Mover and Shaker: Amelie Jeangeorges, Senior Manager, Chief of Staff to the Global Human Capital Leader, PwC

Amelie JeangeorgesBy Cathie Ericson

“Be authentic, passionate and energized. Never give up as you work hard to get what you want to achieve.”

That’s the advice that Amelie Jeangeorges has for other women who want to succeed.

When Amelie first began her corporate career, she feared she might lose her personal brand and just become a ‘number’. But, at PwC, she’s found she’s only ever been encouraged to build her own personal career path and differentiate herself to create the experience she really wants.

Embracing the Challenge of an International Career

In 2009, having graduated from the French business school ICN with a Master’s degree in Finance and Business, and having completed two internships in London and Luxembourg, Amelie started a career in audit, taking on a role in the Banking Capital Markets (BCM) in Assurance at PwC France in the Paris office. After five years in France, she applied for a tour of duty in PwC’s New York office in BCM audit, where she had the opportunity to serve one of the firm’s largest global clients.

At the end of her audit tour, Amelie realized she wasn’t quite ready to return to France, and chose to pursue an additional international learning experience: supporting the Global Human Capital Partner as Chief of Staff, and helping to deliver the global human capital strategy to empower PwC people in their own careers.

Amelie’s current role is one of her proudest professional achievements to date — having the opportunity to grow personally and professionally despite living in a different cultural and working environment. “I’ve now lived in four different countries, and need to keep challenging myself to forge my path outside of my comfort zone,” she says.

“It’s not always been easy, but I’m proud of what I’ve achieved and where I am today within PwC,” she says, acknowledging that taking on this position after almost 10 years in audit has been one of the most important learning experiences and one her best decisions.

Amelie describes her current role as that of a ‘conductor,’ supporting the team to deliver the strategy and coordinate and even lead the projects.

“This experience adds another arrow to my professional quiver because I am gaining additional soft skills,” she says, noting that these are more important than ever given the rate at which technology is disrupting how we work. She believes that the future workplace will not be ‘machines versus humans’ but rather ‘humans enhanced by machines.’ Human skills such as creativity, agility, relationships and leadership will matter more than ever.

Promoting Wellbeing Throughout the Organization

Amelie sees this as an exciting time to be in human capital, as her team focuses on delivering transformational projects in a complex organizational structure.

Recently, Amelie helped launch ‘Be well, work well,’ PwC’s global initiative underscoring the business necessity of addressing wellbeing at work.

“Poor physical and mental health and a lack of personal and organizational purpose, are among the world’s most important societal problems, threatening individual resilience and business sustainability,” she says.

She believes that part of the success of ‘“Be well, work well’” is that it promotes flexibility, which increases the overall diversity, advancement and retention for all employees. The initiative looks at wellbeing not only as a physical component, but across three other dimensions — spiritual, emotional and mental.

“The right energy balance has to be a priority for women, men, parents, non-parents, different generations – everyone. I see that successful people prioritize wellbeing, making it relevant for all profiles and all geographies. It is very important that we all role model wellbeing in our respective private and professional spheres to make our life better and healthier and to appreciate each day,” Amelie says.

In pursuing her own wellbeing, Amelie has seen the importance of balance and spending time with friends and family as it allows her to disconnect from her often-intense working life.

Emulating Women Who Have It All – Success + Balance

Throughout her career, Amelie has been accompanied by key mentors who’ve helped guide her in making the right decisions and analyzing obstacles from all different angles.

“It has been critical for me to leverage their experiences and get their coaching and advice as I am building my own career,” she says, adding that being open-minded to other opportunities and keeping her relationships with her network has helped her earn sponsors who have helped her navigate her way.

There have been a number of career models who have inspired her — most notably women in senior positions, such as her current boss, Agnes Hussherr.

“The women who impress me have earned key positions with numerous responsibilities and yet continue to strive for bigger and better objectives while maintaining work-life balance.”

Initially apprehensive about gender equality and the risk of women not having the same opportunities as men, Amelie sees there have been advances, but still feels there is a lot of work to be done, and it will take time to change the culture and old principles.

“I am very passionate about this diversity topic, and I think we — women and men — should all be feminists to change our world and allow women access to the same level of responsibility with the support they need as a female, a spouse or a mother.”

She embraces diversity on the cultural level as well, given her experience of traveling around the world, which has helped her to develop her global acumen and promoted the importance of being open-minded to different cultures and diverse perspectives.

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Mover & Shaker: Irina Hossu, Vice President Finance, Corporate Payments, WEX

Irina HossuBy Cathie Ericson

Trust yourself and your gut, says WEX’ Irina Hossu.

“It’s ok to make mistakes, but you have to realize that a failure is only a failure if you don’t learn from it,” she says, adding that she realizes she has been overly hard on herself at different phases in her career.

“You tend to work to a level where you are trying to be a perfectionist, but you’ll learn more when you own your decisions and mistakes — correct them, learn from them and move on. If you’re not making any mistakes, you’re probably not working hard enough.”

She takes to heart the words of Richard Branson, who once said, “If somebody offers you an amazing opportunity but you are not sure you can do it, say yes – then learn how to do it later.” She says that’s the one piece of advice she would give: To take chances on yourself because if someone offers you this perfect experience, it’s because they see something in you, even if you don’t yet see it yourself.

