Beth Waldman, Strategic Initiatives Leader, Genpact Risk & Analytics

Beth Waldman

Beth Waldman of Genpact Risk & Analytics says, “Sponsorship is a key thread in my career, specifically in how I was thought of and connected with people that ultimately became my managers. Sponsorship to me went on to mean trust in me and my character and knowing that an introduction is one thing and the rest is up to you. Sponsorship can really set you up for success in your role, so when you have it, take full advantage.”

Beth started her career in 2000 with a job in advertising, at a Madison Avenue agency called DDB, known for its work with major brands like Hershey’s, Johnson & Johnson and Pepsi. The Bank of New York was her primary client and she worked her way up from group assistant to account executive. Beth was recruited by them, finalizing the switching of her path to  the client side early in her career.

Beth relays how the early part of her career journey showed her how sponsorship can work, since the person who hired her in her first financial services job, saw her potential and continued to advocate for her once she was inside the bank. She comments,

“At The Bank of New York, I cut my teeth in financial services with RFP writing and some course work, then made my way into the corporate marketing organization, supporting and working on campaigns across several different lines of business including custody, alternative investments and institutional banking.”

After a short lived stint in advertising Prime Brokerage at the ill-fated Lehman Brothers, she moved into marketing in the financial services technology industry,  mostly under the umbrella of FIS (then known as SunGard). The string of experiences there of corporate marketing and communications, demand generation, re-branding, and thought leadership creation led her to Genpact in 2014.

At the start of 2019, she made a major move, inside Genpact, going from marketing to strategy in the risk practice, focusing on financial crime compliance. The remit expanded to include all risk services, whether advisory and consulting, analytics or financial crime.

Today, she is the Strategic Initiatives Leader for Genpact Risk and focuses on engagement with key industry analysts and building out a risk & analytics advisory council. She comments,

“I’ve gone from leading small to mid-size, junior to mid-level, co-located, diverse, international teams to being an individual contributor that works closely with leadership. I appreciate the independence and the massive change in dynamic as I realized I enjoy a seat at the strategy table. It is good to understand what is important to you.”

Right now, Beth is thrilled to be scaling up Genpact’s risk & analytics advisory council and she is taking a program she built from a 1.0 to a 2.0 version with the full support of practice and company leadership. She is now focused on risk in financial services, in particular, regulations for banks and other companies handling payments; controls concerning financial crime compliance are the focus, albeit indirectly, of the work of the practice team. She adds,

“With a deep dive into this industry, the work I am involved with ultimately combats terrorist financing, human trafficking, and other crimes spawned from abuse of financial institutions. There is a virtuous nature to the work at the end of the day that I’m proud to be part of.”

Relationships Matter

Beth states that she is proud of the fact she has been recruited for each professional role she has held, including a few jobs that were created expressly for her. She comments that she believes that doing a good job and then keeping in touch with her clients, colleagues and managers is useful,

“I always keep up relationships, even if it’s using LinkedIn to stay connected to sponsors of mine. I have learned and have benefited from the value of networking. At the end of the day I believe it’s based on having strong rapport with my managers, colleagues and other stakeholders. More than once, a past connection/work relationship helped secure a new role for me when the new hiring manager sought out an endorsement for me and my character and work ethic.”

Thinking about advice to her younger self, Beth reflects that she singles out one thing: to be mindful that those around us have all had their own path to get where they are. She opines that respect is a valuable currency and establishing rapport with those you work with, especially outside your immediate team is valuable and always worthy of your time.

“You never know when you may find yourself in need of a sponsor, ally or someone to coach you – whether situationally or otherwise. Managers that spent months recruiting you can leave unexpectedly and you need to stand confidently on your own inside a new organization, as soon as possible.”

What have you learned that you want to share?

“My biggest learning moment was realizing frustration was stemming from boredom, when I was no longer learning in my role; that realization gave me the courage to seek out a new role and a new way of working entirely. I now realize I need to create and to start things and make them real; I prefer to be part of the change.

“Waldman also talks about pushing back, saying no and being authoritative without being interpreted as overly aggressive, as common challenges she has had and seen in others. Further to that, often being the only woman or one of very few women in the room is the reality but it doesn’t have to be a barrier. She offers,

“Don’t shy away from some level of self-promotion and showcasing your successes. You have to have them together (like a show reel) to access when needed.” She adds,

“Lead with your gut and your knowledge; don’t be intimidated if you can’t check every box of experience. Be realistic that no one is a rock star at their job on day one.  A good attitude and willingness to get things done will serve you well. Have  confidence in your own ability.”

Walking the Talk- role models to reality

Waldman admits that earlier in her career, any time she saw woman in a leadership position in the many financial institutions or other large companies she has worked for, she couldn’t help but gravitate towards them as she found female role models helpful.  She wants to pay it forward herself and is currently part of the Women’s Leadership Program for AVP level women across her company of nearly 100,000.

“There are over 300 of us to start, with 30 ultimately making the final phase into a VP promotional pool of candidates. It’s my second leadership course for this band level at Genpact. In prior organizations, I was nominated for and took full advantage of various leadership and other programs. More than once I was sent to presentation-focused classes, where you had to present on camera and live in front of a room of people you were meeting for the first time.”

Outside of work, after a 30 year hiatus, Beth is playing piano again, taking lessons with her daughters who are eight and six. She enjoys travel and recently, she and her husband made it to Red Rocks in Colorado to see live music and states that her ultimate adventures are those with their children; skiing with her family being is her latest and greatest proud parent moment.

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Kate Ulrich Saracene, Partner, Katten

 

Kate Ulrich Saracene“You cannot map out your career; you have to respond to opportunities and obstacles as they appear,” says Katten’s Kate Ulrich Saracene.

While it helps to have goals, trying to adhere too closely to a roadmap can actually make you feel frustrated and overwhelmed. But being flexible can open doors, she finds.

For example, three years ago, she never imagined she would be a practice group leader for a law firm headquartered in Chicago while working remotely from her home in Rochester, New York. In light of the non-traditional path she took on her journey, her achievements shine even brighter.

