Rachel Goldin Jinich: Head of Specialty Real Estate Finance, Wells Fargo Commercial Real Estate

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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

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Danielle Navarro: Portfolio Manager, PGIM Fixed Income

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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

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Kendra Lee: Chairman and CEO, Merichem

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Kendra Lee“If you are looking for career growth, whether that’s moving up the chain of command, or whether it’s broadening your skill set, you must trust in yourself and take on things you’ve never done before,” says Kendra Lee.

Lee shares how her willingness to take risks, embrace new opportunities, and have the confidence of her convictions not only shaped her career trajectory, but continues to guide her as a leader.

From Lab Tech to CEO

Upon graduating from Texas A&M with a marine sciences degree, Lee never anticipated a career in the chemicals industry. Typically, her field required pursuing a graduate degree, but she was eager to start working and wanted a break from school. Merichem, a family company founded by her grandfather in 1945, offered her an unexpected opportunity – a lab technician role.

However, she quickly realized that lab work was not her passion, and when an internal sales position opened, she seized the chance to explore a different path that better aligned with her interests. Concurrently, she decided to earn an MBA to build a stronger business foundation. As she was completing her MBA, her grandfather passed away, and Merichem’s leadership transitioned to her cousin. Lee credits her cousin with recognizing her strengths and guiding her from sales to finance, hinting at her potential for future leadership.

“I recognized later that by encouraging me to get experience in corporate finance, he was preparing me with the skills and knowledge needed to one day assume leadership of the company.”

Lee’s readiness to embrace new challenges and build her skill set eventually led to her becoming Chairman and CEO in 2013. In leading Merichem, Lee is thrilled to continue the legacy of sustainability that is at the core of what the company does.

“From as early as 1945 Merichem has been focused on taking products that would otherwise be classified as hazardous waste and cleaning them up or reusing them to make them better for the overall environment, fitting a need for the industry.”

Leading Change for Business Growth

Lee’s entrepreneurial spirit shines through as she fearlessly leads change at the company, knowing it’s essential for business growth and adapting to industry needs.

“It’s about having the right leadership team to drive change, addressing operational issues for greater efficiency, and implementing necessary adjustments despite initial resistance. Ultimately, people realize these changes are beneficial. I see myself as a change agent who enjoys looking for ways to improve and then executing those processes.”

Lee recognizes that change can come with uncertainty, but she is energized by navigating the unknown to get to an outcome that is better for the business. For example, Lee recently led the divestiture of a part of the business that removed sulfur compounds from liquids to help provide cleaner fuel sources in the petrochemical industry.

She explains, “part of the reason we divested was because we recognized the business’ growth potential and importance, but Merichem was not the right owner. It needed new ownership to be able to grow and take advantage of its place as one of the leaders in removing sulfur within the oil and gas space.”

Taking Risks and Trusting in Yourself

Lee’s willingness to take risks and embrace new opportunities served her well in progressing from lab tech to CEO and clearly continues to drive her as a leader.

She advocates, “you have to take that risk. Be willing to trust in yourself and know that you can figure it out. Because otherwise you become paralyzed, and you won’t take that next step.”

Taking the leap to try something new also creates momentum in building the skills to get to the next level.

“You’re never going to get more experience or broaden your skill set if you don’t say, ‘I’ve got to do this. I’ve proven to myself I can learn things, so let’s try it.’ It’s trusting in yourself.”

Lee notes that trusting in herself also builds confidence, an important element of leadership development.

“I have a strong self-confidence that comes across, even though I’m not inclined to self-promotion. My confidence helps in addressing difficult subjects head-on with clarity, admitting when I don’t know something, which adds value and credibility.”

As a woman leader in the male-dominated industry of oil and gas, Lee shares that it took time and experience for her to build that confidence when walking into spaces where she was one of the only women. She adds, “as I’ve gotten older, I’ve come to acknowledge my strengths and talents, and can say, ‘it doesn’t matter that I’m a woman, I have just as much to contribute to the conversation as a man does’.”

Being a Leader who Listens

Lee is a collaborative leader who listens to her team and makes a point of cultivating an environment where they feel safe to give honest feedback. She finds that it is essential to have that space for dialogue to get the best ideas out there to make an informed decision.

“One thing I learned very early on is that I’m not the smartest person in the room. And while the decision may be mine to take, there is a lot of other valuable input that I need to hear and consider before I decide. In the end it will help me make a better decision.”

Creating a culture that allows for constructive feedback and even disagreement is important to Lee. Beyond being an active listener, Lee takes the perspective that “opinions are never wrong as it’s all shaped by how we see the world and where we were raised…it’s acknowledging that there is validity to what people are saying, even if it may not be the right answer at the right time.”

Lee also looks for a diversity of opinion and is intentional in creating a team that reflects many viewpoints.

“The more diversity you can get in that thought group, whether it’s gender, race, or ethnicity. the better your decisions because everybody comes at it a little bit differently.”

Passionate about Community and Family

Outside of work, Lee is deeply committed to her community. She serves on the board of Kids Meals, a non-profit organization that provides daily free lunches to children under five who experience food insecurity, as they are not yet part of the school system.