A Realization of the Many Facets Her Career Path Offered

Hossu says that in her 20s, her answer to what career path she wanted to pursue would have been anything but finance and accounting, but that’s only because at the time she didn’t understand the many facets of that industry.

She started in the technology and services department of Xerox straight out of university, which she says set the trajectory for her career. She spent nine years there in six different roles that gave her ample opportunity to see all sides of the business. Although they were all under the finance umbrella, the diverse functions included promotions, product launches, sales finance, customer-facing tasks, negotiations and legal write-ups, culminating in owning her own P&L.

She followed that with a stint at a multinational beer company and then went to consumer packaged goods, where she spent five years in the professional hair and cosmetics industry. While she was responsible for finance, she also oversaw human resources, legal and supply chain. “I learned so much on the HR side, including understanding the ambiguities you will experience when managing people, which has helped me be able to look at issues and problems through a different lens and made me a better leader.”

While she was there, the company was acquired by Revlon, and she says that her greatest professional achievement was integrating the teams. “There was a genuine respect and camaraderie among the team, coupled with strong skill sets,” Hossu says. “Teams are only as strong as the weakest link, and each member went out of their way to support the others.”

It also helped her learn the valuable lesson to always hire people with different skill sets than hers, and let them run, with the outcome of a smart, cohesive team. “Along the way it has quickly become clear how important it is to have a loose general knowledge of all facets of the business, but realize that you don’t have to be the expert at everything – that the best ideas come from collaboration.”

Fifteen months ago, she joined WEX and the corporate payments industry, where she is currently focused on the travel segment and recent consolidation of key customers. She sees one important emerging trend as the need to differentiate their technology against key competitors, including looking at blockchain and how WEX can be first to market to utilize that new technology and better support customers.

While there is currently indication of competitive pressure across product offerings, pricing and technology, she feels confident that WEX will continue to hold onto its historical success as the first to offer emerging payment technologies, even as other organizations see their successes and emulate their learnings. “We have to remain nimble and listen to customers to make sure we’re offering what they want,” she says.

Believing in Yourself

In many ways, Hossu believes that women tend to be their own worst critics, both at work and home as they try to manage work/life balance.

“We need to do a better job of asking for help when we need it and giving ourselves a break,” she says. That realization came to her starkly when one leader with whom she was working made an off-the-cuff remark that he typically likes to employ women because he had recognized that they traditionally feel they have more to prove and will work harder.

She believes that increased pressure on women to be able to manage it all can sometimes be a detriment to their careers. However, Hossu believes that the current social/political climate, including the MeToo movement, will help shift focus and appreciation for the value women bring.

To help create bonds among other women at WEX, she participates in an informal quarterly Women of WEX group that meets for dinner and networking to bounce ideas off each other. In prior organizations, she has benefited from various courses directed at women in leadership.

“Female leadership tends to be different than male, as women are traditionally more emotional leaders,” which she defines as the benefit of understanding the ability to see situations as “gray,” rather than just black and white. “Women must learn how to use that skill set to their advantage,” she says.

In her own life, Hossu is currently focused on her family, as she and her husband welcomed their first child in October. “I spent the majority of my adult life focusing on my career, but to become a mom has completed me and given me a new perspective on what’s important, which will make me a better professional as well,” she says.

Even with a baby, Hossu believes that travel is still vital. Part of it is her heritage:
Her husband is Australian and she is Romanian/Canadian, and they met on a small island in Thailand. “We hope to instill in our son the importance of embracing other societies and learning to communicate with people who don’t look like you. Having a simple conversation in a culture you’re not familiar with can offer a very powerful lesson you can bring back.”

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Voice of Experience: Rebecca Marques, Shearman & Sterling LLP

Rebecca MarquesBy Cathie Ericson

When you’re first launching your career, you often feel like an imposter and can’t envision yourself in the senior position where you will eventually end up, points out Rebecca Marques, newly-elected partner in the Capital Markets practice at Shearman & Sterling.

Even though it’s fun to look back and think, “If I knew then what I know now,” that 20/20 vision wouldn’t really change anything, she says. “So much of what you learn is rooted in the process of growing up,” she says. “You show up at a law firm as your first proper job and you’re just ‘young,’ but there’s no way to skip over that confidence-building part, which only comes with experience.”

For Marques, part of that questioning was rooted in the common archetype you see of a “cookie cutter” mold of a successful executive that many young professionals, especially women, often seek to emulate.

“There’s the chance you might be more successful right off the bat if you conform to that, but it’s not necessarily best for everyone,” she says. In fact, being authentic to herself and her own style is what has contributed to Marques’ success through the specialty she settled on and the career trajectory it set her on.

Finding the Niche That Suited Her Personality

An English and Brazilian national, Marques attended college and law school in the United States and joined Shearman and Sterling’s New York office immediately after law school. She chose capital markets for her summer rotation and decided it was the place for her, entirely based on the personalities of the people working there. “There were some characters in capital markets, and I figured that meant I would be welcome there,” and indeed it ended up being the perfect fit.

Marques appreciates the client-facing and entrepreneurial aspects of her specialty, because it allows her to really get to know a business. She notes that she probably wouldn’t have lasted if she spent her days in front of a screen, churning out papers. “Although the job is legally based, there’s a large element of getting to understand the business, which is unique to capital markets,” she says.