Forging Her Own Way

What Saracene has found to be beneficial is the flexible work arrangement she has at the firm that allows her to work remotely from upstate New York where she lives with her two teenage children. She commutes to the Chicago and New York City offices a little less than half the time. “While my workday flexes from 6 a.m. to midnight, it has enabled me to be a better parent when I’m home,” she says.

The arrangement has been so successful, and has since attracted another partner to join her team at Katten. “Because the firm has been so flexible, I’ve been able to recruit talented people whom I’ve worked within the past, allowing the group to grow organically,” Saracene said.

As Saracene puts it, her career path from human resources professional to leader of Katten’s Employee Benefits and Executive Compensation practice was not typical.

After graduating from Cornell University with a bachelor’s degree in industrial and labor relations, she worked for Xerox as a labor relations specialist in Rochester, NY. When she was accepted to law school a few years later, she transferred to Xerox corporate headquarters in Stamford, Conn. and worked part-time as an employee benefits analyst while attending Yale. Once she received her law degree, she joined a law firm as an associate, counseling clients on labor and employment laws and drafting policies for employee handbooks among other responsibilities. Following the birth of her first child, she returned to Xerox for four years in a human resources position, enabling her to work part-time while maintaining a manager title.

Saracene never saw the job switch as a setback in her career; in fact, she believes this stint working in corporate employee benefits has been advantageous for her clients, as she better understands their needs. “I have walked in their shoes and speak their language, and I understand the operational things they need to be aware of and the consequences of my advice,” Saracene said.

She continued to work part-time for 13 years, eventually finding her way back to the law as an employee benefits attorney at her former law firm and serving as counsel advising clients on the complexities of laws and regulations for retirement, welfare and compensation plans. This transition to a tax counseling practice, from her prior legal stint as a labor and employment counselor and litigator, was the key that allowed her to move back to law firm life but with a schedule that was more predictable and manageable while she raised young children.

When the Affordable Care Act was signed into law in 2010, Saracene became quite familiar with all the regulations, requirements and provisions of the legislation, turning herself into an authority on the topic who was regularly quoted providing legal analysis to national media publications and became a sought-after speaker on the subject. Saracene stepped off the partner track for three years after transitioning back to private practice but asked to be put back on in 2012 and within 18 months was named a partner. She joined Katten in 2017.

And therein lies a key to success that she shares with young associates: One path to moving up is to find a new area of the law where you are on equal footing with everyone else despite their experience, learn it and own it. If you are willing to tackle something new and master it, you can be an invaluable resource to your firm and clients.

Embracing Well-Being in her Personal and Professional Life

Over the years, Saracene has seen the importance of health and wellbeing. After becoming an avid yoga practitioner and then a yoga and meditation instructor, she has found ways to incorporate the benefits of those practices into the legal community.

For example, she is working with the local bar association on teaching mindfulness, where participants can earn ethics credits as she focuses on the brain science behind it and how the techniques can create a more successful lawyer ‘“ more calm and composed, able to think more deliberately and better manage clients and their expectations. “It’s become a passion of mine that I have been able to share with the law community and Katten specifically,” Saracene says.

Saracene has become integrally involved in launching a firm wellness initiative called Katten Well-Being 360 to provide attorneys and business professionals with resources aimed at encouraging greater attention to mental and physical health. She is vocal about the needs of attorneys, and that initiative now brings wellness-related items like aromatherapy stress balls to recruiting events, and she recently led a meditation session at a new partner orientation. “We are trying to work it into the fabric of the culture,” she says.

Regarding other aspects of wellness, she has learned that you have to think carefully about how to commit your time and therefore recommends outsourcing tasks that may not be a high priority or have a direct benefit for you personally doing them. For example, she is happy to have someone help around the house or to run errands, but she’s more reluctant to give up driving her kids to school or activities as that can be important together time.

“It’s always going to be challenging for moms to try to be the best parent possible while still being the best lawyer possible. It requires sacrifice, but the key is to look at things over a long horizon,” Saracene says, noting that there were times when her kids have seen her less because she’s more involved in her career, and times when she’s been less focused on her career because of her children. Her new remote work arrangement has helped her strike the right balance.

And as they get older, she finds new ways to be present in their lives. One of her favorite “escapes” has been combining philanthropy with travel. Volunteering with the International Fund for Economic Development (IFED), she has trekked to remote areas ‘“ introducing after-school programs in Paraguay and helping coordinate efforts to improve conditions at an orphanage in Bali ‘“ through a program championed by a former mentor at her law firm and his wife that they took on as a retirement project. This year, her son plans to join her on an IFED trip. “Everything comes full circle. He helped me build my career, and now his good works are allowing us to give back together.”

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Erica Klinkowize, Managing Director, Global FICC ETF Trading, Bank of America

Erica KlinkowizeErica Klinkowize began her career in finance at Goldman Sachs in 2003 and for over a decade, she had various roles that focused primarily on Liquidity.

In July 2014, she made the leap to Bank of America and continued to work in the Liquidity space within Treasury until April 2019. After almost 20 years into her career, Erica shifted her focus from Liquidity and Treasury to Global Markets at Bank of America.

“I have spent the past 8 months building out the central Fixed Income ETF trading desk. While it was an extremely difficult decision to switch directions as it’s easier to stick with what you know, at the heart of it, this was a, likely, once in a lifetime prospect that I could not pass up. The opportunity to build out a new trading business at a world-class organization does not come along very often. To be offered the opportunity to co-lead the effort was, and still is, an honor.”

She comments that this experience has added a whole new set of skills to her personal and professional toolkit and has reinvigorated her for the challenges that lie ahead.

Learning Opportunities

Klinkowize, at the exact time of the financial crisis, began the Executive MBA program at Columbia Business School while working in the Securities Division at Goldman Sachs. These simultaneous experiences had a powerful impact on her and she comments that the combination of the two during this tough time “further framed my worldview and gave me a lasting perspective as I experienced the crisis at the forefront and, further, saw the crisis through the eyes of my classmates, over 50% of whom did not work in Finance.” During the crisis, Erica was part of the firm’s front line response to raising liquidity, and thereafter, experienced and helped shape the internal and industry change that comes after an event such as this. At the same time, she experienced the perspectives of her EMBA classmates, many of whom developed stark views of the Finance industry as a whole. She says, “Living through this permanently altered how I approach challenges at work, and provided me with a deeper understanding of what it means to manage risks. Further, I am grateful for the diversity of perspective my classmates provided me. While it was challenging to hear many of their views and personal experiences, in the end, it showed me the immense value garnered from consistently incorporating outside viewpoints into a decision-making process.”

