Neha Singh“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

Heather Garland“It’s important to embrace change and demonstrate adaptability as you grow in your career,” says Heather Garland. “This helped me develop a well-rounded, transferable skill set.”

Garland shares how a growth mindset, being flexible, and viewing challenges as stepping stones can help build the skills and experience for a successful career. Her passion for nurturing her team’s development mirrors her dedication to driving business success, believing that both are not mutually exclusive.

Pursuing opportunities for growth

Garland’s career has been one of continuous growth and reinvention. In college, Garland majored in psychology and wasn’t sure what career path she wanted to pursue. While finishing her degree at night, she took a sales assistant role at AXA and was eventually recruited to join PGIM, where she has now spent more than 25 years building a successful career. Though she didn’t know much about financial services at the time, Garland saw her first role at PGIM as an intriguing challenge.

Dedicated to advancing her career and learning the industry, Garland seized every opportunity through lateral moves, stretch assignments, and professional designations, like the FINRA Series 7 and CIMA certifications.

“There were times I pursued growth opportunities, and other times I was tapped on the shoulder to lead different areas as part of a strategy shift,” she says.

One of those pivotal moments came twelve years ago when Garland transitioned into Marketing, leading marketing communications, product marketing and more recently, client marketing. These experiences became the foundation that launched her into her newly appointed role as Global Chief Marketing Officer, where she leads a team that is shaping the future of PGIM Investments’ marketing strategy.

“There are a number of initiatives and pilot programs underway that ultimately will help drive business growth and enable us to deliver better experiences for our clients,” she says.

Fostering the development of others

For Garland, few things are more rewarding than guiding others as they advance in their careers.  She explains, “One of the most fulfilling aspects of my role is helping high performers grow and pursue their goals. I’ve had a number of team members who have moved on to other roles within PGIM or externally. I feel like a proud parent when I see someone take that next step in their career.”

Not only does Garland invest in the growth of her team members, but she is committed to supporting up-and-coming women across PGIM, as she recognizes what a difference it made for her own career.

“I was part of the first pilot program in PGIM Investments, in which I was paired with a mentor outside of my direct team. That experience opened doors for me, eventually leading to my current role.”

Taking leadership to the next level with an executive coach

Beyond the support of mentors and managers in her organization, Garland credits working with a leadership coach as instrumental in shaping her career development. She points to the accountability of meeting with a coach on a regular basis and working on specific goals as beneficial.

“With my coach, I developed a roadmap to focus on building strategic, one-on-one relationships with senior decision-makers in the organization – people I often needed to gain support from or collaborate with. One of the most valuable relationships I’ve built through that process is with our head of sales – a connection who was open and happy to meet with me as part of the growth plan I initiated.”

Another aspect of the coaching experience that Garland finds impactful is receiving input from her peers and leaders as part of a 360-feedback report, giving her the opportunity to reflect on her strengths and potential areas of growth from a multitude of perspectives. This feedback enabled her to create a plan around what to start – and stop doing – to focus on what matters most in her role.

She reflects, “I was also able to look at my functional area differently and recommend a new organizational structure that better aligned with where our business was headed.”

Lessons learned

After 25 years at PGIM, Garland understands that becoming an effective leader requires both time and experience to develop the necessary skills and confidence. She highlights the importance of focusing on progress rather than striving for perfection.

Another key element for career success that Garland emphasizes is self-advocacy. “Whether it’s being considered for a stretch project, a promotion, or a raise – don’t be afraid to ask for what you want. The worst response you’re going to get is ‘No,’ and even that gives you the opportunity to start a dialogue.”

“I used to have the mindset that if I kept my head down and worked hard, I’d be recognized for that and promoted in time. But, in reality, it doesn’t always work out that way. It wasn’t until I started becoming more intentional and vocal about my career goals that those opportunities finally started to come.”

Leaving time for adventure

Outside of work, Garland enjoys spending time with her family and exploring new places with her husband and two kids, both near and far – they took a recent trip to Nicaragua. She also finds joy experimenting in her kitchen – when she has time – and reading, preferably on a beach.

“I don’t think there’s such a thing as work-life balance. I view it more like a seesaw,” Garland says. “There are times where you may need to focus more on work, and times where you need to focus more on your personal life. As leaders, it’s important to understand that for our team members as well.”

By Jessica Robaire

Kelly Odenheimer“For me, it’s all about the connections,” says Kelly Odenheimer. “Whether it’s connecting with customers, employees, or colleagues, helping people and building those relationships are what drive me.”

Odenheimer is a leader who believes that true success and fulfillment come from more than just professional milestones. She shares how cultivating deep connections, embracing difficult conversations with confidence, and offering genuine support are the cornerstones of her approach to making a meaningful impact in both her career and personal life.

Driven by Connection

With a thirty-year tenure at ETS, Odenheimer emphasizes the importance of finding meaningful connections in her work as the key to a successful and fulfilling career. From her beginnings as a temp reconciling bubble answer sheets to working in executive communications, marketing and sales, Odenheimer consistently sought to understand how her role contributed to helping others. Now as the head of ETS’ global customer care team, she continues to prioritize the impact of her work, striving to ensure that every interaction adds value and supports the success of both her team and the customers they serve.

“In my current role, I work with organizations in the US and India, fostering global connections with people who are all working towards the same goal. My focus is on aligning teams, getting everyone on the same page, and motivating them to achieve our shared objectives.”

Odenheimer highlights kindness and a willingness to listen as integral to building those connections.

“Sometimes we forget as we climb the corporate ladder the importance of listening. While we may feel compelled to speak up in meetings to maintain our presence or appear to provide value, there is so much more benefit in listening.”

A leader who prioritizes listening and seeks to offer help first not only builds strong relationships but also fosters a shared sense of unity and collaboration.

“I always say, ‘I can’t do it all, but I can give it my all.’ That’s why it’s crucial for me to engage the right people and build relationships rooted in kindness and authenticity, so they feel inspired to give it their all too.”

Global Leadership is About Transparency and Trust

As a leader in a global role, Odenheimer emphasizes building a foundation of mutual respect, transparency, and trust, to collaborate across cultures and time zones. In working with her team in India and managing the nine and a half-hour time difference, Odenheimer notes, “I start early so they don’t have to stay late.” She also points to the importance of making the effort to travel and meet the team in person.

“You cannot operate as a global leader if you’ve never been to the places where the people you have supporting you live and work. You will never make the connection you need to make that will allow everyone to be successful.”

Odenheimer notes that traveling to meet global teams in person also gives her the opportunity to understand the cultural differences in what motivates a team in India versus a team in the US.

“I can’t expect to fully understand what motivates people in Hyderabad or Kolkata while sitting in New Jersey. I need to follow their lead and trust their insights, just as they trust me. And I genuinely enjoy it—now, when I visit, we hold rewards and recognition ceremonies, which are deeply valued in their culture.”