After three years in the New York office, she transferred to London to work in a location where she had ties and wanted to grow roots. When she arrived in London, she was the only female in her group, but she has been able to see that change entirely since she’s been there.

While she’s delighted to have been elected to partnership starting just this January, for her it’s not just about the title, but more the recognition it offers that you’re succeeding in your chosen career. “Even if you know your achievements are being recognized, it’s exciting to have everyone standing behind you officially,” she says.

Transferring Her Skills to Making a Difference

And what brings her even more joy than being named partner is the variety of pro bono work she’s recently undertaken that has been applicable to her particular skills and expertise. This year the social enterprise assignment she headed, which entailed deploying micro grids to deliver power in remote areas of Africa, earned her the title of Lawyer of the Year for her pro bono work at the prestigious 2017 Thomson Reuters TrustLaw Awards.

“I felt like I was at the Oscars,” she says, as it was the last award given of the night, and everyone involved in the nomination process had been pre-interviewed for a video prepared in advance. “I had no idea I had won and then realized they had interviewed the client who had nominated me.”

While Marques sees her job as one of the most rewarding and fulfilling parts of her life, she says it’s important to find other diversions to fill the gaps, as it’s impossible to expect a job to meet all your needs. “In addition to the pro bono work, which I love, I believe that hobbies and other interests are important to help round out your work and life balance.”

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Rising Star: Sue Reager | CEO, Translate Your World

Sue Reager“People are right when they say, ‘If you fall, get back up again,’” says Sue Reager.

Her strategy after failing? To mope for a few days, then stand up and say to herself, “Okay, was the direction I was traveling worth pursuing, or should I go somewhere else? And if the destination is the same, is there another path to get there?

“It really is true that when you fall down, you just say ‘Drat!,’ and get back up again,” she says, a philosophy that has paved her successful and innovative career path.

A Varied Career, Focused on Finding the Perfect Fit

Reager’s career path has always been one of blazing her own trails, starting with becoming a professional choreographer at age 14. She started college, but midway through began teaching college instead, which she says was her first discovery that it is possible to follow a different path when you use your initiative.

After teaching her second year, she realized that the 10th year would essentially be the same as the first and she needed a new challenge, so she set her sights on a career switch and spent the next 20 years working for major media in 34 cities and 17 countries.

“I was told that it was not acceptable for women to work around the world — — however I went anyway. I would definitely never call those the ‘good old days,’,” she says, noting that was the moment that she learned she could make her own decisions, take care of herself and face the world without fear.

Along the way she discovered that because people do business in their own language, she had to study languages every night — grammar, verb conjugations, pronouns, adjectives – all the idiosyncrasies of various languages. But that can be daunting since it takes three to five years to learn to speak a language well enough to efficiently conduct business.

When she was invited to go to Korea on year 20 of her global jaunt, she realized that she didn’t want to start all over again learning a new language and instead returned to the United States determined to solve the language problem.

Opening Up a World of Possibilities

Her first step was to learn how to code, which allowed her to offer her services in code correction for major tech companies that were localizing applications into other languages, but were finding their code was altering the target language. She learned over time that the developer engineers were all making the same mistakes and that what they coded would never work in Japanese, Korean or other Asian languages. Upon further research, she determined that all of these developers were following what they had learned at the university, and the books were wrong.

That discovery led to her first invention, which was a way to localize extremely complex audio products like telephone systems without touching the code.

Then she began to help the speech industry by providing voices and special recordings that create the phonetic information required to generate text-to-speech technology. Her efforts led to her latest invention that is the successful integration of the great language companies of the world under one “roof,” resulting in truly excellent business applications that create cross-language communication.

It was around age 40 that Reager discovered she had something to offer the world that she had not yet recognized. “I am an inventor with a brilliant mind,” she says, adding that this realization was like a seismic shock. And, as she says, life has been really fun ever since, with a reason to leap out of bed every morning.

Right now her company is pioneering four inventions and three software programs designed to bridge the communication gap and thus enable one person to provide global education, customer service, tech support, medical professional language support and more effective 911 emergency services worldwide in dozens of languages.

“To me it is almost beyond exciting that using our software will allow one teacher to teach in 78 languages through live real-time subtitles,” she says. The company has also created a way for small business to attract and serve customers who speak other languages; in the past only huge companies could effectively expand globally due to the expense of translation and the need for special personnel to be hired to service those customers. Her company’s software takes over that job, enabling a small company to communicate, sell and serve around the world.

Reager’s company adds an additional focus: that of empowering wounded veterans to perform fulfilling jobs, as well as enable those who are deaf or blind to work in business on equal footing. “Our invention is revolutionary in this respect,” she says.

Moreover, they have invented a device called the “Eye-Belt” that is a belt that acts as eyes for blind people, telling them how to maneuver around obstacles. As more features are added, it will also tell the blind more about the person in front of them. “Our goal is to provide a new freedom to people who have been limited in the past,” she says.

A Company Culture Devoted to Equality

One of the reasons Reager believes her company has been so successful is because it is run on the basis of consensus, which is more of a Japanese style of doing business, and means that everyone involved needs to agree on a given direction. Anyone who feels strongly that the direction is wrong is encouraged to fight for their viewpoint, because there is probably a good reason for it.