Networking Matters

When Erica moved to Bank of America, she made a commitment to herself that she would focus on building support networks at the Bank.

“I am quite proud of the ongoing mentorship and sponsorship relationships I have been able to cultivate since I joined more than 5 years ago. I truly benefit from these consistent interactions, regardless of corporate title. It’s so important for us all to feel supported and connected in the workplace and to have a safe space to go vent, seek advice, or laugh. We can all benefit from hearing about each other’s successes and challenges and realizing other points of view. Through these interactions, we become grounded as humans and are reminded that we have more similarities than differences.”

When asked what is the one thing you know now that you wish you had known when you were first starting your career? She offers,

“I wish had known how to consistently return to a sense of serenity within the chaos, and that sometimes silence and observation are more powerful than words.”

She goes on to say how her start in finance was somewhat briefly detoured: she had secured a dream job working for Deloitte Consulting doing systems and business consulting right out of college but received a call that the company was pushing back the start date of her analyst class to January of 2002 due to the economic downturn that occurred as a result of the tech start-up meltdown of that era. She decided to take advantage of that time and worked at a job that still resonates with her. She relays,

“I ran the front desk of my dad’s dental office for a month. I never would have had that opportunity had Deloitte not given me some extra time and money. Almost 20 years later, and I can still remember details of the experience which I am sure have altered how I interact with people working in customer service.”

The decision to take a different path is very poignant as, later that year, the tragedy of 9/11/2001 struck and, she shares that if she had started at Deloitte on the original date, she would have been at the World Financial Center when the planes hit. Instead, she was sitting in her apartment in midtown, having moved in the weekend before. She comments,

“I believe that was the first time I truly understood how much of our careers and our lives are beyond our control and that we should look for the lessons in each experience, even if it takes decades to find them.”

When asked what advice would you give to young women entering this industry? Erica candidly answered that she advises young women to create support networks as soon as possible within the bank.

“Join Bank sponsored networks and seek out mentors immediately. Keep the consistency of these relationships no matter how busy you are with your day job. Take on a little bit more work in one of these organizations or do a favor for a mentor. You will not only feel more connected and supported as you go through the ups and downs of your career, but you will also likely gain sponsors who are critical to your success.”

She added that advice for her peers is exactly what she reminds herself to do as well.

“Seek out camaraderie, friendship, and support at work and give it back as much as you can. Remember to find laughter. Don’t be afraid to hold people to your high standards.” She continues,

“Don’t be afraid to continue to try new things and learn. Ask questions when appropriate. Try not to be so hard on yourself to have it all, all of the time. Remember to drink water and exercise. Take deep breaths. And remember to be compassionate to yourself the way you would be to a friend.”

Upon reflection around the career navigation journey, she believes that having a true sponsor is the key to getting promoted quicker, or even helping get back on track when one’s career takes a detour. She states,

“Once I truly understood what it meant to have sponsors and how to maintain sponsorship, I was able to more easily navigate difficult situations at work leveraging these relationships, and I was surprised at how beneficial they became when I was looking to make transitions. It’s critical to have senior people who will proactively support you when it comes down to a management decision about your career.”

For the past five years, Erica states she has been fortunate to co-lead a group of 10 women as part of a grassroots effort at the company that aims to connect women across the organization and provide ongoing support throughout their careers. She mentions that the success of these groups is dependent on the commitment of the leaders and the members to show up on a monthly basis. The interactions are in person and entirely confidential. Each group takes on its own format and agenda as needed, but there is a central repository for groups to share a myriad of discussion topics. She enjoys the group and finds that within a few months, the groups form their own identities which garners natural commitment from its leaders and members.

She adds, “My prior group maintained the same core group of women for 4 years and we provided each other with consistent and honest personal and professional support, and we became committed to each other’s successes.”

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The “Big Rock, Pebble, Sand” Analogy – and Other Tips for Success

Holly Batchelor-Anisha George-Meyanna Jiang

Meyanna Jiang, Anisha George, and Holly Batchelor

Three colleagues on growing as a leader, connecting with mentors and “managing up.”

In the December edition of The Glass Hammer, three colleagues at Goldman Sachs delve deep, sharing their best practices for success – ranging from thinking strategically and helping to further their teams’ goals to balancing competing priorities and “managing up.” Meet the interviewees and hear their take:

· Holly Batchelor is a vice president in Securities, based in Hong Kong

· Anisha George is an associate in Compliance, based in Bengaluru

· Meyanna Jiang is a vice president in Controllers, based in New York

Reflecting on your career at Goldman Sachs to date, what advice would you share with individuals just starting out?

· Meyanna: Be curious in your work, and look for ways to keep yourself challenged. I try to do one thing that scares me each week, whether it be public speaking, or volunteering for a project that I might not know much about.

· Holly: The ability to grow and nurture your network is invaluable – you might not realize it now, but the people you work with and get to know at the beginning of your career can be hugely influential and helpful later on.

· Anisha: I have found that projects others were not interested in working on ultimately had the biggest impact on my career. In addition, I would remind others that each individual has a unique journey – everyone’s path to success is different. I have learned to find joy and meaning in my own journey by setting personal goals and working to achieve them.

What actions do you take throughout your day to ensure you’re best helping your team and furthering its mission and strategy?

· Holly: I try to share as much information as possible with my team and keep everyone in the loop. Work is more enjoyable and fulfilling when you know why you’re working on a task, and are aware of the strategy you’re helping to implement.

· Meyanna: When I introduce a new project or task for my team, I aim to provide sufficient context by explaining how this deliverable supports our firmwide or divisional strategy.

How do you allocate time for both strategic thinking and execution in your role?

· Holly: Knowledge is power. Having a sense of what the market looks like and what our competitors are doing allows me to develop a strategy for my team and our plan for execution.