Knowing how much recognition is culturally meaningful to the team in India, Odenheimer makes a monthly habit of sending thank you emails to people identified as going above and beyond. She shares how this seemingly small gesture can have a profound impact, as she’s been greeted with hugs from team members there, expressing heartfelt gratitude for a simple note she sent months earlier.

Mentorship with Perspective

For Odenheimer, mentorship is another element of leadership that aligns with her deep commitment to building relationships and empowering others. As a mentor of staff in ETS’s mentorship program, Odenheimer finds that mentorship goes beyond just offering advice; it’s about forging genuine connections and understanding the unique perspectives of those she mentors.

“Mentorship isn’t a one-size-fits-all activity,” she explains. “Each person brings their own strengths and weaknesses, and my role is to help them recognize these qualities, understand their implications, and consider alternative approaches without compromising their authenticity.”

Odenheimer is also involved in diversity, equity, and inclusion programs and is a co-executive sponsor of the LGBTQ+ group, which is important to her as the mother of a transgender child. Outside of work, she volunteered to coach her (at the time) daughter’s lacrosse team when she realized that there were no female lacrosse coaches for this team on the sidelines. As she recalls, “it was so important for me that those girls saw a woman step up and do something that only a man had done before and for my child to feel supported.” In all these experiences she has seen firsthand how providing a listening ear, being present, and showing up to offer support can make a meaningful difference.

“The essence of mentorship is putting yourself in someone else’s shoes—truly seeing the world from their perspective—so you can guide them more effectively. Whether in a professional setting or coaching a lacrosse team, it’s never about you; it’s about helping others navigate their paths by understanding where they are coming from.”

The Hard Conversations are Worth it

In addition to her passion for fostering connections, Odenheimer believes effective leadership involves embracing the hard conversations and confidently using one’s voice to drive change. Odenheimer reflects on how these values were ingrained in her from an early age; as the eldest of three siblings, she often found herself in the position of initiating difficult discussions.

“I was always the one who had to have the hard conversations,” she recalls. “It taught me very early on the importance of being authentic and transparent in order to see positive change.”

This early experience shaped her approach as a leader, where she emphasizes the necessity of having tough conversations in the boardroom.

“If we grow up shying away from hard conversations, it’s hard to suddenly start having them,” she notes. “But if you’re able to practice it your whole life, it makes it a little easier to walk into those rooms with a confident voice.”

For Odenheimer, using her voice has been key to her personal and professional growth. “Finding my voice to ask for more for myself—whether it’s more responsibility, a different title, or more opportunity—has been crucial. I took ownership of the path I went on, and I did that with my actions and my voice.” She believes that this is how people find true success, not just by climbing the corporate ladder, but by achieving satisfaction in life.

“The most pivotal moments,” she reflects, “are probably when I realized my voice could be heard. You keep speaking and someone will listen.”

Balancing Family and Personal Fulfillment

Odenheimer’s dedication to building connections and offering support is just as evident in her personal life as it is in her professional one. She shares, “supporting and experiencing things with my kids is what I value most. Whether it’s the journey I’ve gone on with my oldest and him finding his true self to helping my younger son figure out what college he wants to go to, supporting and being with my family has always been extremely important to me.”

As both her children played competitive travel lacrosse, Odenheimer spent every weekend throughout the summer traveling to games and cheering from the sidelines. Now that she is facing an empty nest with her youngest on his way to college, she is beginning to explore what else she might find fulfilling, including learning how to crochet.

“I am thrilled to find out what brings me peace, joy, and excitement in this next part of my journey.”

By Jessica Robaire

Rachel Goldin Jinich“Run towards the fire.  Go to where there is growth and where you can make an impact,” says Rachel Goldin Jinich.  “To me that’s always the recipe for success.”

Jinich exemplifies the drive to seize opportunities and master her craft amidst challenges. She reflects on how her authentic leadership style, commitment to growth, and dedication to supporting diverse talent and fostering a collaborative culture have defined her career.

Running Towards the Fire

From the beginning of her career, Jinich ran towards opportunity.  Pivoting from an undergraduate degree in political science and Spanish literature, Jinich studied finance in graduate school, finding a passion for commercial real estate.  Jumping at the chance to get experience on the lending side of real estate, Jinich joined the Wells Fargo commercial real estate team in 2006 in Boston, where only two years later she quickly learned how to weather a volatile market in the wake of the 2008 financial crisis.  Reaching out to her mentor and asking to join a new group dedicated to handling distressed debt workouts, Jinich gained valuable experience and established long-lasting connections throughout the firm.

“There is no better time than during a crisis to truly master your craft and discover what you still need to learn. I had the privilege of working with incredibly talented individuals, many of whom are still with Wells Fargo today and with whom I continue to collaborate frequently.”

Always looking for growth opportunities and embracing challenges, Jinich continued to broaden her skillset in commercial real estate, working across various groups including Real Estate Merchant Banking, Special Situations, Hospitality Finance, and Specialty Capital, where she started a specialized lending group for data centers.  Her breadth of experience and proven track record positioned Jinich to seamlessly assume the leadership role of her predecessor, becoming the head of Specialty Real Estate Finance (SREF) last year, with responsibility overseeing lodging and leisure, data centers, healthcare real estate, and manufactured housing.

“I am thrilled to lead this talented team focused on some of the most exciting sectors across real estate.”

Leading with a Growth Mindset

Jinich’s approach to seeking growth opportunities not only propels her career advancement, but also defines her leadership style.  She notes that being open to learning from others and drawing on their expertise is an important element of how she shows up as a leader.

“It’s having a healthy dose of humility and a growth mindset in order to learn from the people around you.  Put your ego aside, be a willing student and ask questions.”

Jinich also emphasizes authenticity as key to effective leadership, particularly as it engenders trust and respect from the team.

“Being candid resonates with people because they know whatever it is, they can trust that you will be transparent and direct.”

Jinich appreciates the authentic leadership style of her own manager, Kara McShane, head of Commercial Real Estate, and hopes to emulate that with her team.

“I believe people will respond positively to you if they see that you genuinely care about them, are invested in their success, and the team’s success.”

Finding Support in the Wells Fargo Culture

Jinich attributes Wells Fargo’s culture as a big contributor to her ability to lead authentically, including feeling comfortable sharing when she does not have all the answers.  She finds the thread of being humble and willing to ask clarifying questions woven throughout the organization’s leadership.

“What I truly appreciate about our culture is that even our most senior leaders can participate in calls and ask fundamental questions about the deal, the client, or the underwriting process without hesitation.”

She continues, “When I look at people who I respect and admire and see their ability to admit they don’t have the answers, and to learn and draw on the experience of others – that is the secret sauce.”

Jinich also highlights the emphasis on a team mentality as a particularly supportive aspect of the Wells Fargo culture.

