ensure that they understand what they need to focus on to grow and develop to the next level.”

As a strong advocate for visibility, Wilson-Elizondo emphasizes the importance of communication and presentation skills in professional settings. “Every micro-interaction matters. How you present yourself, how you deliver content, how you address your work product — it’s all part of the equation,” she says. She encourages others, especially those starting out in their careers, to take advantage of coaching and training opportunities to hone these skills.

Her own journey demonstrates the power of owning one’s unique perspective. “The best and most excellent teams are ones that accept different voices and aren’t echo chambers,” she asserts. “I continue to lean into having a different view, a different voice, because that ultimately leads to differentiated — and I believe better — outcomes.” For those who feel their perspectives are not valued, she offers candid advice: “If the team you’re on isn’t working, or they don’t see the value in what you bring, switch the team, change the option set.”

Guidance for Leadership

Wilson-Elizondo believes that effective leadership is about balancing vision with trust in your team. “You’ve got to manage down, not up. Set the vision and trust your team to deliver,” she advises.

She likens leadership to building a puzzle: “I’ll set the outline so my team has a clear vision on where we’re going and what we’re working towards, but I count on them to fill in the rest. As a leader, you can’t try to do everything yourself. You need to create exponential leverage by trusting your team.”

This trust, both in your team and in your own hard work and leadership, is especially critical in fast-paced industries. “Be confident and trust the work and analysis you’ve put into the decisions you’ve made.”

Committed to Growth

Wilson-Elizondo’s vision for the future is twofold: growing the assets she manages and mentoring the next generation of investment professionals. “One of the things that happened during COVID was that many places lost the apprenticeship model,” she explains. “People weren’t in the office watching trades get built or investment theses unfold. Rebuilding that has been a priority for me, and at Goldman Sachs more broadly where apprenticeship is embedded into our culture and how we develop talent at the firm.”

At the same time, she is deeply focused on her life outside of work, where raising three young children with her husband takes center stage. “My passions are my three kids and my husband right now,” she says. “We’re just inundated in baby and kids and fun stuff like that.”

While hobbies like reading and running take a back seat to a busy schedule and spending time with her family, Wilson-Elizondo embraces the reality of this season with humor and grace.

“If I tell you I have three kids, just made partner, and by the way, I have a million passions and interests, it’s misleading,” she admits. “This is life — these are the things I’m able to accomplish in a 24-hour day. Honesty is the best policy, but you can have both.”

Balancing the demands of leadership at work and home with an honest and forward-thinking perspective, Wilson-Elizondo is a leader committed to growth — professionally, personally, and for the next generation of investors that she’s dedicated to guiding.

By Jessica Robaire

January 6, 2025/by Aimee

Neha Singh: Head of Solution Development, PGIM

Movers and Shakers, People

“I love working in technology—it’s where problem-solving and innovation intersect,” says Neha Singh. “No matter your role or industry, technology is relevant, shaping how we work, communicate, and access information. It’s ingrained in every part of our lives, and that’s what draws me to this space.”

For Singh, the evolution to a career that is both intellectually challenging and fulfilling has been shaped by her passion for problem-solving and her family’s enduring values. Raised in Minnesota by immigrant parents, Singh credits her family’s resilience and work ethic for shaping her approach to life and leadership. “My parents immigrated from India and worked their whole lives to provide for us. They instilled in me that there’s always a solution to a problem if you work hard enough,” she shares. This ethos of tenacity and responsibility has guided her through pivotal career moments and into her leadership role today.

Technology as a Tool for Connection

Although she now is clear about her purpose and passion, Singh recalls that it took a few false starts to find her way to working in technology. “I graduated in economics without a real idea of what I wanted to do, but I eventually found technology consulting.” The consulting world introduced her to the intersection of technology and business strategy, a space she quickly fell in love with.

“I wasn’t tied to a specific industry. One week, I was analyzing crowd wait times at airports, and another, I was projecting traffic at homeless shelters. It showed me how technology could solve problems beyond just saving time on a report or automating a spreadsheet.”

However, the fast-paced nature of consulting came with challenges. “You’re on the road Monday through Thursday, constantly switching clients, and rarely seeing the long-term impact of your work,” she recalls. These experiences drove her to seek something deeper: a place where she could build relationships and understand the broader business context of her efforts. That search led her to PGIM where she joined as director of Data Strategy Project Management and Analytics.

Now, as PGIM’s Head of Solution Development, Singh is thrilled to have the opportunity to continue making an impact with technology. In Singh’s view, technology isn’t just about tools or processes—it’s about helping people.

“At PGIM, my team’s mandate is to deliver value, not just technology for technology’s sake. We need to comprehend the problem and define how to address it.”

She emphasizes the relevance of technology across all functions and the necessity of making those cross-functional connections to effectively meet their needs.

“We have the opportunity to work with different functions, from HR and Marketing to Sales and Portfolio Analytics, which provides a broader perspective on how business gets done and where opportunities exist for improvement. No matter where you sit, it’s important to connect with different people, areas, and functions to form those value-add relationships.”

Taking Risks and Leaning into Learning

One of Singh’s core beliefs is the importance of taking risks and embracing discomfort. Early in her career, she grappled with the pressure to specialize, but she soon recognized the value of diverse experiences. “It’s about trusting your gut and giving yourself the chance to grow in unfamiliar situations,” she explains. The variety of work in consulting gave her the perfect training ground for this mindset. “You might love one project and be miserable in the next, but it’s all part of building a diverse skill set.”

