Charlotte Weir: Head of Corporate Banking, EMEA at Wells Fargo

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Charlotte Weir“Leadership isn’t about directing from the sidelines,” says Charlotte Weir. “It’s about standing shoulder to shoulder with your team, celebrating success together and, when things don’t go to plan, being the first to own it.”

In a career spanning nearly three decades, Weir has operated by a consistent set of principles: be genuine, be present, and invest in people for the long term. It’s a philosophy that has defined her career, whether she is building client relationships lasting over 25 years, mentoring junior colleagues, or being candid with her team about the demands of balancing life and work.

Do What You Enjoy

“My philosophy is to do things you enjoy,” says Weir in explaining how she made her way to a career in finance. At first that meant a chemistry degree, pursued simply because she loved the subject. But once she graduated, she realized that she needed to find something that matched her energy.

“I’ve always been a high-intensity, competitive person,” she explains. “I wanted to be in an environment that was buzzy, fast-paced, and pushed me.” A recruitment firm landed her on a trading floor at Bear Stearns in London, where “the speed, the pace, being on the trading floor, it really excited me.”

What drew Weir specifically into debt capital markets wasn’t the products, but the relationships. “It’s about building relationships with clients while being very strong in your subject matter,” she notes, “building that trust so clients come back to you time and time again.”

After Bear Stearns, nearly two decades at Barclays followed, building seniority across UK, Northern European, and EMEA corporate teams. But the pandemic prompted a change of course.

“I had this moment where I thought, am I really doing what I want to be doing?” Weir recalls. “I was looking for a challenge. I was looking for the next opportunity to stretch myself.”

The challenge of building Wells Fargo’s corporate banking franchise in EMEA was the catalyst for Weir to make the move and step into a leadership role at Wells Fargo, with a team of about 50 people across London, Dublin and Frankfurt and a mandate to grow the business.

“My DCM background is still part of my DNA, but this role has challenged me to broaden my expertise, think more strategically, and help shape a team capable of taking the franchise to its next phase of growth across EMEA.”

Integrity and Showing Up

A defining feature of Weir’s leadership is integrity: doing what you committed to and not asking of others what you wouldn’t ask of yourself. That principle becomes most visible when things don’t go to plan. When a deal goes in the wrong direction, she doesn’t wait for someone else to manage the fallout.

“I am first on the phone to the client. I’m as much a part of the success as when things don’t go right.”

Rather than viewing those moments as setbacks, Weir sees them as some of the most powerful opportunities for growth.

“You learn so much more when things go wrong. It feels terrible in the moment, but you come out with lessons learned and much stronger.”

That same commitment to honesty and accountability carries through to how she shows up with her team internally. As the mother of 18-year-old triplets, Weir believes in being transparent about the realities of balancing work and family.

“I expect the team to work hard but it’s better if people know that home needs to come first sometimes,” she says. “Modeling that behavior helps other people realize it’s okay too. And that can change how they feel about work, because they know that there is flexibility there.”

Relationships and the Long Game

A defining thread in Weir’s career is her commitment to investing in relationships, especially when it comes to her clients.

“Some of my clients I’ve covered for 25 years. That creates an incredibly strong bond.”

That bond, she says, is what allows her to have conversations that go beyond the transactional and it means clients keep coming back, whether through market cycles or personnel changes.

Weir’s emphasis on relationships also shapes how she has approached mentorship and sponsorship. Rather than waiting to be noticed, she has consistently sought out senior leaders whose values resonated with her own, and asked directly for their guidance. At the same time, she is clear that while mentors and sponsors can open doors, it is equally important to learn how to advocate for yourself.

“While others may advocate for you, you also need to learn how to advocate for yourself, and it has to be done in a natural way, that feels like you.” For Weir, that meant connecting with senior leaders, often one or two levels above her direct manager, so that her contributions were visible beyond her immediate team.

“It’s about finding opportunities to help people recognize and realize what you’ve been involved in, what you’re doing, and how you’re driving the business forward. And doing it in a way that feels authentic to you.”

The mistake Weir made early on was assuming strong work would speak for itself. “There’s a mentality of put your head down, do your job really well, and you’ll get promoted. That’s not always the case.” Relationships, she learned, are not only how you serve clients, but also how you build and sustain a career.

Planting Seeds

Having entered the industry when she was, in her own words, “one of very few women,” Weir now channels that same long-term thinking into ensuring the next generation has an easier path. She is consistently involved in Wells Fargo’s campus recruiting and helped launch Treasurers and Bankers of Tomorrow, a Wells Fargo forum connecting junior bankers with junior finance professionals on the client side. The goal is simple: build authentic relationships long before anyone is in a position to do a deal.

“So much of my career comes back to relationships. If we can help our teams foster those connections early on, they’ll carry them throughout their careers.”

Switching Off

Outside the office, Weir stays active year-round through running, skiing, and paddleboarding. Running often becomes thinking time, while skiing offers something entirely different.

“It’s one of the only times when I can truly switch my brain off and enjoy being active in beautiful scenery.”

It’s fitting for a leader who believes in showing up fully: for her clients, her team, and herself. Knowing when to step back and recharge is what allows Weir to step forward when it matters most.

By Jessica Robaire

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Melinda Schramm: Founder and Chairman of The National Introducing Brokers Association (NIBA)

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Melinda SchrammBy Jessica Darmoni

“What an incredible purpose the derivatives markets play… price discovery and risk management together represent a massive economic purpose for being,” says Melinda Schramm. “Beyond traditional and agricultural markets, they are essential in emerging markets, shaping how we manage risk and our future. I am proud to be part of something that is essential to the American value of life.”

After more than four decades in the derivatives industry, Melinda Schramm still approaches the markets with the same clarity of purpose that first drew her in, because this work matters to her. The Glass Hammer first met Schramm in 2009 as Founder and Chairman of the National Introducing Brokers Association (NIBA). Since then, Schramm has spent her career not only navigating the complexities of futures and options products, but also helping others understand their essential role in the global economy. Today, NIBA is focused on educating their members and advocating for the Introducing Broker (IB), Commodity Trading Advisors, accountants, lawyers and market participants that have joined the NIBA network. Schramm’s work also continues in a new and evolving context that includes emerging products like prediction markets and crypto assets, and an ongoing dialogue with regulators.

A Voice in a Changing Regulatory Landscape

While speaking with The Glass Hammer, Schramm is preparing a comment letter to the Commodity Futures Trading Commission on behalf of Introducing Broker (IB) members of NIBA. The topic is prediction markets, which is an area drawing increased attention as regulators seek input on how these platforms should function within the broader derivatives ecosystem.

For Schramm, the issue comes back to first principles. Do these markets serve a legitimate economic purpose?

“Price discovery is critical,” she emphasizes. “But we also need to understand how that price is formed and disseminated in prediction markets, and whether it contributes meaningfully to the system.”

The response from the IB community so far has been measured. Many are taking a “wait and see” approach, not out of resistance, but out of a need for deeper understanding. Prediction markets represent a shift—one that requires education before adoption.

“There’s interest,” Schramm notes, “but also a recognition that we need to understand how to approach it responsibly.”

Her comment letter reflects that balance: openness to innovation, paired with a clear focus on purpose, transparency, and market integrity.