“Currently, they’re serving about 8,000 children a day. It’s remarkable the impact they can have on the community, helping to set these kids up for success when they do get to school,” she notes.

In addition to her community involvement, Lee manages a busy schedule with her active teenagers. She is grateful for the support of nearby family members who assist in getting her children to their activities when she or her husband are in meetings or traveling. Despite her demanding role as a company executive, she reflects, “It’s the same amount of stress as any working parent faces. Having a C-suite title does not make it any more difficult.”

To unwind, Lee enjoys vacationing with her family, cooking, and gardening.

By Jessica Robaire

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Su Lin Wee: Executive Director, Head of Asset Management, Southeast Asia, Hong Kong & China, PGIM Real Estate

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Su Lin Wee“The thread that ties my previous roles together, and I am most grateful for, is strong mentorship,” says Su Lin Wee. “But it’s a two-way street: you have to show up, put in the hours and deliver results.”

Wee, who is based in Singapore, delves into the foundational experiences that influenced her approach to leadership and her dedication to uplifting others – especially women.

From architecture to asset management

From the outset of her career, Wee has been inspired by strong women leaders. After earning her master’s in architecture, she joined Singapore’s Urban Redevelopment Authority (URA) and played a key role in shaping the modern urban landscape of Singapore’s historically-rich Bras Basah and Bugis districts in the heart of the city.

“Working directly with successful women leaders was a great start to my career,” Wee says. “I served under many high performing women who were in CEO, Chief Planner and department head roles during my time at the URA. Starting out in an environment with strong female leadership made it feel natural, and I was fortunate to have great role models who gave me many opportunities to learn and grow.”

When Wee transitioned from urban planning to real estate development and asset management, she again found the support of mentors to be instrumental to her growth.

As a development lead for Asian developer, CapitaLand, Wee signed up for the challenge of delivering a $1.2 billion USD retail and office development in Singapore from the ground up, while facing a tight budget, short timeline and a competing developer nearby who already had a head start.

“Despite my prior experience with previous projects, stepping into the role of a development lead for such a large project presented new challenges. Managing a team that included individuals senior to me, in both age and experience, required respectful navigation and was a two-way street.”

Wee adds, “I had to work hard to earn the trust of the team to show them that I was the right person to lead the project. I benefited from the great support from my manager who gave me invaluable lessons in building trust and leadership skills, through his advocacy and close mentorship.”

The project was completed on time and within budget, and Wee speaks fondly of the great team rapport and lasting relationships that she built throughout this experience.

Wee’s experience at CapitaLand helped prepare her for her current role as Head of Asset Management for Southeast Asia, Hong Kong & China at PGIM Real Estate, which manages $206 billion USD of assets globally, including $9.4 billion USD in Asia Pacific. She is thrilled to engage in fulfilling work across various geographies and diverse teams to make a positive impact.

“The funds we manage generate more than financial value–we deploy solutions to ensure that buildings we construct or enhance are more sustainable, energy-efficient and help conserve water.”

Committed to empowering her team

Given the pivotal role mentorship has played in shaping Wee as a leader, it’s unsurprising that she is a passionate advocate for others, taking a strong interest in her team members’ growth, even if it means that they might move on to another team or company.

“I encourage openness about career aspirations. If there is another role beyond asset management that they are interested in, then I provide honest feedback on their fit for the role. If they choose to leave because it’s what’s good for them and makes them happy, then I am happy, since I want them to be able to grow.”

Wee also makes it a point of ensuring that everyone’s voice is heard.

“I value the diversity in our teams and always encourage some of our quieter, more reserved team members to speak up. Going around the table and giving them space to express their points of view lets everyone benefit from different perspectives.”

Wee firmly believes that a positive, encouraging environment is key to getting women to speak up more and make their opinions heard at work. “There’s no need to wait until you’re in a leadership position to be an advocate. Simple day-to-day acts like showing an active interest in a colleague’s ideas on a call, or helping them develop these ideas, can go a long way.”

Recently completing a PGIM leadership training, Wee reflects on how the experience reminded her that asserting one’s viewpoint can be challenging, even for leaders.

“As women, we sometimes second-guess ourselves before speaking or voicing our opinions. It turned out that many of the attendees at the training sessions, regardless of gender, nationality, background or even how confident they looked to me, shared that they sometimes felt hesitant to speak in a group and would rather stay silent than risk saying something contradictory.”

Wee continues, “Once we get over that initial hesitation, we realize, ‘Hey, the world hasn’t come crashing down, regardless of what we’ve said. Now, it’s just muscle memory to focus on contributing to discussions and bringing everyone forward.’”

Quieting the inner critic

Wee admits to being the hardest on herself, often setting increasingly high standards for her accomplishments.

“I am my own worst critic, and I believe many women face this too. We tend to be hard on ourselves, but it’s important to also recognize when we’ve earned our place through hard work, skills and experience.”