“People understand that you win together.  When someone new joins, people invest the time in educating and helping them because in the end we are all just trying to get the best outcomes for our clients while supporting the team.”

As a leader, Jinich hopes to continue facilitating an atmosphere of collaboration, as she feels it is a unique and important element of Wells Fargo’s culture.

Creating a Team Culture that Elevates

Jinich is thoughtful about the culture she wants to create for her team, and how she aims to model that in her leadership style.  As a leader in a business that traditionally has fewer women in leadership roles, she is dedicated to supporting diverse talent.

“I’ve had a lot of support throughout my career to continue to advance and I want to make sure that everyone in my organization feels like they have a shot to get the big job, to win the big deal, and to be successful. Representation matters and Wells has incredible women in leadership positions and in the talent pipeline”

She continues, “I want to make sure that there are many women behind me who have that same opportunity and that we’re creating career paths.”

For Jinich, elevating others involves providing the constructive feedback they need to improve and advance emphasizing, “it’s making sure that same level of feedback is available to all of our employees.”  She aims to foster a culture that encourages ongoing dialogue by addressing actionable feedback promptly rather than waiting for mid-year reviews.

“Although it can at times be uncomfortable, people are receptive and crave that input. I want that feedback, too. I don’t expect it to be a one-way communication.  I want to create a culture where people feel comfortable speaking up.”

Setting Boundaries for Success

Navigating a fulfilling career and motherhood, Jinich understands that balancing time and energy between one’s personal and professional life is challenging.  She acknowledges, “sometimes it’s going well and you feel like you’re nailing it on every level and then there are days where you feel like you’re failing at everything.”  She continues, “I’ve had to learn to say no to things that aren’t important in my personal and professional life, so I can say yes to what truly matters.”

As a leader, she aims to create a culture that emphasizes setting boundaries, encouraging her team to take the time they need or ask for resources to avoid burnout.  She wants to be sure that balance is available, promoted, and supported for everybody.

Jinich finds balance outside of work by embracing the outdoors, whether she’s cycling with her kids or volunteering on the board of a nonprofit summer camp. She believes that being in nature and staying active are essential for self-care, enabling her to better support others.

“Whether it’s your son’s baseball game or a Pilates class, wherever you are in life, and whatever you have going on at home, setting boundaries is important.  It’s the key to a sustainable career.”

By Jessica Robaire

Danielle Navarro“You can always grow and keep learning, no matter where you are in your career,” says Danielle Navarro. “Whether you’re an intern or the head of a trading desk, there’s always an opportunity to broaden your knowledge.”

Embodying a growth mindset, Navarro reflects on how she finds opportunity in challenges, pushes herself to step out of her comfort zone and looks for ways to learn from and support others.

Turning challenges into opportunities

Navarro’s ability to turn obstacles into advantages was evident early in her career. Despite graduating college during the financial crisis of 2008, Navarro adapted to the challenging job market and prioritized staying near her family by remaining flexible and open to the types of roles she was interested in, but she wanted to ensure the role she took highlighted her math and economics background, leading her to accept a role at PGIM in the Data Integrity Group. This gave her the opportunity to learn more about fixed income.

Always eager to build her skills, Navarro later enrolled in the Chartered Financial Analyst (CFA) program and pursued a master’s degree in statistics at Columbia University, dedicating nights and weekends to enhancing her skills and knowledge. She also explored other paths at PGIM, volunteering for projects that allowed her to work cross-functionally.

“Thanks to a great manager who was open to hearing what I was interested in, I gained exposure to various roles within the firm, which helped me discover my passion and identify what truly suited me.”

Finding excitement in the dynamic nature of the investment side of the business, Navarro moved into corporate credit, ultimately advancing into her current role at PGIM as a portfolio manager on the investment grade corporate desk. No two days are alike, she says, which keeps her energized and ensures her analytical and problem-solving skills remain sharp while finding the best solutions for clients.

Staying curious

Beyond turning obstacles – like starting a job during the financial crisis, being a female in a male-dominated field and juggling four maternity leaves – into opportunities, Navarro cites curiosity and her openness to learning from others as keys to her career development.

“My commitment to hard work helped me connect with key mentors. My drive and curiosity made me stand out, so when opportunities arose, I was considered because of my active involvement and genuine enthusiasm.”

She highlights PGIM’s collaborative culture as ideal for building connections and learning from seasoned colleagues who understand what it takes to succeed.

“Successful people often excel in their careers because they genuinely love their work. It’s important to ask questions to learn from their experiences and understand their long-term success. At PGIM, you can seek advice from anyone, regardless of their level or asset class, and gain significant insights.”

Embracing discomfort to grow

Another one of Navarro’s guiding principles is her commitment to learning and broadening her skillset.

“There is always room for growth. Make it a habit to read newspapers, watch various news outlets and seek out diverse opinions and perspectives. Not only will you expand your knowledge, but you will also better understand and navigate different situations and draw informed conclusions.”

Growth can also come from pushing outside one’s comfort zone and helping others push beyond theirs. Navarro says she is naturally introverted, but thanks to mentors and managers who helped draw her out of her shell and asked her opinion in meetings, she gained confidence. Recently, she pushed her limits by speaking at a conference in front of one hundred people.

Reflecting on her decision to speak, she says, “In situations where you feel out of your comfort zone, reminding yourself that you possess the knowledge and capabilities can often benefit you in the long run.”

Being a woman in a male-dominated industry

Navarro recognizes the challenge of being a woman in a male-dominated field. Being the only woman in the room was awkward at first, but she quickly realized that she could use it to her advantage. “When you’re in a meeting, and you’re the only one that looks different, people remember what you say.”

Navarro identifies connecting with other women on the trading floor as valuable in navigating a male-dominated environment. She looks to support women in their journey, so they don’t feel like they’re alone, particularly in figuring out how to manage the momentum of the investment side when starting a family.

“I make it a point to reach out to women who are not only working to grow their careers, but their families as well, reassuring them that they can do both.” She continues, “This life change doesn’t diminish their professional abilities; it’s simply an addition to their lives. Having four children myself, I can share my experiences and offer support from a place of understanding.”

As the investment side is characterized by frequent change and a sense of urgency to talk to people in the market daily, Navarro is realistic that it takes time to come back from maternity leave and make those connections again. However, the short-term nature of the business also has its advantages, she notes. “After a couple weeks of daily interactions, they’re going to forget that you were ever gone – it’s easier to reintegrate than you think.”

Inspired and inspiring

For Navarro, family is paramount, and her career drive stems not only from her desire to show her children that a woman can achieve anything, but also from the inspiration she finds from her father’s career journey. Coming from humble beginnings and putting both Navarro and her twin sister through college, Navarro’s father demonstrated that education, perseverance and hard work can change your trajectory.

“He will always inspire me. Whenever I need a boost, I reflect on how he accomplished his goals through sheer determination and hard work. His success is a testament that if you believe you can – you will.”