“The concept of equality permeates our company culture,” she says. “Each voice has equal weight and equal merit, and if one person accidentally tries to overpower another, we simply pull the rug out from under them. We are very honest with each other, and we do not criticize.” Without levels of hierarchy, the lines blur between the “worker bees” and executives, eliminating commands and “royal decrees.”

This equality in the office is a perfect metaphor for the equality they are trying to create by removing language barriers around the world.

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Voice of Experience: Allison Nathan | Managing Director, Goldman Sachs

Allison NathanBy Cathie Ericson

Over the years, Goldman Sachs’ Allison Nathan has learned that although you have to be dedicated and proficient in most areas, you don’t have to excel in everything. “You have to focus on your strengths and interests and think creatively about finding opportunities to leverage them,” she says.

Reflecting upon her experience joining the research division, Nathan notes that she was one of the only people on her team that did not have a PhD in economics. However, she soon realized she had other strengths that would differentiate her and allow her to contribute to the group. Connecting the dots across research views proved to be one of them.

“It’s no coincidence that people tend to enjoy doing what they do well,” Nathan says. That knowledge led her to create an entirely new research product that has become a standalone brand.

Parlaying Her Knowledge into a New Product

Nathan joined Goldman Sachs as a first-year analyst in 1998, after earning an MA from the Johns Hopkins School of Advanced International Studies and a BA from Duke University.

Goldman Sachs had long been an aspirational firm for her, so she jumped at an opportunity to join. Since she had always had an interest in geopolitics as well as economics, she joined the commodities research team, which she found to be a great fit for those interests.

After working her way up in commodities research over 14 years, including being named a managing director, she launched a research product called “Top of Mind,” a publication that leverages both internal content from Goldman Sachs research analysts and external content from influential experts. In each issue, she and her team develop content that focuses on a specific market-moving theme, ranging from Fed balance sheet policy to trade wars to bitcoin.

“It was very rewarding to start out on a traditional path and then have the ability to create a unique opportunity that really leveraged my strengths,” she says. “I felt strongly this type of product was something we were missing, and while it was initially difficult convincing some audiences that there would be traction, the series has been consistently well-received for over five years now.”

Indeed, its success has allowed Nathan to expand Top of Mind into a thought leadership “brand,” and she is currently working on a fifth conference that is part of the publication’s evolution. Top of Mind forums are held periodically to bring the publication’s ethos of discussion and debate to life within a conference setting that features roundtable discussions with individuals from Goldman Sachs’ research division. The team also now produces a podcast series. “Offering content in different mediums has been an exciting aspect of the brand’s development,” she says.

Helping Others Build Successful Careers

Nathan has been a beneficiary of the women’s networks she has leveraged throughout her time at the firm. Recently, she has been active in Goldman Sachs’ Women’s Career Strategies Initiative (WCSI), which targets high-performing women associates to provide educational and networking opportunities. Through this program, Nathan has had the privilege of mentoring three women who have all recently been promoted.

She notes that mentoring is a powerful tool, and you should leverage your experience to mentor people who work directly for you as much as those with whom you have an arms-length relationship.

Sometimes it can be easier to work with those who aren’t direct reports, as you can be honest and know it won’t affect a day-to-day relationship, but it’s also important to invest in the women on your team, says Nathan. She also finds that while senior women tend to mentor other women, she encourages them to remember it’s also important to mentor men. “You have as much experience and knowledge and as much to offer junior people as the man sitting next to you,” she says.

While she finds that most women tend to anticipate a struggle with work/life balance, her main message is that you can have it all. “I have two kids and a husband who also works full-time. The key is that if you are good at what you do, you’ll find there are opportunities for people to give you the autonomy you need to achieve that balance.”

Much of her time outside the office is spent with her children, ages 7 and 9, but as they become older and more self-sufficient, she now has additional time to focus on other interests. To that end, she has joined the board of DreamYard, a Bronx-based non-profit that works with children to build pathways to opportunity through the arts. She says of this new experience: “I am excited to increase my involvement in DreamYard and help provide more opportunities for these talented students and their families in the Bronx community.”

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Mover and Shaker: Jessica Roy, Vice President of Corporate Marketing and Communications, WEX

By Cathie Ericson

Any successful professional will tell you that sometimes you need to rely on intuition to manage the multiple types of interpersonal situations that can arise. For WEX’s Jessica Roy, it boils down to trusting your gut the moment you identify that something is a bit off—whether it’s a feeling about how a project is being received or the sense during a conversation with a colleague that you’re just not getting your point across.

“It’s almost always intangible, because if you knew what was wrong you’d fix it,” she says. But at those times, she believes it’s more important than ever to take an extra moment to revisit the situation, candidly inviting the other party to speak up so the two of you can fix the situation rather than letting it fester.

“When you experience that nagging piece, you have to take the time to dig in to understand what may not be working well and solve it”, she says, or even agree to disagree after having the conversation. But she’s found that it’s always worth it to clarify a position rather than taking the easier way out and letting it go.

Reveling in a Career That Could Never Be Called Boring

Committing to following that intuition when needed has helped Roy progress throughout her career. Her first corporate job as the regional marketing director for outlet malls in the Northeast prepared her for anything, she says.