Creating networking opportunities for current and future women leaders

Uplifting others beyond the workplace, Wee is the co-chair of the Urban Land Institute’s (ULI) Women’s Leadership Initiative (WLI), a non-profit that focuses on raising the visibility and number of women leaders in the real estate industry. In her role, Wee creates programs that provide opportunities for younger women to network with industry leaders in an informal environment.

“The WLI programs we plan aim to break down barriers and allow women to listen and connect with senior leaders.” She asserts, “Sometimes, all you need is a friendly face and an introduction.”

From her experience, Wee understands the impact that these relationships can have and is looking forward to continuing her work with the WLI in the future.

“It’s invigorating to interact with other women and help one another network and grow.”

Outside of work, Wee enjoys running to stay fit and find time to think. Despite her busy schedule as a mother and professional, she regularly makes time for a run – even while on vacation with her family. No matter where she travels, she always packs her running shoes, ready to explore her new environment.

By Jessica Robaire

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Jennifer Doyle: Managing Director, Co-head of Structured Products Group, Wells Fargo

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Jennifer Doyle“Life is about picking yourself up when you get knocked down. Those who do that the best are the ones who tend to be the most successful, however you might define success,” says Jennifer Doyle.

Tenacious in the face of challenge, Doyle is a leader who does not quit. She shares how this mentality of perseverance and optimism has helped build her career and shaped her life.

Moving Forward for Success

Starting as a temp more than twenty years ago, Doyle describes the opportunity of getting in the door working on the trading floor as “winning a lottery ticket” and paving the way to the career she has today. Being surrounded by intelligent people in a fast-moving, competitive environment that is also relationship-focused felt perfectly aligned with her personality and strengths.

“As a former college athlete, I like to compete, I like to win, and I like to be part of a team. I also enjoy making decisions and operating in a fast-paced environment. It was a fit from the beginning.”

Fast forward to today and Doyle is a Managing Director and co-head of the Structured Products Group at Wells Fargo’s Corporate and Investment Bank. However, she will be the first to tell you that success does not happen overnight.

“There is a certain tenacity and grit that is required to be successful in this business. If you can cherish the highs and reinvent yourself and pick yourself up when things get hard, that resiliency in time will keep you moving in the right direction.”

Doyle approaches her life outside of work with the same mentality of persevering when the going gets tough and recognizing that she has agency in the process. It served her well in dealing with the shocking experience of being one of the passengers whose plane crash-landed in the Hudson River 15 years ago while on a business trip.

She reflects, “If you went into that experience an optimist, I think you came out even more of an optimist. If you went into that experience as a pessimist, I think you came out even more of a pessimist. We all experienced the same thing, but everyone had a different interpretation of what happened and how it affected them.”

For Doyle, her optimistic outlook and belief that she needed to keep moving forward meant that she got on a plane the next day because she “did not want fear to rule my life.” She adds, “I tell my children happiness is a choice. I choose to be happy, and if I was unable to make that choice today, then I’m going to try to make that choice tomorrow.”

Sponsorship and Speaking with Authenticity

Beyond resilience and determination, Doyle points to having the support of others as integral to her career. She shares how the kind of support she needed shifted over time as she continued to build confidence, finding there is strength in speaking with authenticity.

“As I developed in my career, the sponsors that I acquired would later tell me that the reason they took an interest was because I brought a different perspective and opinion to the table.” She continues, “People wanted to hear what I had to say because they recognized that I didn’t have an ulterior motive, I was genuine.”

As a leader, Doyle mentors and sponsors others in both formal and informal capacities, often finding her calendar full of people interested in connecting to get her advice or opinion. Being sought after for her point of view is a direct reflection of others seeing she genuinely cares and takes an interest in their growth.

“My mission is to lead in a way that balances the needs of the business and our employees – and ultimately drives positive outcomes for both. I’m always thinking about what’s best for our team and what’s best for our clients. That approach has cultivated a desire for people to want to talk to me and get advice.”

Doyle has twice been the head of Wells Fargo’s WomenGoFar network, as well as its executive sponsor. She also is a sponsor for BOLD, a program designed to provide mentorship and sponsorship to high-potential talent at the firm.

Challenging the Norm

As determined as she is to persevere in the face of obstacles, Doyle is also unafraid to challenge the norm stating, “I do think I am a change agent. It probably took me 20 years to have the courage to say that.” She speaks to the recent experience of being a woman in a leadership role playing in the Wells Fargo Pro-Am Golf Tournament and what it meant for her to participate.

“I was blown away by the response that I got from women, so many of whom pulled me aside afterwards to tell me how inspirational it was seeing me play in what was publicly a field of men.”

One comment that was particularly touching to Doyle was a woman who said, “you’re breaking the mold.” Intentionally participating in the tournament to prove that a woman could do it, Doyle is thrilled by the response of her colleagues – both men and women.

“As a leader, I now have the opportunity to challenge and change what people consider to be the norm, and I actively do so.”

Using a Passion for Golf to Connect to Community and Family

Taking her passion for golf beyond breaking molds at work, Doyle is on the board of First Tee of Charlotte, an organization that provides opportunities for youth who would not otherwise typically have the opportunity to play golf.