Understanding the Purpose of Derivatives

That focus on purpose has been a constant throughout Schramm’s career. While derivatives markets are often viewed as complex or opaque, she sees them as fundamentally practical.

From agricultural hedging to managing financial risk, these markets allow participants to navigate uncertainty. They enable businesses to make decisions with greater confidence and stability.

“Once you really understand the futures and options business,” she says, “you see how essential it is, not just to specific industries but to the broader economy.”

That perspective has shaped her leadership and her long-standing commitment to education. Early in her career, she recognized that many people, even those in finance, lacked a clear understanding of how derivatives function.

Building Knowledge in a Fast-Paced, Ever-Evolving Industry

When Schramm first entered the industry, trading floors served as informal classrooms. They were places where newcomers could observe, ask questions, and learn by immersion. Today, those entry points no longer exist.

In response, she has helped build more structured pathways into the industry through education and outreach. Working through NIBA, she collaborates with institutions like DePaul University and the Illinois Institute of Technology Stuart School of Business to introduce students to the realities of derivatives markets.

“These efforts go beyond trading,” she says. “There are a wide range of roles that support the industry, including legal, compliance, operations, and technology. Many students have never heard of key functions like Futures Commission Merchants (FCMs) or Introducing Brokers.”

But once they do, something shifts.

“They start to see how the whole system fits together,” she explains. “And then they begin to see where they might fit within it.”

Lifetime Lessons from the Markets

Schramm’s longevity in the industry has required constant adaptation. Markets evolve daily, shaped by new data, global events, and regulatory developments. The ability to adjust quickly is not optional but essential.

“I tend to overthink decisions,” she admits. “But this business doesn’t allow for that. You have to be able to change your focus on a dime.”

Equally important is the ability to listen. Whether working with clients or engaging in regulatory discussions, understanding what is truly being asked—and what is actually needed—requires careful attention.

Resilience is another defining trait. Mistakes happen, especially in a fast-moving environment. Schramm’s approach is straightforward: address the issue, fix it, and move forward.

“You can’t take everything personally,” she says. “It’s about learning and continuing.”

Navigating Change and Challenging Assumptions

Over the course of her 50 year career, Schramm has also witnessed shifts in workplace dynamics. When she first started, women were rare in the field and often met with mixed reactions—either dismissed or treated with a kind of over-cautiousness that limited their effectiveness.

While progress has been made, challenges remain. Even today, she occasionally finds herself in rooms where she feels underestimated, whether due to gender or age.

“There are moments where I feel like I have to raise my hand to be heard,” she reflects. “There aren’t many women at this stage of life sitting at those tables.”

Yet her continued presence, and influence, speaks for itself. With decades of experience, she remains deeply engaged with modern markets, from traditional commodities to emerging digital assets.

Looking Forward

As Schramm helps lead preparations for NIBA’s 35th anniversary gathering this July at DePaul University, her focus is both forward-looking and grounded in experience. The event will address emerging topics like prediction markets while also recognizing the individuals who have shaped the industry with the introduction of a NIBA Hall of Fame, sponsored by the CME Group.

However, for Schramm, the work is ongoing. Whether through education, advocacy, or direct engagement with regulators, her goal remains consistent: to ensure that derivatives markets continue to serve a meaningful purpose.

That purpose, rooted in price discovery, risk management, and economic stability is what has sustained her career.

And as new markets emerge and new questions arise, it is also what continues to guide her voice.

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Julia Hoggett: CEO, London Stock Exchange

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Julia Hoggett“My entire career has been motivated by answering exam questions that I’m passionate about,” says Julia Hoggett. “I’ve had the privilege of being able to answer them in each of the seats that I’ve been in, and I’ve learned to trust that those questions and opportunities will manifest over time.”

When the Glass Hammer first spoke with Hoggett in 2012 when she was the Head of Covered Bonds and FIG Flow Financing at Bank of America Merrill Lynch, she was already thinking about her career in exactly these terms. Now, as chief executive of the London Stock Exchange, Julia Hoggett sits at the center of UK capital markets, having also held senior roles across banking, regulation and market oversight. She frames her path as a succession of problems worth solving, each transition driven by curiosity and the conviction that the next challenge would reveal itself when the time was right.

Following the Exam Questions

Hoggett trained as a sociologist specializing in sub-Saharan East Africa and originally entered the City to answer what she calls her first big exam question: “How does Malawi operate in the global economy?” She expected to stay in finance for two years and then return to postgraduate research. Instead, the pursuit of one question led to another, and after seven years advising clients on multi-billion dollar bond issues, DEPFA offered her the opportunity to run a bank funding program – the exam question there was that she had talked the talk for those 7 years, could she walk the walk?

Thereafter, Bank of America Merrill Lynch offered Hoggett the opportunity to advise on bank liquidity structures after the GFC, and she thought: “That’s a good exam question.” From there she held senior roles at the Financial Conduct Authority, including designing the supervision of investment-bank conduct in the aftermath of major market scandals, and steering oversight of the UK securities markets through Brexit and MiFID II.

Then came a moment in the summer of 2020 that changed everything. Apple’s market capitalization exceeded the entire FTSE 100 for the first time. Hoggett, then Director of Market Oversight, sat down that evening and wrote out everything she thought she could influence from a policy perspective. The next afternoon, the phone rang.

“It was a headhunter and the first words out of her mouth were, Julia, why haven’t you applied for the LSE job?” she recalls. “And I knew the next exam question.”

Today Hoggett is working on two exam questions simultaneously: “It’s not just how we create the best possible environment in the UK for great companies to start, grow, scale, and stay here,” she explains. “But also, how we reshape our capital markets over the next decade to make the best use of tokenization and digitization.”

The Risk of a Plan

Hoggett’s philosophy of following fascination over something like five-year plans is something she absorbed without quite knowing it until the day she heard her mother articulate it in a speech when she was Deputy President of the Supreme Court of the United Kingdom. When a female lawyer in the audience asked her mother how she had planned her way there, her answer was: ‘do what you’re doing to the utter best of your ability, trust that opportunities will come from that and don’t close yourself off to those opportunities however different they are from the path you’re on’.

“I almost started laughing,” Hoggett recalls. “I’d been asked a version of the same question the week before and given almost word for word the same answer. But my mother and I had never talked about it.”

When her mother graduated, there were six women and 94 men in her law cohort, one female judge, no female Law Lords, and the Supreme Court didn’t yet exist. Had she aimed at a visible target, she would have aimed too low.

“The risk of setting a plan is that what you think you’re capable of at the time is not what time proves you’re capable of,” Hoggett says.

Start With Where You Want to End Up

If Hoggett resists personal micro styled career planning, she is unambiguous about strategic direction. Her mantra is simply start with where you want to end up and work backwards.

“Don’t start with where you are and work forwards,” she says, “because the minute you do, you’ll be constrained by the first obstacle you hit. If you start with your vision and work backwards, you won’t constrain your ambition, and you’ll maximize the chance that you get there.”

Running an institution that has existed for over 300 years changes your relationship with time horizons. “Your job is not to be a day trader,” she says. “It’s to be there as this immutable piece of capability that others build their technology, their legal frameworks and their ambition to.”