Among the tasks she deftly handled over the years were rescuing a nun from a locked bathroom on the Fourth of July weekend in Cape Cod; answering a call about a man who had fallen into a retaining pond in the North Conway location during the holiday season; and single-handedly emptying a luxury-brand shoe store after the bankrupt tenant fled under cover of darkness.

What did the mayhem teach her? That even though all the above incidents seemed to have nothing to do with her title of “marketing director,” they actually had everything to do with it, because each mishap offers an opportunity to create a positive customer touch point.

Her next position was what she calls “a delightful stint” in tourism marketing for her beloved home state of Maine, promoting the New England region to overseas tourists.

And now, although she’s been with WEX for 15 years, the company has experienced such rapid growth that it feels like a different job every five years, she says, adding that as WEX continues to acquire new companies and move into new verticals, her corporate position will continue to evolve and grow.

Roy is particularly excited about the rebranding she helped to oversee, with the charge to modernize the corporate brand (Wright Express), rationalize the product brands, integrate acquisition brands and complete a brand launch. During the process, she and her colleagues also renamed the company to WEX and redesigned the logo—both of which were key components in changing its positioning from a domestic fuel card business to a global payments company. “Our brand is a living, breathing, evolving entity,” Roy says.

A highlight was standing on the floor of the New York Stock Exchange when WEX went public. “There I was, in the middle of managed chaos, watching the then-CEO ringing the bell, and then our ticker symbol went live,” she recalls. “This was an amazing American moment, and I felt that I was not only witnessing but participating in the American dream. What I realized in that moment was that a small group of talented, driven people can accomplish amazing things.”

That’s the vision she continues to drive forward—currently finding incredible pleasure and challenge in integrating the products and services of two recently acquired companies into the broader WEX offerings. “It’s like a challenging jigsaw puzzle, and it is exciting to put the pieces into the right places,” she says.

Finding Meaning Outside the 9-to-5

Roy is part of WEX’s recently introduced “Women at WEX” mentorship program, which has garnered enormous interest in the company. “Obviously the need is there,” she says, based on the positive response it has received. In addition, she has benefitted from numerous other leadership programs over the years.

As a native of the tiny mill town of Madawaska, Maine—as far north as you can go without hitting Canada—Roy has taken every opportunity she can to travel the world. Among the amazing sights she’s had the pleasure of seeing are giant tortoises in the Galapagos Islands, Buddhist temples in Japan and 800-year-old hill villages in southwest France. The best part? “I’m just getting started,” she says.

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Voice of Experience: Gillian Emmett Moldowan; Counsel in the Compensation, Governance & ERISA Group; Shearman & Sterling

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By Cathie Ericson

emmettIf you don’t ask for what you want, you’re not likely to get it, says Shearman & Sterling’s Gillian Emmett Moldowan. “There’s less informal mentoring for women in law firms, and it can be harder for women to just ask for what they want, but if you fail to do so, it’s unlikely people are going to seek you out to offer what you need,” she notes.

In fact, one aspect of Shearman & Sterling she has appreciated is the strong, visible female leadership, where female partners hold key firm committee positions and regularly participate on panels as subject matter experts in all types of topics, not just those related to women. That visibility has helped her identify mentors in the firm, an important part of any career path. She finds that taking control of your own career is critical, a theme that has resonated on her own journey.

Forging Her Own Path

After graduating from law school in 2007, Moldowan took a job at the firm where she had summered, Davis Polk and Wardwell, spending eight years there, and eventually being promoted to counsel. While there she worked on a number of transformative deals, but one that stands out to her was representing Comcast in the acquisition of NBC from GE. “It really made an impact on me to have an integral leadership role in that transaction, even though I was more junior at the time.”

Moldowan eventually left Davis Polk for a role at another firm. However, while working there, she realized it wasn’t the right long-term fit and started talking with Shearman & Sterling, a firm that was the clear “right fit “ ever since she started in April. “It feels familiar, but new,” she says, with the type of work she loves to do combined with new challenges and a culture that fits her style.

“I was willing to go outside my comfort zone and take risks, leaving a very stable environment, but ultimately finding something that was the right fit,” she says, admitting that goes against her
personality as a lawyer, a group not normally know as risk takers. She enjoys the variety inherent in her position, where she might work on more than a dozen matters a day, from securities offerings to M&A transactions to executive entrances and exits on both sides. “The constant challenges keep me excited and on my toes, which is why I picked this specialty in the first place,” she says.

And, she sees that the industry is on the cusp of even more innovation, given the trend toward more activism by shareholders, who are increasingly interested in governance, compensation, workplace diversity and gender pay gap considerations.

Most notably, she sees that new tax reform could be transformative in terms of executive compensation and provide the opportunity to learn something new and be innovative. She likens it to the new regulations in executive compensation of a decade ago, when, as relative newcomer to the profession, she was given the opportunity to learn novel concepts alongside more seasoned professionals who were also coming up to speed.

Achieving Work-Life Integration

While the buzz of the moment is all about work-life balance, Moldowan chooses to embrace the spirit of integration by instead looking at life from a more holistic view. “If you love your job like I do, it’s part of your life, which makes it hard to box it separately and focus exclusively on your most immediate goals—instead you look at the long-term big picture,” she says. Of course, she notes that can be hard as a junior associate coming directly from an academic structure where everything is segmented into semesters, necessitating a focus specifically on what’s directly ahead of you.