“It integrates the game of golf with character-building learning experiences and emphasizes values such as honesty, integrity, confidence and perseverance. And of course, they have fun.”

Doyle is also passionate about bringing the game of golf to more women, not only because it is typically a more male-dominated sport, but because she herself has gained so much from the sport.

“It provides an opportunity from a business connectivity standpoint to play with clients or colleagues. I love being outside and in nature, getting exercise by walking the course, and it’s a chance for me to spend time with our children.”

Doyle admits that one of the reasons she got into golf was because her spouse and children enjoyed the game, and she didn’t want to be left out. Now that her children are teenagers, she is thrilled to have the opportunity to be active with them outdoors for an extended period without distractions like smartphones. It also ties into her approach of managing a successful career and time with her family.

“I am really present. It’s not about quantity, but about the quality in everything you do, whether it’s at work or being with your family.”

By Jessica Robaire

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Elyssa McMullen: Managing Director, Head of Credit Tenant Lease Financing, PGIM Private Capital

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Elyssa McMullen“Having confidence and the ability to bring your true self to work gives you the space to ask for help, engage with others, network and live the life you will enjoy living,” says Elyssa McMullen.

Leading with conviction and passion, McMullen exemplifies how bringing your authentic self to work can create meaningful connections and drive success. As an LGBTQ+ ally and the daughter of a gay man who did not come out until much later in life, she also acknowledges the challenges some face in feeling free to fully express themselves at work or elsewhere.

“My father lived most of his life unable to be his authentic self, knowing he was gay as a teen. Today, I feel we’ve made such strides as a society, encouraging people to be their true selves and celebrating it, which I encourage my kids to do.”

McMullen reflects on how being confident in expressing herself and fostering an environment where others can do the same has helped her build a successful career and a supportive community.

Finding a natural fit

After more than 25 years in the financial industry, McMullen is certain she found a role that suits her well. However, like many leaders, she reached this point in her career through the process of exploration and adjustment, which she did by identifying areas of personal development and prioritized growth in those areas by putting herself in situations to improve in those dimensions.

Recognizing her strong math skills, and with encouragement from her family, she initially pursued engineering at Virginia Tech but quickly realized she chose a major that others thought she should be doing – not a major that felt right to her – so, she trusted her instincts and switched to finance. Since graduating and joining PGIM, McMullen has steadily climbed the ranks, advancing from associate analyst to her current role as managing director, where she leads the Credit Tenant Lease Financing team. In this role, she is responsible for managing a team that sources, structures and manages credit tenant lease transactions globally.

She reflects, “Once you find something that’s a natural fit, what you do day in and day out doesn’t feel difficult. That intersection of finding where your skills are with something that’s interesting to you makes work more enjoyable.”

Discovering a career that aligned with her natural abilities also ignited her passion and conviction.

“I’ve learned to make sure that you’re giving your energy to the right thing. Having conviction and passion and being able to moderate that with other perspectives and points of view is important and helps create balance on a team.”

McMullen feels fortunate to channel her enthusiasm and dedication within PGIM Private Capital, which enables her to embrace her entrepreneurial mindset. She is energized by exploring new ways to grow the business and providing opportunities for junior team members to contribute to that innovative way of thinking.

“I’ve had the opportunity to hire more people and create opportunities for others to help grow our business. It has been really exciting to foster the careers of junior talent and help them learn, develop their careers and achieve their goals.”

Inspiring others to find their confidence and voice

Early in her career, McMullen had the confidence to speak up and voice her opinion, but she acknowledges that her success also depended on having leaders who listened and took her seriously. Now, as a leader, she strives to do the same for others.

“As leaders, we must empower junior employees to speak their minds and give them a safe space to share their point of view. We have to value their perspectives, even if we disagree with them. It’s important to listen and create this platform for our team.” She emphasizes, “The onus is on leaders to ensure that as they move into more senior roles, they don’t lose sight of the fresh perspectives that others around them have.”

PGIM Private Capital’s structure of small deal teams offers junior analysts the opportunity to learn and interact with senior leaders, gain experience and have agency in the process.

“In our meetings, I have the analysts on our team present transactions that they’re working on and their portfolio investments as a way of encouraging them to be vocal, gain confidence and demonstrate that their contributions to the team are seen, heard and matter.”

She continues, “I think it makes me a better investor, and us a better team, when everyone’s working on the same goal, has the same objective and is engaged in the process because they feel valued for their contributions.”

Giving to others…as a leader, mother and daughter

McMullen is equally as nurturing in her personal life as she is in her professional one. Not only is she the primary caregiver for her elderly father, but she is also the mother of two active teenagers and spends a lot of her time engaging in her children’s extracurricular activities and volunteering.

“I try to instill the idea of giving back to our community in my children by encouraging them to volunteer in work that aligns with their interests,” she says. For her daughter who loves to play soccer, this means volunteering with a group that pairs soccer buddies with kids who have disabilities. For her son, it has been volunteering through Boy Scouts and temple initiatives.

Creating a community of support

While McMullen knows how important it is to serve as a support system for others, she also recognizes the importance of having a strong support system to tap into for herself as well.