As a mother of four, Navarro hopes to similarly inspire her children. Thanks to PGIM’s hybrid work policy, Navarro’s children get to see firsthand how she manages a fulfilling career and family life. As both Navarro and her husband work for PGIM in similar capacities, she emphasizes, “I hope that they see that both men and women can achieve the same successes, working equally hard.”

Navarro draws lessons from the successes of others and her own missteps, consistently striving to evolve and develop.

Both in investing and her personal life, Navarro emphasizes, “All these rough patches that you enter are temporary.” She continues, “Rely on your strengths and remind yourself that you have the capability to figure this out. You’ve successfully navigated similar challenges before. Focus on what is most beneficial moving ahead.”

By Jessica Robaire

Anar Patel“You’re the marketing team behind your own personal brand, and sometimes, that means creating opportunities for yourself that didn’t exist before,” says Anar Patel.

Patel exudes a strong sense of purpose, confidently pursuing her aspirations to be a strong female leader that empowers other women to seize opportunities for professional growth. Since joining PGIM a decade ago, her proactive approach and clear communication of her interests have fueled her advancement. Reflecting on her journey, she credits her self-advocacy and growth mindset for her “organic transition” from one role to the next.

“In every role, I continued to stay focused, do great work, think about what my next move was and communicate the career trajectory that I wanted. You have to advocate for yourself. You’re the marketing team behind your own personal brand, and sometimes, that means creating opportunities for yourself that didn’t exist before.”

Now, as a director in Portfolio Construction, Patel is excited to continue building on her investment experience in managing multi-asset and model portfolios. She speaks to why she is passionate about working in finance, lessons learned from pivotal moments and what she values in leadership.

The Impact of Financial Planning

Patel credits her father for her tenacity and passion for working in the financial industry. Shortly after her parents immigrated to the U.S., her older brother was diagnosed with a severe form of epilepsy, and her father had to pivot from studying for his master’s in chemistry to focusing on caring for his family. He found a way to provide for his family while also making sure to put something aside as an investment for the future.

“The most tangible thing I learned from my father outside of sacrificing and working hard was the importance of saving and investing and how life changing it can be. Thoughtful financial planning provided him with the means necessary to take control of his future.”

Watching her father diligently invest so he could achieve his goals of financial security inspired Patel to provide those opportunities for others. She is enthusiastic about the potential of technology and other tools that make investing more accessible.

“With today’s technological advancements and the increase in availability of different investment vehicles, I think it’s important to democratize investing – to make sure everyone has the information and ability to financially plan for the future. Accessibility and knowledge are empowering more and more people to take control of their financial futures like he did. People can get access to top investment managers, like PGIM, in ways that they couldn’t before.”

2020 – A Pivotal Year

Patel went through her own pivotal moment of personal and professional growth at the onset of Covid in 2020, experiencing the loss of her grandmother, while transitioning into a new role at work, taking a full load of courses in her executive MBA program and planning her wedding.

She reflects, “It was a lot of balancing, and I came out of the experience with a newfound confidence. I learned the depth of my own resilience, adaptability and tenacity, as I had to adjust with all these changes and roll with the punches.”

This tumultuous period also gave her perspective on where she wanted to devote her energy.

“I began to prioritize what was important to me versus what I thought was expected of me. When I started to do that, it freed up a lot of space to focus on my goals and the things that were making me happy.”

Patel admits she is someone who strives for perfection and likes to be in control. However, her experiences in 2020 made her realize that she needed to relinquish some control and share the mental load she was carrying while juggling work and other priorities. That meant working out new routines and responsibilities at home with her fiancée.

“I think we’re seeing a lot of momentum and progress on this already, with society stepping away from traditional gender norms in the household and both partners contributing in a more balanced way. It improves the trajectory for women to assume leadership roles when there’s equality in both the workplace and the household.”

Value of Network Building

Patel’s growing confidence enabled her to create opportunities for herself, not just by being vocal about her aspirations, but also by continuing to build her network. She emphasizes the importance of being proactive and getting out there.

“I sign up for everything – lunch and learns, volunteer events, networking circles. It helps to meet different people – some of whom you might not have the opportunity to meet or interact with given your role.” Patel notes that being connected to a variety of people is a value-add, particularly in getting comfortable walking into different spaces.

During her Executive MBA program at Columbia, Patel enjoyed the opportunity to extend that network beyond her workplace – meeting people from all different industries and walks of life. The program also provided a space to explore ideas and practice presenting them, bolstering her confidence outside the classroom.

“When you feel psychologically safe in an environment, you’re empowered and comfortable testing new ideas, bouncing them off your colleagues, making it easier to scale them for different situations and audiences… You don’t feel as nervous raising your hand.”

The Leader She Aspires to Become

It is hard to envision Patel being nervous, radiating the confidence and self-awareness that people seek in potential leaders. Unsurprisingly, she is clear about what she values in a leader and the type of leader she aims to become. She says emotional intelligence, effective communication and investing in team growth help lay the foundation for a strong leader.

In terms of emotional intelligence, Patel explains, “It’s about understanding how different people work, what motivates them and leveraging their strengths to drive progress.”

Communication is key to understanding people, particularly in creating positive interactions where they feel heard and engaged. “When you know how people prefer to receive information, it really moves things forward. Communicating in ways that resonate with your colleagues and stakeholders can help build and strengthen relationships,” Patel says.

Patel credits part of her professional growth to leaders who were invested in her development. She hopes to be the kind of leader that advocates for others’ growth, recognizing that creating a strong culture of learning that is full of advancement opportunities can motivate employees to bring their best selves to work – and positively impact the company and its bottom line.

She also strives to be the type of leader who makes a positive impact through Diversity, Equity and Inclusion (DEI) initiatives, recently leading the rollout of PGIM’s Inclusive Leadership training to PGIM Investments. Although she believes the industry has made a lot of progress in DEI, she emphasizes the need to keep powering forward.

“It goes beyond getting different voices into a room. Now, it’s about amplifying them and ensuring they’re heard. This may mean waiting for others to speak first or encouraging those more introverted to voice their opinions, since everyone has valuable ideas to contribute to the discussion.”

Pursuing Her Bucket List

As invested in her personal growth as she is in her professional growth, Patel recently made her first solo trip abroad to Malaga, Spain.

“It was on my bucket list to travel by myself, something I really wanted to experience. During the past few years, I realized my strength, resiliency and everything I am capable of, which gave me the courage to book my ticket.”

Patel also enjoys traveling with her husband, most recently going on a safari in South Africa earlier this year. Additionally, she loves to read, host game nights and play with her chocolate Labrador, Bailey.

By Jessica Robaire

Rachel Lockett“It might seem tough at first, but I’ve come to learn that you have to relax and enjoy the ride. No journey is linear where you must pass A and B, to reach C, or else you’re lost. That’s just not how it works,” says Rachel Lockett.