She emphasizes that this approach applies to every stage of a career. “It’s never too late to learn something new,” Singh states. Singh earned an Executive MBA at Columbia University in 2021 while working full-time at PGIM – a testament to this belief.

“I was already immersed in technology, but I realized my impact would be limited without understanding the business side.”

Singh’s experience in the program, which began just before the COVID-19 pandemic, was as challenging as it was rewarding. “I always reflect on how productive I was during that time. Humans adapt to what’s going on, and I think that phase of my life really demonstrated that.”

Leadership Rooted in Connection and Inclusion

Singh is a leader who deeply values connection and relationship-building.

“It’s all about people for me. I love collaborating with and helping people. I would be nowhere without my team, and leaders who take chances on me and give me new opportunities.”

For Singh, it is also about inclusion and creating spaces for those connections. Reflecting on her time as a consultant, she acknowledges the challenges of often being the only woman or person of color in the room.

“Now, I make it a priority to create an inclusive environment, where everyone feels comfortable. It’s about making people feel like they have a safe space to share and grow.”

This philosophy of inclusion and focusing on the growth and development of others shapes every aspect of her leadership style.

“I’m working on flexing my broader leadership muscles—creating spaces where others can learn without feeling micromanaged. It’s hard for me to step back because I love being hands-on, but I know it’s essential for the team’s growth.”

Acknowledging the impact of leaders who “took a chance” on her and gave her opportunities to learn and develop, Singh hopes to do the same for her team.

Redefining Impact

Throughout her career, Singh’s understanding of “making an impact” has evolved. Early on, she aspired to tackle grand, global challenges, like the ones she encountered during her work with a public health organization in South Africa. “I was working on issues like access to medicine in developing countries, and it gave me perspective on the broader array of problems in the world.”

However, she’s come to appreciate that impact doesn’t always have to be monumental.

“You can make an impact even if you are behind a desk,” she reflects. “Even small contributions, like cutting weeks out of a reporting process, can make a big difference. It’s about understanding the value of what you’re helping people achieve, even if it’s not a headline-grabbing problem.”

Singh points to fostering the next generation of leaders, particularly women, as a way she wants to continue to make a difference going forward.

“The more young people and young women we can help give opportunities and bring up with us is what I want to focus on.”

This philosophy also shapes her personal life. Inspired by her mother’s and sister’s examples, Singh has volunteered as an advocate for sexual assault victims at a city hospital. Though her efforts have taken a backseat since becoming a parent, she remains committed to finding ways to give back. “Helping women has always been a priority for me, and it’s something I want to continue doing in the future.”

Looking ahead, Singh remains focused on growth—for herself, her team, and the business. She also looks forward to spending time outside of work exploring all that New York City has to offer with her husband and two-year-old son.

By Jessica Robaire

December 16, 2024/by Aimee

Q: When you first made your career pivot from consulting, you started with fashion, so let’s begin there. Can you say more about the decision to lean into the external component of confidence?

Q: Can you tell us more about these six forces and how they come to form the inner critic?

Q: Now, on the flip side, tell us more about the eight strengths of gravitas, or eight superpowers, that you’ve been able to identify to diversify the understanding of confidence.

Q: Are your superpowers based only upon capacity or also enjoyment?

Q: Is it only about working with the strengths you naturally have or also about developing the other strengths?

Q: Are certain superpowers more important for advancing in leadership?

Q: In terms of systemic bias, talk about the gravitas scorecard against which women are being benchmarked.

Q: Let’s go more into your unique journey. What motivated you back when you were in consulting versus what motivates you now?

Q: You emphasize that “Confidence is a choice and a mindset before it becomes a behavior.” How does that compare with the notion that it’s taking action that creates the result of confidence?

Q: Sometimes, our confidence falters because we’re displaced. In your personal journey, you faced a crossroads where you stepped back from the work you’d done as a consultant and “connected the dots” about where life wanted to take you. What guidance can you offer to women who are there?

Evolving Through Curiosity and Change

Reframing Success and Failure

The Dual Impact of Leadership Coaching

Grounded by Growth

From Investment Banker to CFO

Natural Instincts, Sharpened with Coaching

Leading Beyond Your Expertise

Advice for Navigating Your Career

Where Purpose Meets Impact

A Passion for Sales in Travel Risk Management

Keys to Success: Positivity and Adaptability

Learning from the Best

Listening and Letting Go

Mentorship and Women in Leadership

Building for the Future

A Career Built on Versatility and Client-Centric Solutions

Navigating Client Relationships Requires EQ

The Power of Feedback and Continuous Development

Building and Leveraging Internal Networks

Know What Sustains You

From Associate to Partner

A Foundation of Education and Determination

An Empathetic Approach

Mentorship Advice

Finding Strength in Uniqueness Through Executive Coaching

Committed to Education and Financial Independence for Women

The Tangible Impact of Public Finance

Hard Work, Empathy, and Embracing Change

The Player-Coach Approach

Mentorship is a Responsibility

Finding Balance

Powering a Purposeful Journey

Driven by Determination, Strengthened by Authentic Connections

Leadership Growth Through Adaptation and Coaching

Empowering the Next Generation

Living a Life of Meaningful Connections and Experiences

From Adversity to Impact

Leveling Up

Networking Matters

Supporting the Next Generation of Diverse Leaders

Guidance for Leadership

Committed to Growth

Technology as a Tool for Connection

Taking Risks and Leaning into Learning

Leadership Rooted in Connection and Inclusion

Redefining Impact

The Glass Hammer

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