Setbacks Are Data

Having navigated the Asian crisis, the Russian crisis, the global financial crisis, the sovereign debt crisis, the conduct crisis, Brexit, COVID and Ukraine, Hoggett treats each challenge as data whilst not underestimating the deeply human impact of so many of those crises.

“I assume I’m going to have one of those learning moments every day,” she says. “And usually you do.”

Her approach is twofold: brutal honesty about where things actually stand, combined with absolute confidence that with the right people in the room you can find a way through.

“Think of it like pushing off from the blocks as a sprinter. You need those blocks to be completely anchored into the ground, you need that solid foundation to push off from.
But you also have to create the space and the culture for that honesty to feel safe, rewarded and listened to.”

The Cloak of Post-It Notes

One of the most distinctive pieces of advice Hoggett shares came not from a mentor or a sponsor but from her ex-wife, a counselling psychologist.

Early in her banking career, Hoggett would write a to-do list on a Post-It note, scratch off items through the day, and then throw it in the bin when she left. Her ex-wife listened, then said: “Metaphorically, you’re throwing away all of your achievements at the end of every day.”

Hoggett started keeping a record instead, “thinking of each thing I struck off as one of life’s little victories, an accumulation of skills that I hadn’t necessarily had before I learned how to do it by doing that job. And then I started to think of it as a cloak made up of these metaphorical post-it notes. It was armor to take into the next thing that I did.”

The mental shift matters for navigating imposter syndrome, which she does not dismiss but reframes. “I think a certain amount of imposter syndrome is incredibly valuable. I get to do things in a day that most people don’t get to do. I’d never want to not recognize that that’s what they are.”

Mentors, Sponsors and Being Three-Up

Hoggett distinguishes between mentorship and sponsorship and emphasizes gathering the former from an unusually wide field.

“I don’t think of a mentor as having to have a particular shape,” she says. “Every day I am watching and observing all the people I work with whether they are male, female, more senior to me, more junior to me. I’m constantly observing how they do things and going, I like the way they did that, I would like to try and do it that way too.”

On sponsorship, she reflects on a colleague who moved teams and then approached her about a role elsewhere in the bank.

“She was three-to-‘more-than-one’ up on me. She knew me as an observer of the work I did. She knew the role she was sponsoring me into better than I did. And she knew the degree to which she was prepared to put her reputation on the line to sponsor me into that role.”

For Hoggett, the realization was when a sponsor approaches you, to recognise that they are operating with significantly more information than you are and to trust their willingness to place a step in your career in their hands.

Purpose Is Not a Buzzword

When asked about her why, Hoggett returns to where she started: an African development sociologist trying to understand how capital moves in the world.

“The capital markets are not there to make investment banks deal fees and league table position,” she says. “They are there as a convener, to bring together those who have capital, those who need capital, in service of an objective. Investment banks making deal fees is a byproduct of the purpose. It is not the object.”

That sense of fundamental purpose, Hoggett argues, is what allows strategy to flow and what allows thousands of people who may never be in the same room as a leader to feel connected to the work they do.

She has made repetition into a deliberate tool of culture, using phrases like 300-year-old fintech and convener of capital over and over again until they belong to everyone.

“The joke is it’s become Julia Bingo,” she says. “But there’s a pride in the fact that we all have that language, because that’s our shared articulation of our purpose. It’s not mine, it’s ours.”

It is, in the end, the same logic she applies to everything: not ownership, but direction. Not a plan, but a question worth answering, held lightly enough to let it evolve.

“I know that I am trying to do the thing I am doing right now to the utter best of my ability,” she says, “and I love it. What the next exam question is, and therefore what I do next, I don’t know yet and I don’t need to. I’ve learned to trust that the next exam question will manifest at some point, usually at the right moment.”

By Nicki Gilmour, founder and CEO of theglasshammer.com and Evolved People Coaching

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Powering the Future: Laura Magyar, Patomak Global Partners

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Laura Magyar

By Jessica Darmoni

“You should always ask,” says Laura Magyar, Partner at Patomak Global Partners, as she talked about her time at the U.S. Securities and Exchange Commission (SEC). She asked and was subsequently approved to spend a year abroad working at the United Kingdom’s Financial Conduct Authority (FCA) during her tenure. “You don’t lose anything by asking.”

In an era defined by rapid financial innovation and shifting regulatory landscapes, Magyar’s career stands as a testament to courage, adaptability, and vision. Her journey, from a young professional in Chicago to a global leader shaping the securities industry, offers more than an inspiring success story. It provides a blueprint for future generations navigating industries where change is the only constant.

Redirection, not Rejection

Magyar’s career began in Chicago at one of Merrill Lynch’s top-producing offices. As a Series 7 registered sales assistant, she gained early exposure to the inner workings of financial markets and developed a deep understanding of client relationships and revenue targets.

“During my time at Merril Lynch, the Financial Consultant that I worked with was considering moving to management, and we discussed having me take over his book of business. However, as time went on, it became clear that he was not going to transition to another role, and I needed to decide if I wanted to be on the financial advisor track or pivot.”

She chose to move in another direction. While working full-time, she attended law school at night. Her initial goal was to become a defense trial attorney, but financial realities reshaped that ambition. She recognized that her industry experience was not a detour, but an asset. Instead of abandoning finance, she deepened her expertise in it.

“Many of my professors worked at the SEC, and I was encouraged by them to apply for a role there,” she says. At the time that I was applying for a position, the SEC was receiving hundreds of resumes for positions, and unless you knew someone working there, the chances of someone reviewing your resume and calling you for an interview were slim.”

Many would have interpreted that as a closed door, but Magyar treated it as a delay.

She joined a Chicago law firm as an associate. While most of her work focused on securities litigation matters, she also handled CFTC-related matters. Looking back, she recalls that many of the engagements she worked on as a consultant after leaving the SEC were CFTC rules and regulation matters.

Protecting the Integrity of the System

Finally, on a frigid Valentine’s Day weekend, she flew to Washington, D.C. to interview for an attorney role in the SEC’s Office of Compliance, Inspections, and Examinations. She got the job, and that opportunity became a 15-year tenure that would define her leadership style and influence.

In Washington, she rose to Branch Manager, working on high-profile issues. Her work intersected with significant market events, including investigations related to the Flash Crash and the Knight Capital (KCG) trading incident. These were moments that tested the resilience of financial markets and demanded accountability. Through them and countless other market events and investigations, she saw firsthand how regulation is about protecting the integrity of the system. Working on these matters also evidenced the strong collaboration across SEC Divisions (e.g., enforcement, Trading and Markets, Exams).

While at the SEC, Magyar created a program to examine SEC-registered foreign-domiciled broker-dealers. She led her teams in examining firms outside the U.S. for compliance with SEC rules and regulations. It also sparked her desire to work internationally, and she boldly asked the Division Director if she could spend a year at the United Kingdom’s equivalent of the SEC, the FCA. There was no stipend. No housing support. No financial incentive. She had to fund the move herself and find a place to live when the exchange rate was nearly 2:1.

“In addition to the cultural differences, I was able to experience firsthand the differences in regulatory approaches.”

Magyar worked for six months in the Division of Supervision and six months in Enforcement, gaining a comparative lens that would later shape her strategic thinking.

A Proactive Pursuit of Opportunity

When she returned to Washington, leadership had changed. The Division Director who had approved her Secondment had left, and both new and existing leadership did not see the benefit of this opportunity or the knowledge she brought back.