· Meyanna: I like to think of this as “zooming in” and “zooming out.” If the CEO stopped by your desk while you were in the middle of analyzing millions of rows of data and asked, “What are you working on?” how would you respond in a sentence or two? This exercise helps me think strategically.

What recommendations do you have for balancing competing priorities?

· Holly: To-do lists! It’s important to stay on top of priority projects, even as things pop up that require immediate attention. I often use the “big rock, pebble, sand” analogy when thinking about what I need to set aside time for: the big rocks are my major tasks and strategic initiatives, the pebbles are shorter-term tasks of lesser importance, and the sand is minor tasks that aren’t essential to my success.

· Meyanna: Stay organized, whether it’s adding calendar reminders, writing to-do lists, or color-coding emails to help you stay on track. I also remind my team that it’s okay to push back on requests or to say “no” when needed. Unless you speak up, no one will know that you need help.

· Anisha: It’s important to remember that having a fulfilling life outside of work helps your career and your work product. It might seem unrelated, but I think you can bring a more positive energy to the office when you have personal interests that also motivate you.

Any lessons learned on the importance of delegating?

· Meyanna: I’ve learned that the worst thing you can do as a manager is to delegate a task and then take it back, because this demotivates the team and makes them feel like their work is not valued. I’ve also learned that I need to provide “air cover” and give enough space for my team members to fail safely.

· Anisha: I used to dislike delegating because it required me to put in extra time and effort, but over time I realized that I would not be half as successful as I am today if every leader who invested in me had felt the same way about delegating. You can’t lead if no one is following.

· Holly: Delegation gives you the capacity to stretch further to build your business, and it allows you to effectively train and coach the colleagues whom you are delegating work to. Delegating work to others also allows for greater diversity of thought and experience, which often leads to better solutions.

How do you “manage up” with senior stakeholders?

· Anisha: Before meeting senior stakeholders I make sure to always prepare – people want to feel that their time is being valued, and adequate preparation helps shape and inform your conversation. When you have a strong agenda and follow-up plan when connecting with stakeholders, “managing up” just happens.

· Holly: First, you need to identify who your stakeholders are and what is important for them. Then, determine how they like to be kept up to date – do they prefer face-to-face catch ups, e-mail summaries, a full business plan? Adapting your style to match theirs will have much more of an impact.

Do you have a mentor or sponsor? If so, how do you make the most of your conversations with them?

· Holly: I have mentors within and outside of the firm that I often reach out to for advice. I put notes in my calendar to schedule catch-ups with them in order to nurture the relationship, just as you would with a client or stakeholder in your business.

· Meyanna: I have relationships with both mentors and sponsors, and many of these connections have formed organically. Managers can be a great resource, too – they have introduced me to contacts in their networks. Prior to each conversation with them, I write down a few topics for discussion, such as challenges in my day job or planning for the next step in my career.

· Anisha: I have more than one mentor because I value receiving guidance from different stakeholders. My mentors have diverse perspectives and push me to evaluate situations in different ways.

Have you participated in mobility? Do you have any advice for colleagues interested in either switching roles or offices?

· Meyanna: If you are exploring a role switch, raise your hand. Mention to your manager or mentor that you are interested in learning more about a certain business or working in a different location. It is easier for them to help you if they know your interests. In the meantime, continue being a rock star in your current role and look for ways to give yourself exposure to areas you are interested in.

· Anisha: I recently accepted a new role in Goldman Sachs Asset Management and will be relocating from Bengaluru to Dublin in January. The best advice I received when I was considering mobility was to focus on “What?” and “Why?” – meaning, “What do you want to do long-term?” and “Why do you want to move?” Once you have answered these questions, your options will become more clear.

Do you have a personal development plan to keep yourself accountable?

· Meyanna: I recommend writing down your goals. My last set of short- and long-term goals were written on a post-it note stuck to a bar of chocolate. (My team knows I always keep chocolate at my desk.) As I slowly finished the chocolate bar, I found that I was able to complete my goals over time. In addition, I find that it is helpful to share your goals with a buddy, who can help hold you accountable.

· Holly: In the early stages of my career I didn’t have any plan other to absorb as much information as possible. That hasn’t changed, but I now also set career goals with deadlines based on discussions I have with my mentors and stakeholders – incorporating their input is important in order to set realistic goals.

· Anisha: I think about where I want to be in one year and in 10 years, and develop my short- and long-term plans to achieve those goals. It’s necessary to also be nimble and update your goals as your world evolves.

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Change Leader: Deborah Lorenzen, Managing Director, Head of Enterprise Data Governance, State Street

Deb LorenzenDeborah Lorenzen is the head of Enterprise Data Governance at State Street. We caught up with her to discuss what is energizing her as we enter 2020 and what she hopes to achieve for herself and for others as a change leader for women in the workplace.

Nicki from theglasshammer (NG): Deb, we have profiled you before and you have attended as a panelist some of our career events over the years. I have always held you in high esteem as someone who walks the talk when it comes to helping other women and as a change leader for systemic issues. What lessons have you learned from 2019 and this decade generally to take into 2020 and the next decade?

Deb Lorenzen (DL): If you really want it you have to keep after it, even when it is hard. You just have to keep turning up for the fight. That said, if you are not having fun anymore, quit. That might sound blunt, but honestly, if you aren’t finding joy in what you spend much of your life doing you won’t be successful. So stop, regroup, and find the thing that gives you joy.

From a job title perspective my career path looks non-linear. I’ve always been curious about the next challenge. The strong thread that has held it together is executing on strategic change programs, whether that was acquisition or divestiture, global operating model changes, launching a new product or service into the market or closing down something that wasn’t successful, as well as the inevitable regulatory change. Diving into these change opportunities has provided the chance for me to live and work around the world, provided value to the firms and people who have been part of these efforts, and fed my own leadership journey into how operating models and organizations work.

NG: What excites you about 2020?

DL: In January 2020 I will begin teaching my first MBA course, an elective titled Executing Strategic Change at Providence College. Having spent much of my career driving major change programs it is exciting to pull all of those examples back out to consider what made them successful, and what I would do differently in hindsight. I’m looking forward to the exchange of ideas with a group of future thought leaders. Preparing the course has also been a good reminder of how much has been accomplished during my career.