“Building communities around you are key to your success – these are the people that you rely and depend on. Having this network – the colleagues, friends, family, and for me, mothers in my community – has helped me thrive in my personal and professional life.”

Once she became a mother, working to create that community of support helped her become better at reaching out and developing a network in the workplace. McMullen is looking forward to further building those relationships as a program leader at an upcoming industry conference. “It’s wonderful that there is organizational support around fostering community and those professional connections,” she says.

Another community that McMullen taps into is her running group, which she not only uses to stay active, but for the social and emotional outlet as well. Her group of friends hit the pavement – rain or shine to train for races – and have even done a couple marathons together. When creating networks of support, both in and outside the office, McMullen admits that there is no magic when it comes to managing her time and energy. For her, it’s about adapting to the needs of the moment and keeping what is truly important top of mind.

“It’s important to prioritize and be present for your kids when it matters, while also being there for your team and colleagues who need you. Managing these responsibilities looks different every day and won’t always feel balanced or eliminate guilt. But, having clear objectives and striving towards them helps you feel like you’re moving in the right direction.”

By Jessica Robaire

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Lauren Uranker: Managing Director, Head of Workplace Advisory Client Business, Goldman Sachs Ayco

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Lauren Uranker“Having that part of yourself where you have to navigate the if, how, and when to share it with people, you soon realize that everyone has pieces of themselves that they have to decide how and when to show or not show on an everyday basis,” says Lauren Uranker. “Acknowledging that everyone has a story creates empathy.”

As a leader and an openly lesbian executive, Uranker has built her career on a foundation of empathy and understanding. In her roles as the head of Workplace Advisory Client Business for Goldman Sachs Ayco and the co-head of the Americas LGBTQ+ Client Engagement Pillar at the firm, she navigates the complexities of leadership with a unique perspective shaped by her personal and professional experiences.

“When you spend time figuring out who you are as a person, what that means in the context of your life and your relationships with family and friends, it prepares you to do it professionally. It prepares you to give a lot of thought to how you show up as a colleague and how you show up as someone who supports clients. It gets you comfortable with constantly evaluating who you are as an individual, and how you’re growing and changing as time goes on.”

Uranker reflects on what she attributes to her success, highlighting her authentic leadership style, commitment to mentorship and diversity, and openness to taking on roles that broaden her experience and skillset in different ways.

“I haven’t always looked up to the next thing. Sometimes, by looking laterally and across, you accumulate diverse professional experiences that make you well-rounded. This can eventually lead to being seen as an expert or someone sought after to be a part of the team.”

For Uranker, being open to a lateral move is what put her on the trajectory to the leadership role she is in today.

“I was on the path to become a financial advisor, but a mentor of mine said, ‘There’s actually an opportunity on the institutional sales team.’ I took that leap. It felt like a diversion at the time, but it set me on an incredible path. From the sales team I then joined the relationship management function and even though that was a lateral move, having those two diverse professional experiences helped me get to the seat I’m in today.”

How Finance Became a Career Path

The story of Uranker’s path to leadership at Goldman Sachs Ayco connects back to a difficult period of her life when she suffered the loss of her father at the age of sixteen.

She remembers, “what really stuck with me were the people who came to help us. One of them was my neighbor, who sat down with my mom at the kitchen table, helping her organize her finances and navigate her new financial reality.” Years later while contemplating a career pivot, she recalled her neighbor’s kindness and decided to reach out, discovering that her neighbor worked at Goldman Sachs Ayco. “That’s how I found my way here, a little over a decade ago and I was proud to be named Managing Director in 2021.”

In addition to leading with empathy, she attributes her success to her competitiveness, strong listening skills, and sense of humor.

She explains, “as a former college basketball player, that competitive instinct has always been embedded in me and certainly helps professionally.” Coupling that competitive spirit with the humility to listen and the empathy to understand, she recognizes that, “you don’t always have to be the first person to speak. Sometimes your words can be more powerful if you use fewer of them.”

Uranker also highlights how humor can go a long way to creating connections as it can be used to “lighten intense moments and to drive home a point while building relationships.”

Mentorship and Sponsorship Across Diverse Communities

Uranker acknowledges that no leader succeeds alone and feels fortunate to have had mentors and managers who recognized her skills and potential, helping to build her confidence early in her career. She hopes to do the same for others and is excited to be a part of programs at Goldman that foster those relationships.

“Goldman has done quite a bit to establish frameworks that connect senior people to more junior folks in their career, but also paying special attention to diverse communities. I’ve had the incredible opportunity to be a mentor in our Black and Hispanic Analyst and Associate Initiatives.”

Uranker finds mentoring to be mutually rewarding as she learns from her mentee’s experiences and appreciates how their generationally different viewpoints can generate fresh ideas for improving the business.

Speaking specifically to the LGBTQ+ community, she notes that most of her mentorships and sponsorships have been informal, with people seeking her out after seeing her speak or knowing about her role in leading the LGBTQ+ Client Engagement Pillar. In reflecting on how young LGBTQ+ folks might create those informal connections, Uranker advocates for finding “someone who you want to spend time with and talk to; not forcing a relationship or a mentorship.” She also emphasizes not being afraid to ask, even if it might seem intimidating.