“Not only did I feel I had to prove that my year abroad had been worthwhile, but I faced the reality of government career progression,” she explains. “Positions open only when someone leaves, and even then, advancement is uncertain.”

Rather than wait indefinitely, she made another bold move into the private sector, joining Promontory Financial Group (now owned by IBM). There, she learned the intensity of consulting, which included short deadlines, strong personalities, constant pressure to secure projects, and managing billable hours.

“Networking became essential,” she said. “It was up to me to build relationships so that I always had a pipeline of work. Significantly challenging, while my experience was in securities, I did a lot of work related to commodities/CFTC and banking. So, I learned a lot, and this further expanded my toolbox.”

When IBM acquired Promontory, she transitioned again, joining Patomak Global Partners, founded by SEC Chairman Paul Atkins. The firm’s securities focus aligned perfectly with her background. Ironically, her first major project centered on swap dealers regulated by the Commodity Futures Trading Commission (CFTC), which required her to get up to speed on the relevant rules, regulations, and best practices quickly.

While she now leads the firm’s Securities Compliance Practice, she learned to build complementary teams, bringing in specialists when necessary and eventually hiring in-house talent to preserve both expertise and revenue. Regulation, she realized, is never static. It demands continuous learning, humility, and the courage to admit when new voices are needed.

That philosophy is central to how her work will impact future generations.

“Adaptability is a leadership superpower. The next generation of financial leaders will not thrive by mastering one static domain,” she says. “They will need flexibility, openness to change, and the willingness to evolve alongside the markets.”

The Responsibility of Leadership

Though Magyar never formally had coaching, she recognizes the huge value in mentoring and finds opportunities to mentor junior staff and share feedback. She understands that experience has compounding value—and that the responsibility of leadership is not merely to perform, but to prepare others.

Magyar’s story is about one woman’s ascent in finance and law, but also about reshaping the relationship between innovation and regulation. It is also about proving that integrity and ambition are not opposing forces and showing future generations, especially young women in finance and law, that courage, curiosity, and conviction can open doors once thought closed.

Her legacy will not be measured solely by the cases she handled, the practices she built, or the revenue she generated. It will be measured by the relationships she builds, the young leaders she supports, and by the generations who learn that asking boldly and embracing change are not risks—they are necessities for shaping the future and a successful career.

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Powering the Future: Carey Ryan, Chief of Staff for Citi Technology & Business Enablement, Citi

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Carey RyanThe Glasshammer is running a “Where Are They Now?” series where we catch up with some of the professional women who we profiled ten or more years ago. We spoke with Carey Ryan, now Chief of Staff for Citi Technology & Business Enablement at Citi, about her career evolution and the role she plays in powering the future from both a technological and cultural perspective.

Nicki: Since we last spoke, where are you now?

Carey: We last spoke for the first time about 10 years ago, which seems like a long time but feels like the blink of an eye. I’ve held a number of roles since then, all within Citi’s Technology & Business Enablement group (though the name has changed a few times).

Now, I am the Chief of Staff for Citi Technology & Business Enablement. This entails working across both our technology organization and the wider bank to ensure we are effectively communicating and implementing new technologies, both with the goal of strengthening how we work and streamlining the time it takes to get work done.

Nicki: How did you get there?

Carey: In my 20 years at Citi, I have learned the best way to grow is to embrace every opportunity, especially if it allows you to learn more about how a company works. All of the roles I have had have allowed me the opportunity to support key areas of the business, including risk and control, data, and cybersecurity, each of which are vital to ensuring impactful technology can be developed or invested in and scaled to the full firm.

Nicki: Can you share a little about your current work?

Carey: Lately, much of my focus has been driving adoption and awareness for our Citi AI tools, helping us find the best places to practically and responsibly implement AI. This work includes leading our AI Champion and Accelerator programs, which are made up of approximately 4,000 volunteers around the firm who dedicate hours each week to serve as Citi AI advocates.

I also spend a lot of time working with our technology communication teams, each of whom covers a specific but global vertical within the larger technology business. No communication initiative is turnkey, and we always work to find new ways to impactfully reach colleagues with the information they need, be it in-person mediums like executive town halls or roundtable discussions, or through digital channels like email or lobby signage. Technology is the largest organization within Citi, so it’s key to focus on communication to enable change and drive execution while strengthening our culture.

Nicki: Have there been any unexpected or interesting twists in your career trajectory?

Carey: I have always worked in or adjacent to the technology space so, even before I recognized it, I was always headed for a career in enabling companies to leverage new technology to strengthen how they operated. That said, the world looks measurably different than it did when I entered the workforce, and Citi is no different. Some of these changes came quickly, such as the introduction and integration of AI, that has demanded the need to quickly shift priorities without much advance warning.

Nicki: Have any of them taught you a valuable lesson?

Carey: Citi is a large company, so I have had the opportunity to work on many projects with many people. Given this, the two key lessons I would share that always keep in mind is to always remember the end goal of every project and to stay flexible.

Nicki: What inspires you to be a leader and your leadership style?

Carey: My favorite part of my role is collaborating with dedicated and passionate colleagues. Whether it be the implementation of cutting-edge software, the voluntary work of a small team creating new patented technology tool, or an analyst successfully completing their first rotation with the bank – it is the passionate, innovative and solution-focused people that inspire me each day.

As I have risen in my career, I strive to be a good mentor and reliable leader for all members of my team, regardless of level. I’ve been lucky to have had several mentors whose advice I still hold on to, and it’s important to pay it forward. I also can’t help but think of my teenage daughter, I want to set a positive example for her as well as for my teams of what is possible in their careers and how leaders should treat their employees. An example that, hopefully, they will one day share with their own teams and mentees.

Nicki: Since we last spoke, can you share any challenging moments, setbacks, or self-doubt you’ve experienced as well as how you have navigated them?

Carey: I’m not sure I can pinpoint just one moment, but every new challenge I am presented with comes with a bit of imposter syndrome when I do not immediately have all the answers. Almost everyday features at least one conversation about something that where either I’m not the expert or the topic is completely new to me. It can be hard to ask questions when you think everyone except you has the answer, but the ability to step out of your comfort zone and know that you add value is a skill that will never go out of style. Self-doubt is something everyone faces, and the unknown is allowed to be scary. The key is being confident in your own ability to learn and adapt to problem-solve when navigating an unfamiliar situation.

Nicki: What skills do you think will matter most for future leaders?

Carey: When I was younger, I always assumed the fear and anxiety I felt about the unknown would go away. That one day I’d wake up and know everything there was to know about my job. But you quickly figure you’ll never know it all, because the world is always changing. Instead, I found the key is to always be ready by learning how to operate effectively with uncertainty and always be willing to learn.

Future leaders must be willing to be agile and adaptive, especially as the pace of change in the world continues to increase. AI is a great example of this. It is an unavoidable technology, and we should be willing to integrate it into how we work.

Nicki: Can you share an invaluable, specific piece of guidance a mentor or someone you admire has imparted on you?

Carey: I’ve had a number of tremendous mentors over the years. What I admired most in all of them was not any guidance they offered me, but the way they all led through their actions. Each of them led with kindness and empathy, listened carefully and accepted all forms of feedback, and were more than willing to change course if something was not working.