NG: What trends in your industry are of particular interest to you?

DL: Right now, my focus is on Data Governance and how we help long-standing firms make the shift from application-oriented architecture to properly data-driven architecture. This is the classic example of a strategic change program where we are trying to change the engine and the tires of the bus while still driving down the highway. Fortunately, we have a fantastic team who are all focused on getting this done, and we have leadership in place who both understand what we need to do and are driving resources into place to support our goals.

NG: What is the one thing you know now that you wish you had known when you were first starting your career?

DL: There are so many things I wish I had known. Having grown up in a rural environment with more cows than people, there were very few accessible role models for working in the global financial markets so I couldn’t even have articulated that was what I wanted to do. In hindsight, I wish I had known all of this existed much earlier than I did. These days I spend as much time as I can mentoring new entrants to the financial world on how things work – how you manage salary and benefit negotiations, which lines of business or functional roles give you the most opportunity, how you find out what they are saying about you when you are not in the room so you can do something about the perception. There is no rocket science inherent to these lessons for readers of Glass Hammer, just value in remembering to ‘each one – reach one’ whenever we have the chance.

NG: What, if any, are the main barriers to success and/or challenges for women in your industry?

DL: I used to say that in New York there is so much competition they will take you out for any excuse they can find. I still believe that is true today, and not just in New York. The thing we have to keep working at diligently is making sure the successful excuses aren’t based in gender bias. Ensuring leadership understands inclusion also helps; tying compensation to actual progress is useful but imperfect. Putting daylight on hiring practices, promotion processes and open opportunities is useful as it forces leaders to think through their decisions in a different way.

NG: What advice would you give to young women in the industry or thinking about entering the industry?

DL: For new entrants I would tell them to just go for it. They shouldn’t listen too long to the stories from my generation because the rules ARE actually different now and they shouldn’t get bogged down in our histories. Newer entrants should use the network available – those of us who have been at it for 20+ years – as for the most part we’ll tell you anything you want to know about how the industry works. If we were to change anything we should simply dedicate more support to the next generation. We’re standing on the shoulders of giants ourselves, and we should give the next generation a hand up.

NG: What bright spots are there for gender equity at work?

DL: Working in the finance I learned long ago to ‘follow the money.’ On that front, the movement of institutional money toward Environment Social Governance (ESG) over the past few years is hugely gratifying. The impact is being seen right now in movement toward gender inclusion on Boards as well as investment in firms that reflect ESG goals and inclusive teams. The leverage available by focusing Institutional funds – pension plans in particular – toward ‘good’ goals is helping to make meaningful improvements in the marketplace.. At State Street we are helping to lead the move toward ESG by providing knowledge and infrastructure.

More locally, State Street has a group of ‘Leading Women’ made up of Executive Vice Presidents. They have been doing a great job of being visible and offering their wisdom and experience through lunches and speakers series. They represent a fantastic group of role models and the activities they are driving are helping to inspire a new generation of leaders.

NG: Outside of work, what is ‘sparking joy’?

DL: One of my joys is sitting on the Advisory Board for Global Female Leaders, an annual economic summit in Berlin where we join leading women from around the world representing politics, business and philanthropy to discuss the geo-political landscape and economic trends. Not only do I get to spend one long weekend each year surrounded by some of the most amazing women I’ve ever met, but I’ve also developed relationships that have provided insight and opportunity, as well as the confidence, to extend my life’s work in new directions.

On the personal front, our house is incredibly active right now, with three school-age children and all of the activities that brings, feet in two countries (my husband is Danish and I’m from California), and a full-time career. Teaching in the Providence MBA program will keep my mind active in the Spring. Beyond that I’m coaching 5th grade travel basketball as well as sitting on the Board of the travel program, and I’m co-leader of a Junior Girl Scout Troop. We are, at the behest of my eldest, fostering dogs for a rescue program here in Massachusetts, and have three puppies we began fostering at 7 days old thriving in the corner of her bedroom.

My hopes for the coming decade are to watch my children’s generation finish their education and enter a workforce that is more inclusive than we have today, with a set of clear rules for the game that are the same for everyone – a big ask, I know. For my part, my shoulder will still be on the wheel, mentoring, teaching, working, speaking truth to power about how it still is and what needs to change. And if culture can be defined as ‘how you get things done around here,’ I’ll continue driving for the continuous improvement of an inclusive culture.

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Mover and Shaker Q&A: Alpa Lally, Vice President of Data Business, Experian

Alpa LallyAlpa joined Experian in 2012 as an MBA program participant after initially working in the civil and structural engineering field in Canada and the US. After completing her program rotation she joined Experian’s North America Consumer Information Services (CIS) business as a Director of Prospecting. In 2015, Alpa joined the Global team as a Vice President of Strategy and in 2016, she joined the EITS organization to lead the Application Programming Interface (API) Centre of Excellence team. Most recently she joined the Experian Consumer Information Services to run the Data Business in North America, where she is responsible for product management related to Experian’s core and alternative data assets, including credit scoring models and tools. Additionally, Alpa is the Women in Experian (WiE) EITS ambassador, the sponsor of the Namaste Employee Resource Group (ERG) and is considered a thought leader in the industry by participating in speaking engagements globally. We caught up with her to learn how she is helping consumers gain access to the financial services that they need in her role at Experian.

TGH (theglasshammer): What are you working on right now?

AL (Alpa Lally): I oversee the products and scores at Experian. I feel lucky to be helping people access the credit they need while helping lenders make smarter decisions. We recently launched Experian Lift, a new scoring model that helps lenders score credit invisibles and people with a limited credit history. For the 40 million people who are currently viewed as unscoreable to a lender, this is a big deal. People who are new to this country, just getting their financial feet wet, or are recovering from a significant life-changing event may not have the traditional credit history typically used to assess creditworthiness and Experian Lift is our latest example of our commitment to help them get access to the financial services they need.

TGH: Where does your passion for this topic come from?

AL: My passion for improving financial access really comes from my own personal experiences and challenges that I have faced with credit access. I’m originally from Canada and immigrated to the U.S. When I moved, none of my positive credit history came along with me, so I had to start building my credit history from scratch. Proving you are a good credit risk to a lender when you have no traditional credit history is a real challenge and it’s a reality many people face.