“There was a mentor I had who said, ‘If you don’t ask, you don’t get’. I think particularly for women it’s a great reminder to make your voice heard. Put your hand up and ask because the worst thing that can happen is, someone says, no.”

Embracing Additional Leadership Opportunities

Uranker’s approach to building leadership experience includes formal and voluntary approaches, as she is co-head of the Americas LGBTQ+ Client Engagement pillar and serves on the Asset & Wealth Management Inclusion & Diversity Council. She underscores the benefits of participating in and holding leadership positions in these groups, particularly at a large company like Goldman Sachs.

“First, it gives you a great way to meet people across the firm that you may not have met otherwise. Also, it provides people with an additional opportunity to flex leadership muscles and to demonstrate those skills in a different environment, perhaps one that might feel more natural to them and who they are as a person.”

Uranker shares how networks like the LGBTQ+ Inclusion Network foster cross-divisional collaboration and bring clients together in a meaningful way.

“We always look for interesting ways to gather our LGBTQ+ clients and regularly put together events to engage with them. We have one coming up in celebration of Pride.” She continues, “Coordinating events like that are a really fulfilling and fun opportunity to work cross-divisionally in a big organization and have the LGBTQ+ piece be the common thread. Through the network, I have had the opportunity to work closely with colleagues in other areas of the firm I don’t typically connect with in my day-to-day role including Mary Baccash, Nora Cruz, and Molly English. These are among the most meaningful partnerships I’ve formed at the firm.”

Dedicated to Community Engagement

Passionate about contributing to the LGBTQ+ community, Uranker served on the board of the Persad Center, an organization in Pittsburgh that provides scalable and free mental health access to the LGBTQ+ community.

“Like many people, I believe that taking care of your mental health is incredibly important and knowing some of the challenges within the LGBTQ+ community, it’s even more important that access to these resources exist.”

After moving from Pittsburgh to Seattle recently, Uranker continues to look for opportunities to give back and is thrilled that Goldman demonstrates this same commitment to philanthropy through programs including Community Teamworks. She explains, “through the program, employees are encouraged to take at least one day to volunteer with their colleagues in their communities. Last year, I had the opportunity to clean up some of the trails here in the Seattle region for hikers, which I really enjoyed.”

Outside of work, Uranker makes sure to take some time to decompress by practicing yoga. She also enjoys playing basketball, traveling with her wife, and reading. Interestingly, her book recommendations demonstrate that she is as much a well-rounded reader as she is leader, noting that she recently read and loved the nonfiction book, “Stolen Focus: Why You Can’t Pay Attention” by Johann Hari and the memoir “Crying in H Mart” by Michelle Zauner.

By Jessica Robaire

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Marion Regnier: Partner, Technology Strategy, PwC

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Marion RegnierTwelve years ago, we spotlighted Marion Regnier in our “35 under 35” segment, where she shone as a Senior Associate at PwC. Fast forward, Regnier ascended to partner and has also embraced motherhood, marking a dynamic journey of professional and personal growth. Regnier shares what she has learned in this phase of her career and her insights on leadership, client relationships and the importance of great colleagues.

Making Partner

Becoming a partner in 2020 amid the pandemic was a unique experience for Regnier, as she celebrated virtually with a morning glass of champagne in front of her laptop. Despite the solitary setting, it marked a significant moment of recognition for her hard work, instilling a deep sense of pride and responsibility as the firm entrusted her with this title. Since becoming partner, Regnier finds joy in the realization that the role affords her greater control over how she allocates her time, enabling her to direct her efforts towards activities that resonate more closely with her passions.

“Becoming partner has allowed me to create a balance of where I spend my time between driving impact at our clients, collaborating with my team, working on innovative projects, and nurturing and developing relationships with clients. I enjoy my work a lot more because I have more control over where I can make an impact and focus my efforts.”

Making an impact is important to Regnier, particularly as it relates to finding creative solutions for her clients. In her role as partner in technology strategy, she is energized by the challenge of exploring ways to rethink and reframe her clients’ complex problems to come up with innovative solutions.

“Innovation is significant to me as it involves applying creativity to how we work and problem solve as a team as well as addressing our clients’ challenges. We need to strike a balance between leveraging our experience and taking calculated risks to think differently. Merely repeating past strategies may not yield the desired results for every client; we need to creatively rethink our approach to maximize impact and factor in each companies’ culture, values, goals and ability to absorb change.”

Thinking Ahead and Being Proactive

In contemplating the factors contributing to her advancement as a leader, Regnier underscores the significance of proactively taking initiative and anticipating both clients’ future needs and the needs of the organization.

“Instead of thinking transactionally when working on a project, it is important to be proactive in anticipating clients’ future needs. Our clients are busy and often time-slice constantly. We are of most help when we can think 10 steps ahead and advise on what they need to do now to prepare. It’s about constantly thinking ahead as opposed to only reacting.”