Lockett shares her thoughts on embracing a career pivot, building leadership skills through diverse experiences, prioritizing team development, and the importance of finding meaning in her work.

Pivoting from the Public to the Private Sector

Lockett’s path into marketing in the beauty industry took an unconventional route, beginning with a career in international relations. Working on the Mexico desk at the State Department while getting a graduate degree, she found herself intrigued by the macro subject matter and sense of altruism behind the work, but ultimately craved a faster pace and more control. This led her to pivot into the private sector, earning an MBA in marketing and finance and joining Johnson & Johnson’s international rotation program before landing a role at L’Oréal in New York.

She reflects, “I was interviewing at the UN while I was interviewing at L’Oréal, but the next phase for the UN was sitting for an exam. When L’Oreal offered me the job, I had to choose. I remember there being a lot of pressure to make a ‘right choice,’ feeling the weight of a decision that might be irreversible.”

Lockett recognizes that even though she felt the heaviness of the decision at the time, she is pleased with the way things turned out, particularly as she never even initially saw herself in the beauty space.

“Initially, I didn’t see myself as a ‘beauty girl,’ but my perception has changed over time. I’ve really grown to adore it. Throughout my career, I’ve delved into various roles in trade marketing, brand marketing, and consumer engagement, all within the beauty vertical. I’ve come to realize that I am, in fact, a ‘beauty girl’ and I proudly embrace this identity.”

Empowering Women to Express their Unique Individuality and Beauty

Lockett finds her marketing career in the beauty industry to be as dynamic as she anticipated, constantly offering new challenges and opportunities that energize her.

“The platforms, retailers and landscape of competitors are always changing…there is also the opportunity to work cross-functionally with retailers, media partners, and event activation vendors, making it both diverse and exciting.”

Her enthusiasm for the work shows through in what she has been able to accomplish, with her team winning an Ogilvy award and two Glossy awards for different brand campaigns. These achievements also reflect her commitment to finding innovative ideas to break through and “introduce MAC to a younger Gen Z consumer.” She continues, “a lot of these efforts have been specifically targeted around those goals and have successfully moved the needle in increasing our awareness among younger multi-ethnic consumers.”

Lockett’s aim for MAC is to continue to promote and expand diverse representations of beauty, whether it be body type, skin color and texture, sexual orientation, or gender, through thoughtful decisions around casting, who they feature on their story wall, influencers they work with, and people they feature on their social handles.

“All of those representations are really powerful, and they make a huge impact on how people see themselves and experience the brand’s transformative effect.” She continues, “it’s about encouraging self-expression and experimentation and affirming that everyone is beautiful in their own way.”

Becoming a Well-Rounded Leader who Uses Her Voice

Lockett emphasizes the dual importance of creativity and operational savvy in marketing leadership. While innovative ideas are significant, effective leadership also hinges on adeptly navigating organizational processes, securing resources, and assembling the right team. She advocates for cultivating leadership skills through diverse experiences rather than solely focusing on moving up the ladder.

“Success stems from a breadth of experiences. The broader your understanding and hands-on involvement across domains, the better equipped you will be to thrive in senior roles. Focusing on the richness and depth of experience versus the speed to get there will pay off in the long-term.”

As Lockett builds on her varied experiences to advance her career, she is committed to using her voice and point of view in how she shows up as a leader, particularly as a woman of color. Even though she finds the beauty industry to generally have more women in leadership roles, she notes that there are noticeably more men in the higher ranks of beauty.

She advocates, “As you move up, it’s important to bring your voice and your experience. Remember to speak up, because you bring a unique perspective and a richness to the conversation or strategy discussion that’s not always represented.”

Valuing the Development and Growth of Her Team

Building relationships and sustaining connections is another key element of Lockett’s leadership style, particularly when it comes to managing a team.

“As your team grows and as your profile becomes more visible cross-functionally, simple gestures like walking around the office, asking about people’s weekends, and fostering personal connections can make a big difference in their engagement and commitment because they know you genuinely care.”

Creating engaged and high-performing teams by letting everyone in on the “why” can also go a long way in making people feel included and that they are an important contributing team member.

“As you progress into senior leadership roles, you may gain insight into the ‘why’ of certain strategies, yet this information may not always trickle down to every team. Pausing to communicate the overarching vision to the broader group and explaining the reasons behind our collective efforts fosters camaraderie, understanding, and an investment from the entire team.”

Beyond engaging her team in the vision, Lockett fosters a strong team dynamic in being accessible and open to hearing feedback, demonstrating that the team has a voice and can influence change. She also looks for opportunities for the team to bond outside the office, whether it be a graffiti class or mini golf, so that the team can get to know one another in a more relaxed atmosphere, as she notes, “it can go a long way when down the line they might be in a challenging conversation or have to work long hours getting ready for a big launch.”

Coaching Helps Connect the Dots

Lockett’s insightful reflections on her development as a leader are testament to the value of executive coaching, a recent experience for her.

“Having external perspective has helped me connect the dots between my experiences and approach to things by having someone externally mirror it back to me. Also, through targeted resources and exercises, I’ve gleaned more insights into how other people learn and how I may need to adapt and present information to effectively communicate and engage with others.”

Lockett notes that the benefit of having someone outside the organization facilitate that reflective process is that it helps reveal potential limiting beliefs or behaviors that may not be beneficial, opening new possibilities for how to approach an issue.

“I’ve seen the impact of leadership coaching reflected in my ability to dedicate more time with my team, listen to their perspectives and advocate for what they need in a way that I may not have in the past.”

Making an Impact with the Relaunch of VIVA GLAM

Lockett is an inspirational leader who not only hopes to make an impact with her team, but also on a macro level through the relaunching of the MAC VIVA GLAM campaign. The charitable arm of MAC, VIVA GLAM has given over half a billion dollars globally to support organizations in their mission to create healthy futures and equal rights for all. Now thirty years after its founding, MAC VIVA GLAM has an expanded mission with new pillars including sexual equality, racial equality, gender equality and sustainability that all markets can tailor with grant funding.

“Being involved with VIVA GLAM is one of my favorite parts of working on MAC. I get to oversee the programs that we will run and the charities that we support, allowing me to play a role in making an impact on something – and someone – that is much bigger than myself.”

Reflecting on where she started with aspirations to work in international relations, she realizes, “finding what’s important to you and how to bring that into your work” is what she values most, and she is excited to have an opportunity to continue to do that in her leadership role at MAC.

By Jessica Robaire

Tara Stafford“Don’t be afraid to be authentically you,” says Tara Stafford, Project Manager, Operations & Innovation at PGIM. “If you can do that, you’ll be surprised how your contributions can positively impact the business, those around you – and beyond.”