“If you’re in a job with that mentality for too long, it becomes defeating,” she says, especially at law firms where there used to be a known trajectory in terms of timing, and it was possible to put parts of your life on hold until it happened. Now, she says, there’s so much more variability that associates need to integrate work into their overall life.

That’s why she encourages others in the profession to find something they love to do, which means that even when your schedule is crazy, you won’t feel like you’re suffering. At the same time, she encourages women not to feel disappointed in themselves if they don’t want to strive for more. “No one should ever feel stuck or perceive that they haven’t done as much as they ‘should’,” she says.

With two kids—a second grader and a kindergartener—Moldowan focuses on spending all the time she can with them. They love to explore the city; having grown up in an urban environment, they are used to walking everywhere, so she finds bringing them to the city for the day is an excellent adventure in museums and Broadway shows. They love to listen to music at home and both kids are involved in theater. Since she herself did a lot of costuming in college, their Halloween costumes are epic. Always one to lend a helping hand, Moldowan is also on the board of trustees at their school, acting as chair of the audit committee.

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Voice of Experience: Kristi Mitchem, Chief Executive Officer and Head of Wells Fargo Asset Management

Kristi's Mitchem Wells FargoWells Fargo’s Kristi Mitchem believes that women need to visibly support one another. Where a man might readily high five another man for something unremarkable, research shows that women can be more reserved in their praise. Women are naturally aligned with other women and as such, Mitchem stresses the importance of consciously and vocally “friending” one another in corporate settings. “I tell women not to come out of a meeting without commending another woman. You want her to know that it’s important that she shared her opinion,” Mitchem says. “You also want the men in the room to recognize that she has value to add. “

Erasing gender inequality is an issue that Mitchem is passionate about—particularly in Corporate America, where she’s spent her career. “If you’re a young woman coming into finance today, you don’t see a lot of successful women in elevated positions. We need to have women visible in high-level positions so young women can see what’s possible.”

As it relates to advice she gives others, Mitchem cites strong communication skills as an imperative for success. “I consistently see women who could improve their skills in the area of presence and would benefit from seeking guidance on how to talk persuasively and powerfully,” she says. “One of the most wonderful things I have realized is that it is a learned behavior that you can enhance over time.”

Weaving Her Way Around a Successful Career

Mitchem was a Fulbright Fellow in Costa Rica, and her study there ignited her interest in Latin America and her desire to flex her language muscles. One of her first positions was with CS First Boston in the firm’s Latin America Finance Group, where she split her time between New York and Mexico City, working primarily on finance assignments. After completing the analyst program, she went on to earn an M.B.A. from Stanford University and completed a summer program with Goldman Sachs, where she accepted a full-time position in the emerging markets fixed income group as a sales trader in New York City.

As her career took off, love intervened. Mitchem became engaged to someone she’d met at Stanford who was starting his own company, and given the geographic realities, she took a position on the west coast, moving from sales trading in emerging markets to equity derivatives.

It was an auspicious time given the rise of tech hedge funds coinciding with the greater predominance of index fund management, and being part of that rapidly growing business allowed Mitchem to make a name for herself. At Goldman, she was selected for a program within the firm that identified high-profile candidates and gave them specific support needed to move forward in their careers. Mitchem credits this program with helping her achieve the designation of managing director.

As Mitchem was ready to take her next career leap, family again interceded. Pregnant with her third child, she decided she needed to move away from working market hours and perennially waking up at 3:30 a.m., which can take a toll. So while she wasn’t looking to leave Goldman, per se, she knew she needed a schedule that was more sustainable.

She joined one of her chief clients, Barclays Global Investors (BGI), helping them turn around their transition management business.

“I brought in great talent, and we were cooking with gas within a year,” Mitchem says. “One of the things that defines me is that I have a lot of energy and like to move on when something is complete, and the talent is there to support it. My next thought is always ‘What’s next?’”

Her CEO asked her to take on something completely different, leading an initiative around the defined contribution (DC) market in the United States where she says she had the amazing opportunity to build a team from scratch and capitalize on this growing segment of the marketplace.

When BlackRock bought BGI, she decided it was time to move on so she joined State Street Global Advisors (SSGA) to help them grow their DC business. She was subsequently asked to take on various new roles and ended up managing all of the Americas institutional business.

While at SSGA, Mitchem achieved one of the professional accomplishments that she is most proud of, which is an intersection between a personal passion and professional opportunity. That came in the form of an ETF launched in 2016 that invested in companies in the Russell 1000 committed to making progress in terms of gender representation at the most senior levels of management. “We were putting capital behind the companies that were making a difference on gender equality, which is a true win-win — investing in something that will have a positive expected return and also aids in the achievement of gender parity,” Mitchem noted.

In June 2016, she began her new position as CEO of Wells Fargo Asset Management which she calls a “fascinating assignment and an incredible opportunity to deliver value to clients through a large organization with so much reach.”

One of the most interesting and challenging trends she is addressing is the money moving out of active management, as well as the changing regulatory environment. “Now more than any time in my career I feel I’m at the point where I can play a key role in helping an organization pivot, as we build expertise in multi-asset strategies and quantitative investment management to add to our already strong platform in fundamental active management.”