Later in life, I also went through a major life-changing event: I got a divorce. This meant I was removed from joint credit accounts and was facing a lot of new debt. Because of these major life events, there were times that I had to rely on alternative forms of lending with high interest rates since I did not qualify for traditional, more affordable credit. My experiences fuel my passion to help people get the financial services they need when they need them.

TGH: What is the biggest challenge you face in your mission?

AL: One of the biggest challenges we face in the mission to improve financial health is that there is still a certain level of hesitation people have in sharing their own data. From where I sit, I’ve seen the benefits sharing data can have on a person’s ability to access many of the things we take for granted in life, such as qualifying for a loan for a new car.
As our technologies continue to evolve, I am able to see firsthand how sharing additional data has impacted many of the one million customers who have signed up for Experian Boost since we first launched six months ago. With this new product, for the first-time people have the opportunity to contribute information directly to their credit report. I’ve seen how many have boosted their score instantly by adding their positive cell phone, cable, utility and mobile phone payments to their report. As this trend continues and we see new tools like this creating a meaningful impact, I think more and more people will understand the value sharing data can create in their own lives because it not only has the potential to increase your credit score, it can allow consumers to get better access to credit for things they might need, like a car or personal loan.

TGH: What is your most recent success?

AL: I’d have to say my role in helping launch Experian Lift and its go to market strategy and the continued support of Experian Boost are my most recent successes. I feel good about these initiatives because an individual has never been able to directly impact the information included on their credit report until Experian Boost. Being a part of this groundbreaking tool was a proud moment for me both personally and professionally. Because it was such a new concept, there was a lot at stake, and we were unsure how people would respond. The results we’ve seen to date confirm that when we put financial health the heart of what we do, we have an opportunity to make really amazing things happen for people and businesses.

TGH: What is the one thing you know now that you wish you had known when you were first starting this endeavor?

AL: It is okay to stumble, and you will. No launch, pitch, or new innovation goes off without a hiccup or two so your ability to push forward is vital. To achieve this, you need to have constant feedback and a team that is in it together.

TGH: What is your advice for other women who have a challenge they wish to pursue?

AL: Go for it! I think as women we tend to overanalyze and overthink our actions. There’s never going to be a perfect time to pursue a challenge or a new endeavor. Women should also feel empowered to look for mentors and successful professionals in the industry and ask their advice. I’ve gained a lot from being mentored and mentoring others. In either situation, I always have key takeaways that I find help me both personally and professionally.

I also recommend getting actively involved at your organization. At Experian, we celebrate the diversity of ideas and backgrounds across our company. I have actively embraced our Employee Resource Groups and participated in events and initiatives such as International Women’s Day, Diwali, Lunar New Year, Hispanic Heritage Month, Pride and Veterans Day, among others. These employee groups are a great place to feel a sense of belonging and connect with people across the company with different backgrounds. It can be really beneficial to have these networks and relationships in place throughout your career as some of these people will be the ones you go to when you hit roadblocks and need help or advice.

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Voice of Experience: Madelyn Caple, Head of Wholesale Partnerships and Business Development, Wells Fargo Wealth & Investment Management

Madelyn CapleBeing a leader in the wealth management industry can be lonely for women at times, but don’t give up, says Madelyn Caple, Head of Wholesale Partnerships and Business Development for Wells Fargo Wealth & Investment Management.

“It’s important for senior female leaders to continue to mentor and coach,” she says. “It can be lonely and competitive in this industry, and women tap out because they think they can’t do it all. But I am so glad I stuck with it. Sometimes it was hard to be there to chaperone a school field trip, but in the end, I know I made the right decision.”

She says that she is most proud of is where she is today, having raised two children and achieved balance. “Sometimes it was hard to be there to chaperone a school field trip, for example, but in the end, I know I made the right decision. It was as important to me to be a mom and wife as to be successful in my field.”

Moving For New Opportunities

For the past three decades, Caple has served in client-facing positions with Wells Fargo and its legacy companies. Since being named to the role of Head of Wholesale Partnerships and Business Development in August, Caple has been focused on talking to different stakeholders in Wells Fargo and understanding what’s important to them and their clients. “You have to always keep the client at the center of what you’re building, because they expect us to be collaborative and show up together,” she says.

Prior to this appointment, Caple had served as Regional Managing Director for the Carolina West Region of Wells Fargo Private Bank, based in Charlotte, where she moved after several positions in Florida with the bank. While she moved frequently early in her career, it helped propel her to opportunities that she otherwise wouldn’t have had. “Being curious and willing to take a challenge can separate you from others,” Caple says. Although once she arrived in Charlotte in 2004, she realized that the opportunities were plentiful, and there she stayed.

She started in the corporate bank, but recognized that the newer wealth segment was a good fit for her skills and interests. “I realized I liked dealing with personal situations and helping my clients find solutions,” she says. To augment her B.S. degree in Finance and Real Estate from Florida State University, Caple earned the CERTIFIED FINANCIAL PLANNER™ professional designation.

One of the lessons Caple has learned is the power of networking. Given her tenure with the company, she had the advantage of having a strong network of contacts. As she says, you never want to burn a bridge, since what goes around comes around. “Ten years later you might find yourself sitting together on the same side of an opportunity or even on different sides. You have to always do what’s right and show respect for people.”

That collaboration shouldn’t stop as you climb the ladder, either, she says, adding that it’s important to continue to support one another outwardly. If someone puts an idea on the table, offer constructive feedback and try to move it forward with colleagues.

Finding Meaning In Philanthropy

An active volunteer, Caple finds her philanthropic work to be incredibly fulfilling. She participates in many organizations, and her passion is in public education and its role as an equalizer. With both of her parents from rural Mississippi, she saw firsthand how an education allows you to distinguish yourself. She sits on the board of Central Piedmont Community College and recently was recognized by the United Negro College Fund as a 2019 Maya Angelou “Women Who Lead” honoree, someone whose footprints positively influence the community.