Not only does Regnier take this proactive approach externally when working with clients, but she also uses it internally to reflect on where there might be a value-add for the firm.

“For me, it is interesting to notice where in the organization there is a void or a white space for a particular type of service that we should provide to our clients based on demand, questions we are getting, and general market evolution. Then putting together a strategy to fill the gap that understands and meets clients’ needs effectively.”

Regnier sites a recent example of how she used this approach to address the environmental needs of a client’s CIO (Chief Information Officer).

“A CIO is a huge player in trying to help their company achieve climate goals, and we needed to comprehensively respond to their questions on what is an effective IT sustainability strategy. As technology creates a material carbon footprint, in particular for industries that are more digital than physical, a CIO has very specific needs, requiring a thoughtful strategy to embed environmental principles, measurements, ways of working to deliver IT services differently. Consequently, I proactively raised my hand to address this specific need.”

What started as taking initiative in addressing an organizational need has turned into a passion project for Regnier, as she notes that she enjoys working on something that she really cares about. She also sees it as a strategic move in her career, as she is inclined towards exploring emerging areas with both personal interest and potential business value.

You Don’t Succeed in Your Career Alone

Beyond thinking innovatively and being proactive, Regnier emphasizes the importance of collaboration as central to career success.

“You don’t succeed in your career alone. It’s not enough to just work hard or effectively. It’s about doing the work not alone, but in collaboration, and finding a group of people with whom you get problems solved and outcomes accomplished.”

Regnier distinguishes collaboration from building a network as she sees a network as more of a web of acquaintances who might help with information, referrals, or advancement. In her view, true collaboration is interconnectedness, an ecosystem of people where there is give and take and you are challenged and coached, and it’s reciprocated.

She reflects, “Earlier in my career, I thought what mattered to be successful was being excellent at my job and prioritized “doing the work” above all else. Then I came to recognize overtime and with seniority that the relationships formed and the collaborative work with others were more impactful. You have to be open to that collaboration and not solely focused on your own success because the success of the collective also matters. Meaning the success of the project, the success of the client, and the success of the firm. That is why the interconnectedness of collaborators in driving value and outcomes is so important.”

At PwC, Regnier finds that true collaboration can happen because of the emphasis on teamwork. She shares, “Our profession is suited for collaboration because we work in teams that aren’t static. We have an organizational team, and then we have project teams, therefore the composition is always changing. This dynamic structure allows us to engage in different projects and topics with various groups and be exposed to a variety of thinkers who constantly allow you to grow and step outside of your comfort zone.”

Sponsorship as a Change Agent

Sponsorship is another key facet of Regnier’s perspective that “you don’t succeed in your career alone”. Regnier cites one of her own sponsors as integral to her professional growth.

“He’s always believed in me and inspired me to be better. He also gave me a different perspective and opened up the aperture to look at things in new ways, to not only focus on “doing” but rather to rethink how to best focus on value. I appreciate that he continues to challenge me.”

Regnier also sees sponsorship as a vehicle for creating change not just for an individual, but for the organization as a whole. She values talent development and understands the skills, experience, and responsibility to create more diversity in leadership. Regnier points to the value of finding opportunities for women and other talent such as LGBTQ and BIPOC individuals to develop skills that will help take them forward and upward.

“When you give any person the right opportunity needed to help them grow or acquire new skills, you are taking the time to invest in them. To me that is core to leading. It’s not only about putting someone knowledgeable on a project, but rather thinking about who you can give that opportunity to so that they can develop new skills, and this includes thinking about who doesn’t get asked, typically.”

Development of people also extends to organizational commitment when it comes to supporting people through different chapters of their life.

“PwC understands and supports new parents very well. I was able to take parental leave when my wife gave birth to our first child and then again when I gave birth to our second child. It is this type of commitment to all parents that allows people to perform at their highest levels. I even can use an emergency childcare service several times per year to cover any contingencies in childcare.”

Even once people make it to partner, Regnier believes that it is important to continue to invest in leaders’ development.

“After you make partner, you’re left with a queasy sense of… what’s next? That is where the focus on impact for our clients and paying it forward via sponsorship can be effective in helping junior partners learn from senior partners. For example, they can bring their “sponsee” to a board meeting not only because they might have something to bring to the table, but also as an opportunity for experiential learning and succession planning.”

Outside of work, Regnier is exploring the balance and embracing the joy of having two kids under three years old. Immersing them in her native French language is important to her, and taking the time to teach them to solve problems and care for others is core to what she defines as parenthood.

By Jessica Robaire

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Anar Patel: Director, Portfolio Construction, PGIM Investments

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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

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Mandy Wan: Managing Director, Head of Markets, Co-Head of CIB APAC, Wells Fargo

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Mandy Wan“You have to put in dedication and hard work to be successful. There are no short cuts,” says Mandy Wan. “Stay true to your core principles and advancement will follow. Be open-minded to embracing new opportunities and giving them your best effort.”

Wan shares how she values learning from diverse experiences, her insights on setting the right culture in a team, and what it means to be a leader who “walks the talk.”