Making a Positive Impact – Both Personally and Professionally

Being “authentically you” at work wasn’t easy for Stafford early in her career. After graduating from Montclair State University with a degree in Business Management and Marketing, Stafford landed at the investment and wealth management firm, Merrill Lynch, as the only Black woman on her team.

“Coming into the financial services industry as a Black woman, I didn’t always have the courage and confidence to be myself because I didn’t see a lot of women in senior leadership positions that looked like me in the industry,” Stafford says.

Tara’s authenticity is most evident when she is serving others in her community. Over the last two decades, she has volunteered as a Girl Scout troop leader to high school girls and is a back-up foster parent to two children on the autism spectrum. Her parents, both educators, instilled the responsibility to serve the community and make a positive impact in it.

Tara worked hard and rose through the ranks over 12 years at Merrill—becoming a Six Sigma Blackbelt and assistant vice president in the Global Transaction division, before leaving to join PGIM’s Risk Management team. She enjoyed her regulatory oversight position, but that feeling she could do more – be more – at work wouldn’t go away.

Then, Stafford learned about an opportunity on PGIM’s Operations & Innovation’s Business & Talent Management team where there is a strong focus on including recruiting, training, employee engagement and diversity, equity and inclusion initiatives. She has made impactful contributions and helped launch and lead PGIM’s Neurodiversity Program, which is focused on establishing a more inclusive talent process – from recruiting, to interviewing, to training and retention, recognizing the skills of those who are neurodivergent. The program also has an education component, teaching managers and employees how to best recruit, work with neurodiverse talent and become better leaders. Stafford feels this role in project management is a natural extension of her passion and values.

According to Employee Benefits News, 85% of autistic adults with a college education are unemployed. “I had an idea of what this untapped population needs were and how to best support and showcase their many talents,” Stafford says. She took on the role and jumped right in, onboarding the first six neurodiverse cohort members last year. Four of the six earned full-time roles within PGIM, and another cohort is currently going through the program.

Stafford credits three important attributes she honed through years of volunteerism and foster parenting with helping her make the program a success: empathy, commitment and patience.

“People connect with you more and receive more from you when you are open and honest,” Stafford says. She believes that an effective leader is someone willing to learn from others, open to receiving “reverse” mentorship and is dedicated to helping others grow and thrive.

“Make sure you share your knowledge. It’s very important for people to understand that we’re not competing with each other; we’re helping each other.”

Finding Mentors and Sponsorship Outside of Your Comfort Zone

Stafford has a unique perspective on the values of mentorship and sponsorship.

“Growth among peers is not a competition, and everyone’s growth path is different. Putting egos aside and collectively pooling our talent and expertise helps ensure that our business’ goals are prioritized, enabling everyone to ultimately be successful,” she says. “At the end of the day, if support and resources I’ve provided can help develop and lift someone else as I climb the corporate ladder, no matter what level they are, I’ve done my job – and I’ve done it well.”

While she wishes she could have had more mentors with a similar background, Stafford says she learned over the years how important it is to find a mentor or sponsor who has different viewpoints.

She explains, “For me, having a white male mentor is just as important as having a mentor who is a Black woman. Your allies can share a different perspective and teach you new things. It’s very important to have mentors and allies from all different backgrounds and walks of life.”

Stafford also believes there’s value in finding a mentor organically—even if it means going outside of your comfort zone to approach someone for career advice or to learn more about their professional experience. “All relationships need to start somewhere, and in reaching out, you’re showing that you fully own your career.” she says.

“It’s also important that you’re giving just as much as you’re receiving in a mentoring relationship, so be prepared and think strategically about who you want to mentor you… especially since mentors can turn into your sponsors – the people who are champions in your corner and advocate for you at the tables where you don’t have a seat.”

Being the Change She Wants to See in the World

As if it weren’t enough to make a positive impact on her colleagues, Girl Scout troops and foster children’s lives, Stafford wanted to make an even bigger difference in her community, choosing to run for her local school board in 2019. Although she didn’t win, she gained valuable knowledge from the experience.

“I learned how tenacious and resilient I really am, and that experience strengthened my connection to my community and broadened my support network,” Stafford says.

When asked what keeps her going when faced with challenges, she emphasizes her passion for change and her commitment to working hard for the things she values. That, she says, is what is most “authentically me.”

“Your values speak to what you will work hard for. Ultimately, what drives me when it comes to making change and serving as a role model is, ‘If not me, then who?’”

VanessaMcMichael“I have a lot of passion for what I’m doing,” relates Vanessa McMichael, Head of Corporate & Public Entity (CPE) Strategy at Wells Fargo. “I want to make the most of each day that is in front of me.”

McMichael shares her insights on finding her niche in the financial industry, using her voice to elevate and empower others, and being a single mother while working towards her career goals.

Putting in the Work

Speaking to what she has learned so far in her career, McMichael maintains, “you have to put in the work. There’s no substitute for it. Any leader that you speak with has put in the work and is still putting in the work. It’s something that I harp on a lot, because it is necessary. It certainly has gotten me to where I am today.”

McMichael is the first person in her family to go to a traditional four-year college, and she recognizes her parents as giving her the grit and work ethic to succeed. Her father, an African American nuclear engineer and small business owner, emphasized to McMichael throughout her childhood, “Vanessa, you have to work hard. You’re going to have to work harder than other people.” It was an important life lesson that aided his own success, and one that he passed on to her.

Giving birth to Vanessa in high school, her mother did not get the chance to graduate and subsequently worked in factories her entire life. When her parents split up when she was young, she witnessed her mother work hard to rebuild her life, demonstrating to McMichael that, “if you want it, you have to go get it. No one else is going to just hand you what it is you think you need.” And, even more importantly, she saw firsthand how women can do it all.

Moreover, Vanessa is a childhood cancer survivor, and this is one of the central reasons why she strives to seize each day. This is also a reason why she has to be mindful about taking on too much, “because it’s easy to do when you’re trying to make the most of every day.” And although her parents taught her how to work hard through leading by example, her experience with cancer was a significant contributor to her drive and work ethic. She highlights that going through an experience like that suddenly, with no prior family history, and as a child, “changes your perspective and stays with you.”

McMichael took these experiences to heart, and it gave her the drive to reach goals she set for herself. After studying Japanese in high school, she attended Howard University’s business school. Initially, she wanted to move to Japan and create commercials, and she thought business school was a good starting point. But instead, she discovered her path to the banking/financial services industry after listening to a presentation by Wachovia on campus. She remembers being struck by the diverse representation of people at the presentation and compelled by the work they described.

After graduating and working for Wachovia for a few years, she then went on to get an MBA from one of the top business schools in the country, the University of Chicago Booth Business School. Following her MBA, she joined a rotational program at Wells Fargo on the trading floor where she had the opportunity to explore different areas of the business. It was during that program that she “stumbled” into the strategy group, an area she has been working in ever since.