The reason for her passion is simple: “To whom much is given, much is expected. Giving fills my cup,” Caple says. “There are a lot of positive things happening in Charlotte,” she says. The bank encourages team members to volunteer their time to causes that are important to them and recently changed its matching gifts program to match volunteer time with dollars, in accordance with how today’s younger generation often prefers to donate.

Success is a Family Affair

Along with a keen sense of dedication, Caple says it’s vital to have a partner who supports your career and family ambitions. “You can’t have a full-time job in corporate America and a full-time job at home,” she notes. With one child in college and one recent college graduate, she and her husband have always loved to travel as a family. During spring break they typically took educational trips to Washington, D.C. or the Grand Canyon and still aim to find one thing a year that the four of them can do together.

In her free time, Caple loves to cook and entertain casually. Nothing is more precious to her than being in the kitchen and having her kids and their friends come in and talk about their lives and what they’re thinking about. “Now that my kids are young adults, I’m still seeking ways to continue to be impactful to them,” she says. “I feel fortunate to be at this point in my life where we’re all in a good place.”

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Voice of Experience: Mara Glaser McCahan, Partner, Katten

Mara Glaser McCahan“I would have saved myself a lot of angst if I had known earlier in my career that everyone has their own style, and I don’t have to mimic others to be successful,” says Katten Corporate Partner Mara Glaser McCahan.

For a number of years, she tried to imitate the style of successful people who surrounded her, but she realized that it wasn’t working because she wasn’t being genuine. “Once I was able to hone in on my own style and trust that my style, although different, was every bit as good as others’, I was not only more comfortable, but more successful.”

A Career Path Forged From the Start

As Glaser McCahan puts it, she was that person who always knew what she wanted to be—a corporate lawyer—even proclaiming that to her high school newspaper as her post-senior year plans. And her career as a transactional lawyer has not disappointed. She terms her path as “fairly straightforward,” having dabbled in litigation and regulatory work as a summer associate but finding her right fit during her initial corporate assignment.

Of course, since she has been practicing for more than 20 years, the path itself has taken lots of turns. For example, the types of deals that she has handled have varied greatly, depending on the fluctuations in the economy. She first began practicing in the “go-go” days of the late 1990s, when money flowed fast and furious into startups, and companies went public on projected future earnings.

Then came the tech bust, and while those transactions stopped, different deals emerged—such as distressed deals, bankruptcy deals, bridge financings and other types of transactions where someone saw an opportunity in the fallout. While the twists can be challenging, Glaser McCahan believes that is what has made her career interesting. “While many of the basic principles are applied over and over, no deal is ever the same, which makes my job enjoyable and intellectually engaging,” she says.

Being a transactional lawyer requires the ability to adapt—to different types of deals, changing market conditions, different structures and more. “You learn from every change by absorbing it and applying it to future situations, which ultimately makes you a stronger lawyer with increased wisdom and better insight to advise your client,” Glaser McCahan says. And, she adds, this experience is what makes you valuable to clients. After all, a lawyer closes many deals in any given year, while the client may only do a deal every few years so they look to their legal team for guidance.

Given that depth of experience, having to choose a professional accomplishment she’s most proud of feels to Glaser McCahan like being a parent choosing a favorite child. “Every deal requires a lot of effort, and I throw myself fully into each one, with its accompanying unique set of circumstances that require creative solutions to get them across the finish line.” In addition, she notes, transactions require coordination and teamwork to keep moving toward a common purpose, both with the client and with the internal team. “Whenever a deal I’m working on closes, it is a feeling of accomplishment that through teamwork you were able to successfully help your client achieve a goal.” But basking in the high is short-lived, as Glaser McCahan then looks forward to doing it all over again with a new deal.

Helping Bring Others Along Is a Two-Way Street

Glaser McCahan recommends that young women take ownership of their own career; rather than sitting around passively and waiting for someone to take interest in shaping their trajectory, she urges them to ask questions, show interest, request help when needed and ask to be staffed on various assignments if they desire to work with a particular senior associate, partner or client.

“The answer may not always be ‘yes,’ but if you don’t ask, you won’t get what you want,” she points out. And, even if the initial answer is “no,” it’s a way to put yourself on their radar to hopefully have your request met later. For that reason, she says it’s okay to be aggressive, while never obnoxious, of course. “I think that folks are always interested in helping others who have demonstrated that they care and are willing to put in extra effort.”

And then the onus is on professionals at upper levels to make the effort to assist those who are just starting out in their careers. She recommends thinking back to your early career, as everyone can describe instances where someone helped—by taking an interest in their career through mentoring, providing useful advice or staffing them on an important transaction or case with an important client.

The need is particularly great for women. Despite the immense strides that have been made in many traditional practices, there is still a long way to go. Glaser McCahan remembers being the only female attorney in the corporate group when she was hired 20 years ago; even though more women are choosing to practice law in areas that have been traditionally male, such as corporate, real estate and finance, the numbers remain small. And they get even smaller when you consider the number of women who choose to continue to stay on the partner track and who actually make partner. “Despite the fact that women graduates outpace men, the business professionals sitting around deal tables generally tend to be all men. Even 20 years later, I am almost always the only woman; we have to do better to get women more seats at that table.”

And that can happen by being that person who helps create a career-changing opportunity, Glaser McCahan says, acknowledging that it’s easy to get wrapped up in your own career and busy schedule, and thus forget to pause and give a helping hand. “But even the smallest act can have a profound impact and we should strive to give back.”

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Stephanie Rader, Partner, Goldman Sachs, Securities Division

Stephanie RaderStephanie Rader, head of the Distressed Sales and Bank Loan Sales Group, is a program co-sponsor of the 2019 Women’s Career Strategies Initiative (WCSI), an annual program at Goldman Sachs that provides high-performing women associates access to training sessions, resources and touchpoints with senior leaders across the firm. Associates are encouraged to develop their leadership skills, identify ways to enhance their commercial impact, evaluate the work-life equation, and manage their careers proactively. In a roundtable session hosted for WCSI participants, Rader reflected on her career at the firm and shared advice with this year’s WCSI class.

A 15-year veteran of the firm who initially began her career at Goldman Sachs as an intern, Rader started by reminding attendees to have the courage and confidence to ‘go for the ball.’