Finding the Right Fit on the Trading Floor

Wan learned from an early age the value of hard work and determination in pursuing her dreams. Growing up in Hong Kong as the eldest child of parents who were refugees of the Chinese Cultural Revolution, Wan took care of her younger brothers and worked after school and during summer breaks to help contribute to the family. Recognizing that to build the life she wanted, she needed to find the right job to support it, Wan attended business school with a focus on accounting.

Although Wan ultimately found accounting wasn’t for her, she remained motivated to work in an environment where she could learn and meet people from different backgrounds and explore other countries. She found what she was looking for on the trading floor.

“During my final year of school, I secured a part-time role at UBS where I worked on the trading floor. It became clear to me that this was where I wanted to be. The environment is incredibly diverse, with people from many different cultures, and the fast-paced, dynamic nature of the job presents new challenges every day, making it exciting.”

Directing her energy and enthusiasm to every opportunity, Wan successfully moved up through UBS, having the chance to travel around the world to market Asian financial products. She relished these experiences as they broadened her horizons, giving her a window into how other people communicate and make investment decisions. Now as the Managing Director, Head of Markets, and Co-Head of CIB APAC at Wells Fargo, Wan channels her tenacity and drive into leading Wells Fargo’s APAC Markets business.

Shaping the Business from the Ground Up

Wan’s entrepreneurial spirit shines through when she describes her passion for leading the Wells Fargo Markets business in APAC.

“I have a full mandate to manage the client franchise in Asia. The opportunity is thrilling as it allows me to envision and shape the business we aim to create from the ground up. I love that aspect because I get to continually learn and be challenged by it.”

In addition, Wan points to the people she works with as integral to what makes her feel deeply committed in her role. She highlights the advantage of being able to recruit those who share that drive when you are in the position of starting anew.

“I always feel more energized when there are people around me who share the same passion.” She continues, “When you build a business, you have the opportunity to assemble the team, and you want to look for someone who is entrepreneurial and energetic and has the passion to enhance the business. When you get the chance to pick a team like that, people feel invested in the sense of ‘we get to do this together.’”

Setting the Right Culture

Another advantage of leading the process of developing a business and team is being able to shape the culture from the beginning. For Wan that means, “a culture of doing the right thing, of running the business, and doing what’s right for the customer and the company. The customer values partnership a lot more and are looking for a trusted party to help them really talk about how we can help them become financially successful.”

Setting an ethos of integrity not only aligns with what customers want, but it is also what members of the team want. As Wan reflects, “employees these days desire to work for a company with aligned aspirations, where they can develop personal achievements. They’re looking for meaningful goals that matter to them, and they want to work alongside people they respect and can learn from, and this particularly applies to recruiting and retaining young talent.”

As setting the right culture recruits, retains and motivates the team, it ultimately is good for business.

“A positive culture can lead to favorable P&L outcomes, as well as financial success and satisfied customers.”

Being a Leader who “Walks the Talk”

In thinking about how she creates the right culture for the business and her team, Wan points to effective communication and recognizing that you have to “walk the talk” as a leader.

“I give very candid feedback, but constructively. The team also needs to feel comfortable to embrace candor with each other in a respectful way.”

She highlights that, “this industry is all about people and the number one thing about working with people is communication. I always urge people to reflect on and improve their communication style.”

As Wan sets the tone for communication by being respectful, but constructive in her interactions, she also is purposeful in how she shows up as a leader, in some cases quite literally.

“The most important thing is that you yourself have to walk the talk. For example, after Covid, a lot of people wanted to work from home. But if you want the team to be in the office, you have to show up. You are demonstrating to them, ‘I’m here and this is why we are here: we need to talk to each other, we need to communicate, because we are on the trading floor’.”

Another example of how Wan models her expectations of others is in how she supports her team’s development.

“If you want people to really take care of junior talent on the floor, you must start with yourself. Consider how you would invest time and mentor your team members. Eventually, everyone will observe your behavior and realize that they should follow suit.”

Be Present in Everything That You Do

Wan relocated to Singapore from Hong Kong last year. Although this wasn’t the first time Wan lived in Singapore, it was the first time she made the move as a mother of three young boys. Getting a family settled while leading the APAC hub made for a busy year and Wan reflects that at times when it’s hard to find work-life balance, she puts extra effort in organizing her schedule, focusing on staying present, and engaging in doing what she committed that time to do.

“Multitasking is a myth. You have to stay focused on what you’re doing in the time that you assigned for it, and then you will find that you are a lot more efficient, therefore improving the quality of time you spend with your family and outside of work.”

Wan also prioritizes wellness and staying active and loves to connect with her kids through sports. As a family they ski, snowboard, and play golf together. She extends this passion for wellness to her work. She is a strong supporter of wellbeing and employee engagement initiatives across the region as a way to engage with her colleagues, devote time to their wellbeing, and give back to the community. Wan is the Executive Sponsor for the Diversity, Equity and Inclusion council in APAC and leads with authenticity and a style that is evident both in the office and in her recreational pursuits.

“Focusing on building the right culture is important for the entire firm. That’s why it is important for me to walk the talk and show up.”

By Jessica Robaire

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