Finding Her Niche

Working in the strategy group at Wells Fargo for over a decade, McMichael points to the value of finding your niche and a role that is a “good” fit. In particular, she highlights the variety of work she does day-to-day and the relationships that she has made as what keeps her role fresh and interesting.

“With our clients, who are corporations and public entities, my job is to equip them with what they need to make informed fixed income decisions. So, with that, my day-to-day is always different. I can talk to five retailers in one day, all in the same industry, but the conversations are varied.”

Vanessa added that although each client situation is unique, there has been a shift in the broader conversation with clients this year as the rate environment falls. “We are no longer in an environment where organizations can sit back and earn interest on excess cash so easily.”

Harkening back to her high school dream of creating commercials in Japan, she recognizes that her career at Wells Fargo is maybe not so far off from where she thought she would start: “I’m not creating commercials, but I am creating stories. I’m telling the story of what’s happening in fixed income markets and how the narrative can impact my clients.”

Another element of her job that she enjoys is having the opportunity to speak at conferences that corporate and public entity clients attend. She adds, “That’s probably what I enjoy the most about my job, is getting on stage. I’ve even told folks that I’m probably more comfortable getting on the stage in front of a lot of people than having a one-on-one.”

McMichael recently had the opportunity to speak to a much larger audience when she was interviewed on Bloomberg TV, addressing money market funds and the outlook for 2024. As this was her first live TV experience, she was initially nervous about being on camera, but then she found her rhythm, and it turned out to be a lot of fun.

Mentorship and Sponsorship

McMichael recognizes mentorship and sponsorship as contributing factors to getting her to where she is today, particularly as they not only helped her learn the “rules of the road,” but also “what I need to know” to succeed.

“I’ve had to build mentorship relationships to learn the rules of the road on the trading floor because the rules are not apparent all the time.” She adds that it is important to have both mentors and sponsors because, “sponsors are the folks who are telling me what I need to know and helping me take action to obtain it. I’m sharing projects that I’m working on or what I’m thinking, and they will say, okay, ‘you’re thinking this, you should go meet this person.’ That’s part of the role of a sponsor and the other part is speaking on your behalf when you’re not in the room.”

Using Her Voice

Reflecting on being a woman of color in the financial industry, McMichael believes that she is in control of how she is perceived, so it is important to use her voice to that effect.

“Going into situations, I’m very aware of who I am. I am a woman. I look different. I don’t think people automatically assume that I’m Black because I am mixed. So, I have a voice, and I use it. Instead of shying away or being self-conscious, I use it as an advantage. I want to be a good representative of women, of women of color, and of diverse women. We all have a voice, and we have to advocate for ourselves.”

McMichael takes action and uses her voice by supporting other women through the WomenGoFar network in Wells Fargo’s Corporate & Investment Banking division. While on the committee she created a speed networking event where women had the chance to meet five to ten new people within an hour. It was an impactful way for junior women to get a chance to meet women leaders, who might not otherwise have the time to commit to a longer networking activity during work hours. And likewise, the senior leaders appreciated interacting and hearing from junior women across business lines.

Taking her support for women in the workplace a step further, McMichael recently coordinated a wellness workshop on stress and the impact it can have on the body, particularly as women are often juggling many different demands on their time and energy. This topic is especially important to her given her health history. McMichael is thrilled this initial idea has developed into a Wellness Series and is looking forward to creating additional content to further promote the well-being of women.

In addition to taking action to elevate women, McMichael has a network of African American colleagues that she engages with regularly, whether through sharing job opportunities or articles of interest to keep the dialogue going. “We have Employee Resource Networks for diverse teammates, but this is a grassroots way that I’m trying to engage and educate particularly around internal mobility for our diverse talent.”

These projects demonstrate the value of creating a space for connection that supports the advancement and inclusion of a diverse workforce.

Being a Single Parent and Succeeding in a Career in Finance

Connecting with colleagues who can understand her experience was also an important part of McMichael’s journey, as there was a time that she balanced being a single mother and developing her career. McMichael remembers when she first became a mother, she met senior women around her with stay-at-home husbands, and so her confidence wavered as to whether she would be able to advance in her career without one. She worried that she would be “stuck,” because she did not have the same kind of support. But she met other single parents at Wells Fargo who could relate from a lifestyle perspective.

“That connection with people opened this new life for me. One where I went from feeling isolated and stuck to one where I felt empowered and supported.” She continues, “If I could speak to younger Vanessa, I would tell her not to feel that you can’t be successful in this business, because you’re a single parent.”

McMichael expresses her joy in motherhood and the exciting prospect of sharing her interests with her now older daughter. Recently, McMichael introduced her daughter to salsa dance, a passion she held before becoming a mom. They also enjoy traveling and exploring together. As she looks ahead, McMichael is energized to continue growing and challenging herself at work, while keeping up with her daughter and husband and their busy life at home.

 

By Jessica Robaire

Natalie GillNatalie Gill is responsible for helping drive the continued evolution of PGIM’s DEI strategy and deepening and broadening diversity partnerships both externally and internally, with a focus on the EMEA region. In addition, she focuses on developing global research and thought leadership to create positive change in the asset management industry.

“I’ve had a varied career, but now, as a DEI executive, my role is about celebrating diversity and amplifying the voices of those who feel unheard or unable to contribute to their full potential, due to cultural or systemic barriers,” says Natalie Gill. “I am motivated by the opportunity to influence change at a larger scale. Whilst my contribution in those moments is seemingly small, I am proud that it helps create a legacy for future generations.”

Charting A New Trajectory

“We’re accustomed to thinking that a successful career in financial services should have a linear, one directional trajectory working up through a hierarchy of corporate titles. But the path to my definition of ‘success’ – career fulfillment –is not always taken by climbing the corporate ladder,” says Gill. “My career has been a wonderful lattice of sideways, upwards and sometimes, even downward moves. Taking ownership of my career in this way has enabled me to build a unique portfolio of skills and expertise, and has ultimately led me to forge a successful, purposeful career doing what I love.”

Some of those career moves were intentional, with a clear objective to broaden her exposure or responsibilities. However, Gill has also allowed her decisions to be influenced by significant life moments. During the first eleven years of her career at Goldman Sachs, Gill’s priority was travel, and she jumped on every opportunity to expand her horizons. Then, with two young children at home, she elected to take a two-and-a-half-year career break. When she returned to the industry, Gill first picked up where she left off with a temporary consulting role at Morgan Stanley, followed by a role in regulatory reform at Deutsche Bank.

“Returning to financial services after a career break offered a pivotal window for me to pause, reflect and ask what I really wanted to be doing with my career. It was either a midlife crisis or an epiphany moment,” she says. “For me, having children really focused my career ambitions because I wanted to do something that would make them proud of me.”