To that end, she has spent much of the last year building out quantitative capabilities at Wells Fargo Asset Management, including the acquisition of Analytic Investors, a leader in factor-based investments based in Los Angeles. Although active management is in the firm’s DNA, she contends that it can co-exist symbiotically with multi-asset and other quantitative strategies under the same roof.

As Mitchem looks back on her career, she says that one thing she wishes she’d known more about is the science on women in the workforce. “I remember getting a review as an associate at Goldman and after a positive performance recap, my boss said that I needed to be more ‘likeable.’ At the time I obsessed about it, but I know now that there are numerous scientific studies showing that as women become more successful, they are typically rated as less ‘likeable,’” she notes. Mitchem feels that if she had had that information, she would have pushed back or perhaps put the feedback more in context. The trick, she says, is to separate the feedback that is unique to you that you can use to improve your performance, compared to what’s related to more broad-based gender issues.

The Right Support Network Makes All the Difference

When Mitchem considers her success, she is quick to give credit to her husband and her caregiver. “It may sound strange, but you have to find the right partner for your life who will support your aspirations. If it’s to be a stay-at-home mom, great; if it’s to work, great. But if you are leaning toward one way or another, the person you choose may be different,” she points out. “My husband has always been tremendously supportive of my career, and I believe it’s important to model a working spouse for our children.”

Secondly she credits her children’s caregiver, whom she calls a “pillar.” “We have had the same caregiver for our children since our first daughter was born and she is truly a co-parent with us, enabling us to have successful careers and a well-adjusted family.”

Mitchem also finds time for camaraderie with other women; having reignited her love of tennis over the past couple of years after playing as a kid. “It allows me to dual task – getting exercise in a way I love while socializing with fantastic women.”

With three girls, ages 16, 13 and 11, she is acutely aware of her position as a role model, and has always integrated her children in her work, even bringing them on business trips when they were younger. “We love to travel as a family, and one of the interesting things about my career is that I’ve had the opportunity to live and work in different countries, which has given me a true appreciation of other cultures. I believe that, as a parent, it’s important to impart a curiosity about the world to your children.”

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Voice of Experience: Efrat Ravid, CMO, ContentSquare

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By Louise Magrathefrat

I’m a great believer that women have what it takes to be great engineers, says ContentSquare’s Efrat Ravid. “It’s imperative that more woman study engineering and technology to ensure that more women enter the field and become technology leaders. Women should be represented at least at a 50% ratio in engineering schools, in engineering companies, and in every aspect of the technology world.”

Encouraging Women to Enter the World of Technology

As an engineering student, Ravid was in a small class with 22 other students and only four of them were women. Many years later when she went for her MBA, she was in a class with 56 students, and still only six of them were women. Fifteen years later, and nothing had changed. Ravid was determined to play her part in changing this. “I wanted to make a difference, to encourage and support women in the world of technology to try and address this imbalance,” she says

She sees the demand in the market for engineers, and she knows that if women get their degree in engineering, they will be able to find great jobs and add value to their companies from day one.

Ravid began her career as an engineer, where she was sent to inland China to work directly with manufacturers and factories. Although a very young engineer at the time, she wanted to take the next step with her product and interact directly with customers to make better product versions. It was in doing this that she found her passion for the customer experience. She spent her time traveling around China and Korea and developed products that customers appreciated and got value from. “I was determined from the start to be successful, and through hard work, commitment and enthusiasm, I saw the business grow,” she comments.

Sponsorship and Mentoring of Women in Technology

Today, Ravid is the Chief Marketing Officer of an exciting SaaS company, and uses her position to mentor and sponsor other women. “I believe it is up to us as women to empower other women to become leaders in the technology industry,” she says

Ravid is passionate about hiring ambitious women who promise to do a fantastic job for ContentSquare. She believes that if women are capable and engaged that they will be successful no matter what their circumstances are (she employed the first female sales person for the US when she was six months pregnant) and comments, “When you are engaged, you are engaged. A woman can be amazing at many things at a time, and someone who is dedicated in one area can easily be dedicated in another.”

A week after this sales person was hired, she traveled with ContentSquare to a trade show in Las Vegas and she was amazing. She was the first one to show up, the last one to leave. This was a very successful woman who cared about her career, cared about her kids, and cared about her family. “I look for the value and talent in each person I hire, and take this mindset and apply it to everything that ContentSquare and I do,” she says.

Motivation for a Career in Technology Starts at Home

Ravid encourages her own children to enter in to a career in technology. Although she tells them that they can be whatever they want to be, she encourages them to study math and science.

Ravid’s daughter has accompanied her to work and was fascinated by all the successful women in the company (the head of product is a woman, many of the customer success managers are women and there are female operations managers as well). “She was so caught up with all the female role models she saw that she simply said at the end of the day ‘I’m in’,” she comments.

When Janine Tesori won her Tony Award in 2015 for Best Original Score, she told the crowd that as a young woman she didn’t realize she could have a career in music until she saw a woman act on Broadway. Holding up her Tony, she said, “For girls, you have to see it to be it. We stand on the shoulders of other women who have come before us.”

So to all the tech-women out there, Ravid thinks it’s time to bare our shoulders to the world, and give women a positive vision for success in technology.