Nicki: Has coaching supported you in your journey, and if so, how?

Carey: Yes, I’ve been very fortunate to have had several coaches throughout my career. Coaches who were mentors, coaches whose job it was to support me, and coaches who were my peers. Career coaching offers an objective view of your decision-making. This often leads to introspective reflection on ways you can reframe your thinking, which is invaluable.

We can all sometimes be so goal-oriented, but it’s critical to take a step back and reflect on if we are taking the right steps to reach these goals. I often find myself going into my coaching session with one idea of what we will talk about and coming out with an entirely new perspective. Sometimes, the external guidance that a career coach offers is what one truly needs to help unlock those ‘aha’ moments.

Nicki: We are excited to see what you do next at Citi; we wish you continued success!

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Christina Bresani: Head of Mid-Cap Investment Banking, Wells Fargo Corporate & Investment Banking

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Christina Bresani“Being with my clients, helping them to get deals done, building new relationships is what breathes life into me and gets me excited.”

Ask Christina Bresani, Wells Fargo’s head of Mid-Cap Investment Banking, about a recent client visit and she’ll tell you about climbing into the cab of a semi-truck in high heels and passing a driving simulator test to show her client that she understood their business. That story captures everything about how she approaches her work: with genuine curiosity, a willingness to go wherever the client takes her, and an infectious enthusiasm that has sustained nearly three decades in investment banking.

After 25+ years as an M&A banker at two previous firms, Bresani joined Wells Fargo in 2024 as head of Mid-Cap M&A within the firm’s Global M&A business. In November 2025, she took on the expanded role of leading the firm’s Mid-Cap Investment Banking Practice focused on serving mid-cap clients and delivering investment banking products and services to the bank’s Commercial Banking clients. It’s a dual mandate she wears proudly, and one that plays an important role in Wells Fargo’s Corporate & Investment Banking growth strategy.

“When you love what you do, it’s easy to put your head down and keep doing it,” says Bresani. “But what I saw in Wells Fargo was a new challenge to do what I love and help build a leading corporate and investment bank that can bank companies along the whole spectrum of their growth – from mid-cap to large-cap and beyond.”

Building Something That Lasts

The challenge of building out and developing the Mid-Cap Investment Banking team is one that Bresani finds genuinely energizing. “Creating a strategy, building a team that’s going to be successful in the near term and the long term, is really inspiring to me right now,” she says. “That’s hiring people. It’s getting the strategy right. It’s keeping people motivated because when you are building something, it’s not always a straight line.”

She notes that the foundation of any great team comes down to one word: trust.

“The goal is to build a team with a talented group of people who have the same values and want to lock arms to be successful together. It’s not only about individual success, it’s about elevating the entire team and constantly learning from our collective successes and failures,” she says. “This has always been important to me as a leader and it’s central to Wells Fargo’s culture.”

A Career That Kept Saying Yes

Bresani started out as an analyst, fully expecting to spend two or three years in banking before figuring out what she really wanted to do. Nearly three decades later, she’s still there — and still surprised by it. “Every year I would say, ‘wow, I want to do this, I want to learn this, I want to get better at this,’” she says. “And I just kept going.”

She credits a great deal of that staying power to the mentors who showed up early and stayed. “I was really lucky in my early days to have two amazing mentors: both men. That’s important for young women in the industry to know – you don’t have to only have female mentors.” Those relationships, she says, were as much personal as professional. ” They were ‘work dads’ in the sense that they really guided me and cared about my professional and personal growth. To form those kinds of relationships really makes a difference in this business which can sometimes be tough”

The Moment That Tests You

When asked about setbacks, Bresani reflects on one of the most universal and quietly defining moments in a banker’s career: the first time a client pushes back hard.

“There is always a point in your career where a client doesn’t like you or doesn’t like the advice you’re giving,” she says. “The first time that happens, it’s really hard not to take it personally.”

Just recently, she watched a director on her team navigate exactly that situation. Rather than letting it become a crisis of confidence, Bresani chose to reframe it. “I told him: this is your pivotal moment. Here’s how we help you pick yourself up. Here’s your opportunity to really do your job.” She recalls her own version of that moment as a first-year director, when a mentor stepped in, defended her and then told her precisely what she needed to do better. “You have to learn that not everyone is going to agree with what you say, and you have to have a thick skin. But ultimately, this is a client service business. Not every client is the same, and you have to adjust.”

Fueling the Long Game

How does someone sustain nearly 30 years at that pace without burning out? Bresani takes it one day at a time and deliberately so. “It’s easy in this job to get overwhelmed with everything that has to be done,” she says. “I’m very focused on what needs to get done today, what can wait until tomorrow, and making sure I am prioritizing what is important versus being driven by what is urgent.”

But the off switch matters just as much.

“I have three children, an amazing husband, a menagerie of animals, and I am committed to exercise even if it means a 4.30am workout. I find a way to exercise because I need it. Whatever it is, it’s important to find those things outside of work that make you happy and fill your energy cup.”

Another factor to staying happy and healthy she attributes to friendship, a group forged at an all-women’s college that has stayed tightly bound across careers and time zones. “We have a text chain,” she says, laughing. “We build each other up. We laugh and say, ‘You will never believe what happened today,” She pauses, then finds exactly the right phrase for it: “It’s a group hug via text.”

Still Having Fun

When Bresani’s kids ask her about her day, they don’t want the deal mechanics. They want to hear about the people. “I come home and my kids say, ‘Mom, tell me about the people you met today,’” she says. “I meet the most interesting people.” That, more than any title or transaction, seems to be the through-line of her career. She still operates by a simple rule she set for herself long ago: “I’ll stop doing it when it’s not fun anymore. It’s still really fun.”

By Nicki Gilmour, Founder and CEO of theglasshammer.com and Evolved People Coaching.

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Nancy Stern: Managing Director and General Counsel, Simplex Trading

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Nancy Stern

By Jessica Darmoni

“The (trading) industry is built on people working together,” explains Nancy Stern. “You have to think of your interactions as long-term relationships. Something that makes sense in the short term may not serve you—or others—over time. You always have to ask: what are the unintended consequences?”

That long-term view has shaped Stern’s approach at career inflection points, business strategies and regulatory guidance. After first speaking with Stern over 10 years ago, The Glass Hammer sat down with her to talk about where she is now.

Today, as Managing Director and General Counsel of Simplex Trading, Stern stands at the intersection of market structure, regulation, technology, and leadership. She is the first, and only, lawyer at the 20-year-old market-making firm, a role that requires both precision and perspective.

Building Legal Infrastructure in a High-Speed Market

Simplex Trading operates as a market maker in the fast-moving world of equity options, where milliseconds matter and volumes have exploded. They continuously buy and sell options to capture the bid-ask spread. The firm is connected to 17 exchanges and has traders on the trading floor at Cboe Global Markets.

Over the past decade, the equity options market has transformed dramatically. Retail participation has surged. Trading volumes have exploded. Zero-day-to-expiration (0DTE) options have compressed time horizons to a single day—sometimes blurring the line between investment and entertainment for retail traders. In this environment, risk evolves quickly.

“We are in the business of taking risks,” Stern says. “My job is evaluating those risks. You have to understand the full picture—but most importantly, you have to adapt.”