Years earlier, she had encouraged and supported her husband to leave his job in investment banking to realize his ambition to become a firefighter, setting a precedent for making bold career changes. Having studied economics at Newcastle University in England, specializing in the economics of inequality and poverty and development economics, Gill’s passion for fairness, equity and inclusion had been a thread throughout her career.

So, in 2016, she made the decision to step away from financial services to join a gender diversity consultancy. “At the time, the consultancy was working closely with the UK Government’s Equality Office. I found it immensely rewarding, and after three years there, I decided to blend my two areas of expertise – DEI and financial services.” This led Gill to move back into the financial services industry as a DEI practitioner in 2019, most recently joining PGIM in her current role in 2022.

Why Being “Invested” Matters in DEI

“For me, the role of DEI is a vocational one,” says Gill. “If companies want to remain successful in the future, they can’t have a culture where everyone thinks the same and agrees with each other. We need alternative perspectives and different ways of thinking to innovate and deliver the best solutions for our clients. And I take it seriously that I have a responsibility to support and represent those at work who, perhaps, don’t feel as heard.”

Gill complements her passion for DEI with a love for numbers, enabling her to take a data-driven and evidence-based approach to her work.

“My background in economics has led me to approach DEI more systematically perhaps than those who have come to the profession through a more traditional route. I see data as critical to evidencing areas of inequity and accelerating change. It’s particularly important in the DEI sphere to remind people of the potential business outcomes and to measure progress and impact,” she says.

Compared to other DEI roles she’s held, her role at PGIM is both employee- and industry-focused. Part of her responsibility is to ensure the company culture is inclusive and enables all employees to thrive. Another piece is leveraging the opportunity for PGIM to play a role in driving change in the industry.

“Currently, we are operating in a fairly polarized environment around the world when it comes to diversity, equity and inclusion, which extends to the workplace. Given my global role, it’s imperative for me to have a deep understanding of industry, society and legal standards on DEI in every region we operate in,” says Gill. “For example, in the UK and Europe, there is an expectation for firms to take greater accountability in driving social change given local governments and regulators have identified a connection between conduct, culture and inclusion.” She continues, “Because of this, the broader impact of DEI becomes far more important as our clients and employees demand more from us.”

Using Your Voice and Broadening Your Perspective

A key part of Gill’s role is to challenge the status quo, to encourage leaders and managers to disrupt their default thinking. She takes a straight-forward, fact-based approach to communicating and tries to challenge people to think differently. But being direct didn’t come naturally. With a Royal Air Force pilot father and a mother who was a teacher, Gill grew up in a family where hierarchy, respect for seniority and deference were instilled. When she first entered the working world, she deferred to titles, but through her experience, she learned that titles and seniority aren’t everything.

“The best leaders are those who recognize you don’t have to be the most senior person in the room to bring valuable insight or perspective that drives change or helps to make the optimum decision,” she says. “We’re all here because we have a role to play and a level of expertise in a particular area. Part of my journey has been overcoming my discomfort when faced with resistance and instead, learning how I can better use my knowledge and expertise to address the differing perspectives in a room and influence people to see DEI as a business imperative.”

Gill’s learning curve has been building up a strong support network for a role that spans the organization and beyond. “Driving inclusive culture change touches every part of the organization, so you can’t do it on your own,” notes Gill. “So, taking the time to build the network of people who can support you is important.”

Inspired from the idea of creating your personal boardroom from Zella King and Amanda Scott, Gill identified the six to twelve people that will most help her to succeed in her role. For example, she seeks guidance from friends and mentors who she knows will challenge her thinking, highlight her blind spots and help strengthen her resolve. She also regularly leverages the opportunities to expand her perspective and circle.

“When I have the opportunity to go out and mix, either at an internal function or an external event, I actively and intentionally speak to people who I wouldn’t ordinarily know,” she says. “Sometimes you have to overcome the tendency to sit in safety and familiarity because building a valuable network is about breaking out of your comfort zone and putting yourself in a position to meet people who maybe have different experiences and backgrounds than you.”

How Different Experiences Inform Your Leadership

Gill’s work experiences at different organizations have been a boon to her success. Over the last 20-plus years, she has worked for British, American, German, Spanish and Japanese organizations, and each has had different systems, approaches, processes and cultural nuances, giving rise to different perspectives. Working across multiple geographical regions, she’s also gained insight into translating her message, so it lands effectively for a given audience.

Regardless of whether someone moves firms or stays within the same, one of the biggest experiences she learned from is having different managers.

“We talk a lot about what ‘good’ leadership is and how it should be role-modelled by the most senior people in our organizations. However, we’re most impacted in our day-to-day by our immediate managers and the people we work most closely with. Throughout my career, I’ve probably learned as much from poor managers about how I don’t want to behave as a leader as from those who were better at it.”

Several years ago, a respected manager imparted on Gill that their job was not to be the loudest voice in the room – but to amplify and curate the voices of everybody else in the room. Gill embraced this approach to leadership and believes that the best gauge for her success is whether the people around her are succeeding. This, she says, comes down to the privilege of being in a position where you can choose to create positive impact for others.

“To me, it’s not about how or why you are in a position of leadership. It’s about how you choose to use that privilege – recognizing, in the moment, where and how you’re able to positively support and influence other people’s careers,” she notes. “My success, as a leader, is about leveraging my privilege to uplift others—acknowledging different perspectives, viewpoints, and experiences.”

Taking Ownership of Your Journey

Gill emphasizes taking ownership of your own career, which includes seeking out people who inspire you to learn more. Rather than waiting on a formal mentor program, actively reach out to people who spark your interest and grow your own network.

“Too often, I see colleagues wait to be assigned a mentor through a random matching process. There’s much more to be gained from identifying someone who inspires you and reaching out to them directly. If you tell someone that you’re fascinated by the work they do, and you’d like fifteen minutes to learn more about what they do and how they got there, it’s incredibly rare for that person to say ‘no.’ If they do, it’s likely due to time constraints,” she notes. “Yet, we’re quite reticent, and maybe even more so culturally here in England, to knock on someone’s door and ask.”

The notion of taking control of and shaping your own career is one that Gill imparts to the many young people she mentors, including her own children. “I’m proud that my children have seen, firsthand, that it’s possible to pivot mid-career to get fulfillment. I hope they will be inspired to take similar action to achieve a sense of purpose in their own careers when the time comes.”

“Whether you opt for a more traditional ladder or a broader lattice of work experiences, it’s also important to find time to recharge. Early on, one of my closest mentors told me that I am solely accountable for the balance between work and the rest of my life.” Gill continues, “In a role like diversity, equity and inclusion, where there is always more to achieve, this can sometimes be difficult to switch off, but I know I am more effective, more influential and more motivated to succeed afterwards.”

In her downtime, Gill likes to stay active with Pilates and a women’s field hockey league. She also enjoys reading psychological thrillers with a traditional English cup of tea.

By Aimee Hansen