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Voice of Experience: Kerone Vatel, Managing Director, Risk Division, Goldman Sachs

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KeroneBy Cathie Ericson

“When you have a seat at the table, use it,” advises Goldman Sachs’ Kerone Vatel. “In my 20s I often had an opportunity to interact with executives as part of strategic conversations, but I was reluctant to share my point of view. I know now that in each of those moments I missed an opportunity to influence the organization. I was more focused on my neuroses rather than on the value I could add, but recognizing this has helped to sharpen my focus and my approach in the workplace.”

Adventures in Careers: From Engineering to Business Success

Kerone studied chemical engineering at MIT, a field she pursued and was interested in as her father had been an engineer. While she was drawn to the way engineers are trained to review, evaluate and solve problems, she ultimately realized that rather than publishing research in academic journals – a career many of her classmates were pursuing – she was motivated to use her skills to disrupt existing processes.

She parlayed that interest into a career in business, initially seeking a private equity role. However, just three days before she was supposed to begin her new position, came “Career Stumbling Block Number One,” as the firm let go her entire analyst group.

Undaunted, Kerone sought the counsel of MIT’s career department, which directed her towards Capital One. The company was pioneering a novel approach to leveraging analytics and data, which interested her. Kerone joined as an analyst in the business development group, where she leveraged her math and coding skills to help grow the portfolio of low-risk credit card assets. She also attributes her six and a half years at Capital One with providing her the platform to understand strategy and analyze consumer needs.

Kerone soon relocated to New York, where her husband worked on Wall Street. They were starting a family, which made her commute to Virginia difficult. While on maternity leave, her husband was supportive and encouraged her to consider every option. She soon realized that she couldn’t leave her baby and commute up and down the East Coast, and subsequently made the difficult decision to leave Capital One.

Soon the time was right to investigate new options, and she applied for a role in Derivatives Operations Risk at Goldman Sachs, which she assumed would be a 9- to-5 type job. While her new position proved to be far more immersive, she enjoyed the challenge of a new role, and then decided to pivot her career even further, leveraging her experience in writing code. She found analytics projects to “tinker with,” as she describes it. Under the leadership of a female managing director, she helped to improve efficiencies and highlight high-risk issues in the Operations Division.

From there she moved into a new role, where her team partnered with the Strategist group, many of whom had quantum math and science backgrounds. She eventually transferred to the Operational Risk group in a firmwide role, where she was brought in to support strategy and help develop a more centralized construct when thinking about the full range of operational risk exposure, from technology issues to natural disasters. It’s a position she finds particularly fascinating as she has helped grow the team significantly and developed strong partnerships and collaborations as the firm reframed its approach to Operational Risk management.

Looking ahead, Kerone is excited about Goldman Sachs’ launch into the consumer market, and the opportunity to increase purchasing power and bring the firm’s best-in-class fiduciary services to Main Street.

Words of Wisdom Gleaned Along the Way – And Passed Along

Kerone has learned a number of valuable lessons during her journey; chief among them is to bring your whole self to work. “I felt relatively unsure of myself until I hit my mid-30s and always tried to morph myself into the styles of the people around me,” she says. “Today, I just focus on being my best self and no longer feel pressure to adapt a style that is foreign to me.”

For example, she recently had a colleague comment that she looked particularly serious one morning. “I’d had a tough morning with the kids, which I shared with my colleague. It’s ok to bring yourself to work and to show vulnerability, but it’s very important to provide team members with the context for what’s happening and why.”

In a similar vein, Kerone recommends that women never worry alone. She believes that it is important to leverage the collective ideas and history of the organization to ensure success. When she’s asked to take on a difficult new project, she will always say “yes,” but now realizes the importance of soliciting advice upfront to tease out pitfalls and key enablers and to collect diverse points of view to shape the solution. “Earlier in my career, I kept my head down and worked extremely long hours – in retrospect, I wish that I had harnessed the power of the broader group or advocated for more resources.”

And finally, her work at Goldman Sachs has cemented the important lesson of, “If you want to go fast, go alone; if you want to go far, bring others with you.” Being named managing director was a defining moment as she reflected on the people who had mentored and sponsored her, in addition to junior colleagues from whom she’d learned along the way. “In that moment when I learned I was being named a managing director, it was so clear that everything is due to the effort of a group, all of us pushing things through together by working toward common goals.”

Kerone currently serves as the Risk Division sponsor for Goldman Sachs’ Women’s Career Strategies Initiative (WCSI), a group whose emphasis is on advocating for women who are on the cusp of being promoted to vice president. The purpose is to help women form connections throughout the firm and in their divisions, as well as learn the rules of the road from senior professionals.

“It’s important to me to help younger people get a head start as they begin their careers,” she says.

Taking Time For Herself and Her Family

Last year, Kerone committed to taking at least one short vacation each month to recharge, which she has enjoyed. She also recently took up snowboarding, a big step after a skiing accident early in her 20s.

But most importantly, Kerone savors the time she spends with her husband and her children, ages 11 and 7, gardening with others on their block in Bedford Stuyvesant. They have replanted trees that had been ravaged by storms and brightened the neighborhood with flowers, efforts that paid off after recently being named “The Greenest Block in Brooklyn.”

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