Simplex historically relied on outside counsel. As the business grew more sophisticated, leadership recognized the need for an in-house legal leader to manage risk proactively, implement processes, and help shape culture from within.

Stern stepped into that role not only to mitigate legal exposure, but to build systems that support sustainable growth.

Her mandate includes implementing new procedures, strengthening governance, and aligning culture with regulatory expectations, all while keeping pace with accelerating technological change, including the integration of AI tools that are reshaping industries at unprecedented speed.

“The pace of change continues to accelerate,” she notes. “The tools are new but in many ways, the challenges are iterations of what we’ve faced before. That’s what makes it exciting to put these new tools into practice.”

From General Counsel to CEO, and Back Again

The Glass Hammer first met Stern in 2015 as Executive Vice President, General Counsel and Secretary of Allston Trading. She went on to become CEO of the proprietary trading firm, which was then acquired by DV Trading in December 2021. After the acquisition she joined futures commission merchant and clearing firm, ABN Amro, as Chief of Staff and General Counsel until 2024.

Her earlier career includes partner roles at Katten Muchin Rosenman LLP and Gardner Carton & Douglas LLP (now Faegre Drinker Biddle & Reath LLP), where she built the legal foundation that would later support her executive leadership.

Transitioning from General Counsel to CEO required more than technical skill, it required self-awareness.

“Coaching was very important to me,” Stern reflects. As she prepared to step into the CEO role, she worked with an executive coach and encouraged her team to do the same. “Understanding your strengths and weaknesses is essential. Sometimes you need someone outside your organization to help you think clearly.”

That investment in self-knowledge became a catalyst for growth.

Resilience, Realism, and Knowing When to Walk Away

Leadership, especially in high-stakes financial environments, inevitably includes moments of doubt. Stern approaches setbacks with a problem-solver’s mindset, and with realism.

“You have to ask yourself: Is this a situation I can improve? Or should I walk away? Can I make this better, or would someone else do a better job?”

She describes herself as loyal and deeply committed however she also recognizes limits. Not every system can be fixed from within and not every environment is the right one.

For women navigating leadership roles, that distinction is powerful: resilience does not mean staying at all costs. It means making thoughtful, courageous decisions about where you can create impact.

Mentorship in All Directions

When asked who influenced her most, Stern doesn’t name a single figure.

“I’ve been fortunate to have mentors at every stage and from all directions,” she says. “Senior people, junior people, peers.”

She learned the craft of law from colleagues in law firms. She learned how to lead organizations by listening to those who understood the pulse of the business and the pain points of its people.

What does she value most?

“Anyone willing to speak the truth, even when it’s difficult.”

Now, she pays that forward. Mentorship is one of the impacts she most hopes to create.

“There are people with tremendous talent who just need guidance on specific questions. If I can help them move forward, that’s incredibly satisfying.”

What the Future Demands from Leaders

As markets evolve, so must leadership. Stern believes future leaders will need empathy and the ability to put others first.

“Strong listening skills, sound judgement and the ability to sift through vast information to make principled decisions will be demanded of our leaders,” she emphasizes.

Stern also believes that execution, the discipline to turn vision into reality will be crucial.

“Vision without execution doesn’t count,” she says.

In an era of accelerating AI adoption, shrinking time horizons, and increasingly complex market participation, those human-centered skills may matter more than ever.

Leading Into the Future

What inspires her now?

“New tools. New experiences. New ways to approach old challenges.”

Despite decades of experience across law firms, trading floors, executive suites, and boardrooms, Stern remains energized by evolution.

Her leadership is not about chasing speed but about thoughtful adaptation, long-term relationships as well as clear-eyed risk assessment and helping others grow along the way.

In industries often defined by volatility, Stern’s career is a reminder that sustainable leadership is built not only on expertise, but on empathy, integrity, and the courage to continually adapt.

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Alexandra Barth: Co-Head of Leveraged Finance, Wells Fargo

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Alexandra Barth“After 25 years at one company, making a change can feel daunting,” says Alexandra Barth. “You know the people, the processes, and the rhythm of the work, it’s familiar and comfortable. But when the opportunity at Wells Fargo came along, it was so compelling that I knew it was the right moment to embrace a new challenge.”

After more than two decades at Deutsche Bank, rising from analyst to group head and becoming a trusted voice in leveraged finance, Barth was ready to trade comfort for possibility. Wells Fargo offered not just a new role but a new environment, one defined by ambition, energy, and a leadership team committed to building something world-class. For Barth, it was the right moment to make a change.

Today, as co-Head of Leveraged Finance, Barth’s work centers on building a market-leading leveraged finance franchise inside a platform that is already well-known, well-capitalized, and hungry to grow. “The firm has assembled some of the best people in the market into an established franchise that’s looking to become a true market leader,” she says. “It’s as entrepreneurial as you can be inside an investment bank, and that combination is exciting.”

Barth is drawn in not only by the business potential at Wells Fargo, but the culture, one where senior leaders regularly roll up their sleeves, model curiosity, and make themselves accessible.

“The senior management here is committed to making this not just a world-class, top-tier investment bank, but also interactive…It’s an inspirational culture. It’s not just senior leaders dictating from above or only connecting with you when something is needed” After 26 years in the industry, Barth describes the culture simply: “It’s been reinvigorating to be here.”

Barth’s path into finance had unconventional beginnings: she majored in government with an art history minor at Dartmouth. Originally considering a legal career, early law internships changed her mind, and after taking her brother up on a suggestion to try a 2-year analyst position at an investment bank, gain great experience, and reassess after that, she ended up finding that banking was where she wanted to be. As an analyst, she discovered how much she loved the pace, the problem-solving, and the client work that became foundational to her career.

Words of Wisdom: Focus on the Client and Use Your Voice

Barth credits an early mentor for helping shape her leadership philosophy, setting two expectations that she still carries: always focus on the client, and always use your voice. “The priority was to really listen to the client—what they’re saying, what they need—and not just present what you think will sound good or what’s best for the bank,” she recalls.

Equally important was the expectation that even the most junior person should contribute. “If you’re in a meeting or on a call, even as a junior person, you should be using your voice and bringing something to the table that is thoughtful and adds value.”

It is a lesson Barth incorporates into building her team’s culture. She wants her team thinking critically, independently, and confidently, not just processing.

“Banking can be very process-oriented for junior people,” she notes. “We want a culture at Wells Fargo where you take time to think about what you’re working on, ask questions, understand why you’re doing it. If you’re on a client call or a senior-level committee call, you should be contributing.”

To strengthen that culture of inquiry, Barth brings in external speakers, including investors, economists, and credit strategists, to give the Leveraged Finance team space to stretch intellectually. “We want people thinking critically,” she explains. “If something about a company or a credit doesn’t make sense, or you have a question, be proactive and ask.”

Even the physical layout of the office reinforces this ethos.

“It’s intentionally non-hierarchical. Analysts and associates sit around me. I have a managing director and a second-year analyst next to each other. People walk up and talk to whoever they need to. It’s very interactive, and I think that makes a difference.”

Honesty, Transparency, and Directness Fosters Client Trust

Barth’s track record with clients, often spanning decades and tens of billions in capital raised, rests on a simple principle: honesty.