Rader shared: “As Billie Jean King said, pressure is a privilege; if you’re doing well and excelling in your current role, others will inherently begin to give you more work because they know you can deliver.”

She adds, “While being responsible for a significant number of deliverables and leading on projects can be stressful, you need to remind yourself that you’re being given a chance to excel – one that others around you might not receive – and you should take advantage of those opportunities.”

Rader, who joined the firm after graduating from Duke University with a bachelor’s degree in public policy and economics, was presented with many such opportunities during the financial crisis.

“Throughout, I jumped in and helped out with various clients, because everyone was moving so fast,” she told the WCSI Class of 2019. “I learned an incredible amount during this time period and it helped set me up for success down the line.”

Taking Advantage of Rapid Change

“If you find yourself in a moment in your career where you feel stalled, remember that things can change very fast,” Rader recalled. “Create your own luck by putting in the work and preparation now so you can take advantage of opportunities when change occurs, which it always inevitably does.”

Rader acknowledged that in the absence of change, individuals can identify other ways to present themselves as rising leaders. Her recommendation: “Be vocal in meetings with your questions and ideas, invest time developing the analysts on your teams and be the go-to expert in your space.”

Leveraging Methodical Postings

Rader, who covers both asset managers and hedge funds, also manages a team of 14 sales people. When working in a fast-paced environment, Rader highlighted the importance of ensuring your manager and stakeholders are aware of the internal and external projects you are working on. “Don’t wait until your annual feedback to connect with your manager.” She recommends scheduling a regular touchpoint and sharing a comprehensive list of your completed deliverables and ongoing projects.

“It’s so important for people to know and be aware of the work you’re doing – while we expect our colleagues and our manager to automatically know about our projects, do not assume they are aware of what you are working on unless you post them directly.”

The Work-Life Equation

“At different points in your career you’re going to need different things, whether that’s time to adjust to being a new mom, caring for a parent, or tending to your own health,” Rader reflected. “While it’s good to make plans and set goals, both our professional and personal lives can take unexpected turns. Be flexible in adjusting course, be patient with yourself and don’t be afraid to ask for help.”

As a mom to a six-year-old and one-year-old, Rader told participants she tries to be fully invested in the present moment in order to maximize her time at work and her time at home: “When I’m at work, I’m completely plugged into the desk and work as efficiently as possible. When I’m at home, my kids are my priority.”

Reflecting on Goldman Sachs’ work environment since she joined in 2004, Rader notes, “Managers recognize now that if you’re happy outside of Goldman Sachs, you’re going to be more productive when you’re at the office – as a result I think our culture has become more flexible and inclusive over time.”

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Voice of Experience: Elyse Lesley, U.S. Consumer Partnerships and Franchise Development, Citi

Elyse LesleyAdvocacy matters, says Citi’s Elyse Lesley.

“When I started, I placed more of a premium on what I did than the people I worked for, but I have realized throughout my career that ultimately advocacy is the magic that will get you to the places you want to be,” she says. “Your advocates may tell you things you don’t want to hear, but those moments will help you get out of your comfort zone and take the chances that allow you to learn and grow. Those are the people you need in closed door forums, pounding the table for you before others even know who you are.”

A Career Path Built On Diverse Experiences

After graduate school Lesley went into consulting, which she found to be an unmatched experience; as she notes, there aren’t many jobs where you get to experience such a diversified slate of issues and companies and actually sit at leadership tables. “When I worked as a consultant, it was almost as though I was earning a second graduate degree. I learned how to deconstruct problems and talk confidently with professionals who were a decade or two older than I was,” she says.

While she believes it’s a top way to broaden your skillsets, she eventually decided to leave consulting and focus on a career in financial services. Lesley was looking for an opportunity that would allow her to do interesting consumer-facing work while also providing a platform to build out a long-term career.

Over the years she has worn many different hats and taken on varying responsibilities charting overall strategy; helping develop a retail business; offering insight into segment value propositions; building and deploying new product solutions; amplifying the company’s voice in the marketplace; and improving the end-to-end client experience.

“I have led a diverse set of functions over time while remaining close to the consumer, which has been fascinating and rewarding,” Lesley says. She has been with Citi for eight years in various roles and in October took on a new role leading partnerships and franchise strategies at Citi’s US Consumer Bank.

“I really appreciate that the role I have allows me to think about growth and the continued transformation of our industry,” she says.

As clients become more comfortable with opening an account and servicing it online, Lesley is currently spearheading efforts on how to scale the franchise through digital channels. She is also exploring ways for Citi to continue to build deeper relationships with its clients by leveraging data to provide personalized services and offerings that clients are looking for.

“Banking is an exciting industry especially as physical and digital continue to converge and how banks evolve to make a difference in clients’ lives and reward their loyalty. We are helping to create new product and distribution solutions that allow Citi to scale and encourage our clients to have a lifelong relationship with Citi,” she says.

An Attitude of Mentoring

When considering all of her various contributions over the years, the work Lesley is most proud of is seeing the individuals whom she has mentored subsequently achieve their professional goals. “I take intense pride in the people I have worked with over my career who are now in impressive roles. It feels good to have been part of a chapter in their career that got them to that point,” she says. “I am deeply invested in helping the people I hire and working with them to achieve their aspirations.”

Lesley sees that one of the biggest challenges in the financial services industry as a whole continues to be representation. “We need to have more women at senior levels of organizations in every industry to ultimately build the gender balance we need,” she says. “While we are making progress in financial services broadly, it is slower than I would ideally like to see.”

Lesley is a proud member of Citi Women, a community of female employees at all levels working to help one another through skill-building and advice sharing. Besides encouraging internal networking, it also includes elements of training and leadership development that allows women to hone their self-advocacy skills. “I believe the knowledge we are imparting here will translate into positive outcomes for years to come,” she says.

Lesley offers several pieces of advice for women, most importantly to know what’s really important in a day, week, month or year and stack their time accordingly. “You get credit for transformative wins, but the little tasks can crowd that out. Know what matters and make that your focus.”

With three daughters and a son between the ages of 11 and three—Lesley says her current hobby is her family. “I choose to do two things well: to make a difference at Citi and achieve my career aspirations and to raise some really good human beings. For now with four young children, that’s my version of balance.”

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