“Being honest with clients about what you think is the best answer or solution for them—even when it isn’t necessarily most advantageous for you or your firm—has been core to my career.”

Barth’s approach is both candid and relentless. “You have to ask to lead things and be direct. Most importantly, you have to show why you deserve to win,” she explains. That means being deeply knowledgeable about the market, offering creative structures, and making clear that she and her team will be tireless advocates for clients.

Barth knows the business is complicated, and mistakes happen. What matters, she says, is how you handle them.

“The first thing you do after a mistake is what matters most. How you manage it, how you communicate, and how you teach your team to navigate it.”

Clients respond to her consistency and her clarity. Barth earns trust at the CEO and CFO level not because she tells them what they want to hear, but because she tells them what she believes is achievable and then delivers the results.

“I think the ability to back up what I say with the outcome has been one of the biggest drivers of my success,” she says. “That relationship of trust is what matters most.”

Building a Market-Leading Franchise and a Lasting Legacy

Barth sees extraordinary potential at Wells Fargo. “I think in almost every product in investment banking, Wells can be a market leader,” she says. Her goal is straightforward: to help build a platform that is viewed as a top five investment bank, across products and across markets.

As much of a priority is the experience of the people on her team. Whether they stay in leveraged finance long-term or go on to other roles, Barth wants their time on her team and at Wells Fargo to be meaningful. “At my prior firm, I’m still in touch with many of the former junior people, and they tell me their experience was a pillar of their success,” she says. “That’s what I want to create here.”

A Working Mother Who Still Makes Room for Art

Balancing a demanding role with family is no small undertaking, but Barth credits her career with teaching her how to prioritize.

“In banking, you always have ten things happening at once that you can’t possibly do at the same time. You learn to prioritize what’s most important and give it your full attention.”

Outside work, she reconnects with the passion she discovered years ago as an art history student, visiting museums whenever she can in New York and beyond while bringing her eight- and eleven-year-old children with her. “I try to teach them as much as I can about art and art history,” she says, a reminder that even amid a full career, there’s always room to nurture curiosity and creativity.

Barth aims to create that same sense of value and possibility for her team.

“I grew up in a group where every voice mattered, even junior analysts’. Now, after 26 years, that’s exactly the culture I want to create, where the smartest person on the team, no matter their title, feels empowered to speak up and knows their perspective is valued.”

By Jessica Robaire

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Deborah Overdeput: Chief Operating Officer, Innovative Systems (FinScan, Enlighten, PostLocate)

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Deborah Overdeput“I can look back and point to the promotions, the double-digit growth, all the successes along the way, but I never truly believed in my success until I stepped out on my own and built a business,” says Deborah Overdeput.

That moment of independence was not just a career milestone, but a shift in how she saw herself as a leader: someone who thrives on curiosity, creates clarity where there is none, and knows when it is time to pivot.

From Rocket Science to Market Growth

Overdeput began her career as a rocket scientist, trained in space station computing and fault-tolerant systems. Yet, when she relocated to Belgium for an engineering role at Swift, she felt restless. “I realized I really liked talking about what we were doing rather than actually building it. Once I got bit by that bug, I knew I had to transition into marketing.”

With no formal background in marketing, Overdeput made a bold decision: she would become a Chief Marketing Officer in technology. That goal guided every step she took, from mastering the fast-changing dynamics of marketing to taking lateral moves and pushing herself into stretch roles that expanded her skills and influence. At SunGard, her determination paid off as she advanced from marketing a single product line to overseeing more than 40. Later, at Sapient, she led the repositioning of a 250-million-dollar business unit and helped drive it to more than 500 million dollars in under five years.

What she took away from those years was simple: strategy only works if it is rooted in reality. “If you do not understand how products work, how teams operate, and what customers actually need, it is hard to make the right choices. I have always believed strong leadership starts with really knowing what is happening on the ground.”

Creating Clarity in Uncertain Times

Overdeput believes leadership matters most when circumstances are ambiguous. “You do not need leadership when everything is well defined. You need leadership when the path is unclear and the pressure is high. My role has always been to take that uncertainty, translate it into strategy, and help others see the way forward.”

That principle carries into her role today as COO at Innovative Systems, where she leads global product management, marketing, operations, and human resources. “My focus is on enabling human potential by aligning talent, strategy, and resources so that even in shifting markets, our people can do their best work and deliver meaningful impact for our clients.”

Innovative Systems is also known for building long-term relationships with clients, some spanning decades. Overdeput emphasizes that trust is both a differentiator and a responsibility. “Our clients count on us not just for technology, but for partnership. Delivering on that promise, year after year, is what keeps us relevant and resilient in a shifting compliance landscape.”

Lessons in Confidence and Voice

Before her COO role at Innovative Systems, Overdeput built a successful consultancy as a fractional Chief Marketing Officer. Working with a range of technology and financial services clients, she discovered a new level of confidence in her own capabilities. The experience affirmed her expertise and sharpened her ability to deliver high-impact results across different businesses and industries.

She also discovered her voice had changed. “Earlier in my career, as a woman inside large companies, I often found my ideas ignored until repeated by a man. Over time, I learned to strengthen my voice, to claim my authority. Today, people stop and listen not just because of my title, but because they know I speak with conviction and experience.”

That conviction shapes her leadership style today. “I try to listen more and advocate for voices within the company. Leadership is not about being the loudest person in the room. It is about making sure the right voices are heard.”

The Power of Networks and Mentorship

For Overdeput, networks and mentorship are essential leadership tools. She has mentored University of New Hampshire students since 2009, often those with math or computer science backgrounds like her own. “I tell them, start early. Build your network, get on LinkedIn, connect with your peers. Those relationships are career changing.”

Mentorship, she says, has shaped her as much as her mentees. “Working with students helps me see how the next generation thinks, what motivates them, and how they want to grow. That perspective is essential for any leader who wants to build teams that are not only high-performing today but also ready for tomorrow.”

It is also what inspired her latest project: Walk Away, a book she is co-authoring with Sally Clarke. “The book brings together stories of women who reached pivotal moments and chose to leave situations that no longer aligned with their values or ambitions. Hearing these stories has been like sitting with different mentors. Each one has helped me rethink the situations I face in my own career and the challenges my mentees bring to me. One of the women said, ‘Walking away was the boldest form of leadership I have ever practiced.’ That stayed with me, because leadership is often about knowing when to stay the course, and when the braver choice is to step into something new.”

Building Teams Through Talent

For Overdeput, the heart of leadership lies in building strong teams. “High-performing teams are not built by accident; they come from spotting potential others might overlook and giving people the chance to prove themselves. One of my best hires did not meet the checklist on paper, but I knew she had what it would take. She went on to become a star. As Steve Jobs once said, it does not make sense to hire smart people and then tell them what to do. My role is to create the conditions for their talent to shine.”

Her approach is less about rigid processes and more about creating conditions for people to thrive. Weekly check-ins, open conversations, and celebrating wins keep teams connected and aligned to a bigger purpose. “One of the most rewarding experiences is when a team pulls together to deliver something bigger than any one individual could achieve. I make it a point to celebrate those moments, because they remind me that leadership is not about one person’s actions, but about creating the environment where everyone’s contributions matter.”

Leading With Intuition and Humanity

Her leadership philosophy is also shaped by yoga and meditation, which she has practiced for more than 30 years. “Yoga taught me how to breathe through stress and build core strength, not only physically but also in the way I show up as a leader. Meditation taught me to quiet the noise, to see the world beyond my own ego, and to stay present for others. Together, they remind me it is not about me, it is about enabling others. Maya Angelou captured it best: people will forget what you said and what you did, but they will never forget how you made them feel. That truth stays with me, because I have seen it reflected back in the people I have supported, watching their success become part of my own impact.”

And from her mother, she learned the value of having a cheerleader in your corner. “She showed me that sometimes what you need most is someone who believes in you, no matter the obstacles. That is the kind of leader I try to be for others.”

Looking Ahead

Asked what drives her today, Overdeput points to impact. “I want to look back and know I left a stamp, that I built teams, grew businesses, and created opportunities for others to succeed. For me, leadership is about enabling human potential in ways that last, so the people and organizations I have touched continue to thrive long after I have moved on.”
That philosophy ties her trajectory from rocket science to COO together. As she puts it: “Great leadership means building great products, growing great people, and creating clarity in a complex world.”

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Nicole Young: Head of CRE Portfolio Management, Wells Fargo

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Nicole Young“At the end of the day, the impact I care about most is on people, helping them achieve what they didn’t think was possible and elevating the organization to new levels,” says Nicole Young. “The efficiency, output, and success that result from bringing out their best work are just byproducts of that focus.”

Young is a leader whose passion lies in transformation: unlocking potential in people, teams, and entire organizations. She shares how this mindset has guided her career, from CMBS to consumer lending and back to commercial real estate, where she now leads Wells Fargo’s portfolio management organization.

Building from the Ground Up

With nearly thirty years in commercial real estate at Wells Fargo, Young has navigated multiple facets of the business, from underwriting and origination to credit approval and even workouts during the Global Financial Crisis. Each role sharpened her expertise and resilience, but more importantly, it revealed her talent for building and shaping something from the ground up.

“I was fortunate to be asked to start from scratch and lead our small loan CMBS (Commercial-Backed Mortgage Securities) program, which focused on loans between 1 million and 15 million,” she recalls. “I started the group, structured how it would work, hired the people, developed the process. That was really fulfilling…it’s where I got the taste for building something from the ground up.”

After fifteen years in CMBS, Young made a pivotal decision to move to Wells Fargo’s consumer side, leading underwriting for the home lending group. The transition required scaling her leadership from 20 people to more than 1,700 while transforming the organization to be more efficient and effective. “That was a steep learning curve,” she says. “I had to really learn to lead with data… and understand how standardized processes are critical to making an organization of that size run efficiently and effectively.”

When Kara McShane, Head of Commercial Real Estate, asked her to return five years later to take on a role that demanded both large-scale leadership and efficiency shaped from the start, the decision was an easy one.

“I had always admired Kara’s leadership and knew I would love to work for her. When she contacted me about coming back to CRE, I was thrilled.” She continues, “Wells Fargo had recently consolidated its commercial real estate lines of business, but no one was managing the portfolio as a whole and making sure those businesses were acting and making decisions as one. There was a huge opportunity to create efficiencies through standardization, and I got to build the new Portfolio Management organization from the ground up.”

Today, Young’s group of nearly 400 professionals oversees capital strategy, underwriting, closing, and portfolio management, bringing consistency, efficiency, and risk mitigation across the organization.

“Kara’s vision of bringing those groups together and leading them as one unit has really paid off given that we are rated the #1 Global Real Estate Bond Bookrunner, #1 CMBS, #1 Bank Agency lender, #1 Construction lender, and #1 in Loan Syndications.”

Learning to Lead at Scale

As Young progressed into senior leadership, she quickly realized that success required developing new skills, most notably, learning how to lead at scale and communicate effectively across large, complex organizations. When she transitioned to leading a team of 1,700, she remembers her boss giving her valuable advice that fundamentally shifted her mindset.

“He said, ‘I need you to lead the people, not the work’…it really shifted me from feeling like I needed to be the subject matter expert to recognizing that I’m here to lead the people. They can be the subject matter experts. My job is to guide them, give them the vision, and make sure the organization is moving in the right direction.”

Young notes that another key part of leading at scale is mastering communication in many directions: down to the team, out to the organization, and up to executive leadership.

“With my team that means ensuring they understand the vision, are aligned around the priorities and the mission, and are inspired to do their best work to deliver for our clients. To do that, I spend a lot of time with the team individually and in groups.”

In communicating up and out to executives, regulators, and the board, Young explains, “It’s about taking the complex and making it simple, understanding your audience, and tailoring your message with the right level of detail.” For Young, effective leadership at scale depends on both connecting with her team and translating that insight for the broader organization.

Authenticity and Grit

Young’s experience learning to lead at scale also reinforced a few key traits that have consistently supported her success. Young attributes much of her leadership growth to a willingness to embrace new challenges and learn continuously. “I’ve taken on different roles throughout my career where I didn’t necessarily have deep expertise,” she says, “but I was always willing to dig in and figure it out. That willingness to learn and to tackle hard challenges is important.”

Young also points to authenticity as foundational to her approach. “I don’t put on a façade…I’m direct and frank, which some people like and some may not, but this is the real me. I lead my team that way, and I try to always be honest and transparent.” That straightforward approach, combined with high expectations, has helped her bring out the best in the people she leads. “One of the things I’m most proud of is the team I build and what I can help them achieve.”

Finally, grit and drive are an important part of the mix. “You can’t underestimate the power of hard work,” she notes. “It has served me well throughout my career.”

Believing in Others as They Believed in Her

While Young’s drive, authenticity, and willingness to take on challenges were essential building blocks to her career progression, she is quick to credit the support she received from both Wells Fargo and the people around her. Early on, she balanced career ambitions with family responsibilities, working part-time as a young mother while continuing to excel in her role.

“People saw my potential and believed in me—Wells Fargo believed in me—and were willing to wait until the time was right for me to step into bigger roles…I appreciate that I was given the time and space when I needed it and I try to do the same for my team.”

Now, Young pays that support forward. “When I see someone’s potential, I bring them in, help them develop, and give them a platform to grow. Sometimes that even means helping them move to other parts of the organization where they can expand their skills.”

Bringing Out the Best

The commitment to lifting others up naturally extends into how Young leads her own team. A defining principle of her leadership is written clearly on her whiteboard: What did I do today to make the team better?

“I spend time really trying to figure out what motivates people individually and collectively as at team to bring out the best in them. I give stretch assignments that get them to do more than they think is possible,” she explains. “When they’ve done the work, I make sure they’re the ones presenting it. They deserve the visibility and the access to other leaders.”

That people-first philosophy is both Young’s leadership signature and her source of fulfillment. She finds meaning in seeing her team grow, whether it is employees she once hired fresh out of college who are now thriving across the organization, or former team members who choose to come back and work for her again. “That to me is amazing,” she says. “Seeing people’s success and knowing you had a part in getting them there is truly fulfilling.”

Even after building multiple teams and functions, Young remains motivated by challenge and transformation. “We have a few more years before this group is a completely well-oiled machine… but it’s exciting to see the impact. Ultimately, success isn’t just efficiency—it’s the growth and fulfillment of the people I lead.”

By Jessica Robaire

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