Sheetal Prasad, CFA: Managing Director, Jennison Associates

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Sheetal Prasad“I think the constant in my life is that you’re moving to the next level. You’re moving to a new challenge,” says Sheetal Prasad, Small Cap Core and Mid Cap Growth Portfolio Manager at Jennison Associates, “And even though you might not think that you’re ready, you are.”

Prasad talks about the continuous learning curve, the value of culture, diversity of thought and being your whole self at work.

From Pre-Med to Portfolio Manager

Like a “good Indian girl”, Prasad began pre-med at Georgetown. When she realized being a doctor was not her calling, she switched to business. At first, she remained in the healthcare territory, working in a market research firm before moving to Wall Street.

A few years in, she leapt from the sell-side research to buy-side investment management, and then landed at Jennison, thirteen years ago. Soon she was challenged to diversify her expertise. 

“I got the opportunity to become a small-cap portfolio manager, but you have to know stocks across the entire universe – not just healthcare, but tech stocks and consumer stocks and industrial stocks,” says Prasad. “The truth is I didn’t have the background for that, but you’re given an opportunity, and you take it.” 

Today, most of her time is spent on mid-cap portfolio management.

“I had to learn to love to read. It’s so critical. My job is predicting the future to some degree. It’s finding those companies that are so well-positioned in certain industries that they can continue to grow from being a smaller market value to larger over time,” says Prasad. “The way you do that is by constantly reading or listening and continuing to learn. Learning is the best part of my job everyday.”

How I Built This, Invest Like The Best, The Knowledge Project and Masters of Scale are among podcasts that inform her professionally. 

Culture & Social Responsibility Matter More Now

“It’s pretty clear that we aren’t going back to the old normal, so what is that ‘new normal’?” asks Prasad. “How are we going to work – and play – differently? How will life change? Who are the companies that will enable that change and are going to be able to thrive?”

In addition to new companies and business models, Prasad is paying attention to company culture. The post-pandemic world has brought out the true value of culture.

“I have a much greater appreciation for culture today in my investment portfolios and the companies that I invest in,” she says. “Because I think that really is the difference between a company that can grow to be bigger, versus a company that might not make it.”

Investing responsibly is paramount to Prasad, such as considering environmental, social and governance (ESG) criteria.

“As our portfolio companies are becoming more social stewards, we also have to follow that,” states Prasad. “If I don’t feel good about investing in a company, I don’t have to do it.”

“I take my fiduciary and social responsibilities very seriously. It’s the way the investment business is going to be going forward, and we have to be good at it,” she says. “Part of who I am is having a social responsibility to my family, my community, but also to my job and my investors.“

Diversity of Thought And Voices

“In our business, diversity is not just on the outside, but it’s really about  diversity of thought,” notes Prasad. “If we all think the same way, we’re not going to do well in a stock market, where we need to be prepared for low probability events and be willing to react.”

Diversity of thought is essential to preventing blindspots, cognitive dissonance and ‘thesis creep’, since her team’s success requires staying open-minded to ‘what ifs’ and the healthy friction of debate. 

A candidate that questions a stock the firm holds, from a genuine and informed place, is an asset.

“Everybody is absolutely respectful, but you can’t be shy,” says Prasad. “We don’t hire wallflowers. We want people to express their opinions, because an exchange of ideas is critical to performance.”

Be Visible And Ask Questions

“The financial services industry is behind in their ability to attract and retain and promote women,” states Prasad, though Jennison does better. “And it’s both a top-down problem and a bottom-up problem.”

While face-time is essential to building culture and relationship, she feels the post-pandemic disruption has revealed it’s possible to work more virtually. This could help to attract women and diversity of thought. 

Prasad encourages women to sit visibly at the table, not the periphery, and express their opinions. If there’s one thing she wishes she’d known earlier, it is to not be afraid to ask “dumb questions”. Be communicative and ask questions, especially when you shift between roles or jobs. 

“I’m asking dumb questions all the time,” she says. “Chances are there’s somebody else sitting at the table that also doesn’t understand.”

She encourages women to take a page from men’s confidence book, and when opportunity presents, take the leap before you think you are ready – knowing you will figure it out, and it’s okay also to fail sometimes. 

“I’ve long come to realize that I have to be comfortable with being uncomfortable,” she states. “I’ve had imposter syndrome throughout my entire career. I’ve had to use that discomfort to get smarter, to get better, and to drive towards better performance. It doesn’t stop.”

Being Your Whole Self

Prasad begins her days with yoga before logging on, and recommends to take the time to do whatever helps clear your mind and support your well-being, as often as possible. She is finding working at home is also allowing her to feel more present at work. 

“I think very often in life you can’t be really good at your job if you feel as though you’re not giving 100% to your personal life, because that really is the core of who you are. My children, my family, are so important to me,” she says. ”The fact that I can be here for my family allows me to give just as much energy to my job.”

Prasad has learned the value of bringing her authentic self, including her emotions and extroversion, that complements some of her colleagues, to her work.

“In my early career, I was stoic. I felt like it’s all about the job,” she recalls. “Over time, I came to realize it’s okay to care. It’s okay to share. I am going to be emotional about this job and it’s okay. Because the best part of a job really is the people and the relationships you develop.”

“I love my team so much that I think it’s okay for me to show that I’m a woman, that I’ve got family obligations, that I laugh or I cry, or show what bothers me.” She exhales. “Chances are someone else might be going through something similar, and if you can share, they feel like they can. That’s where the team dynamic really comes through. Those small personal interactions go a long way.”

By Aimee Hansen

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Ronni G. Davidowitz: Partner, Head of New York Private Wealth, Katten

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Ronni Davidowitz

Photo provided by Gittings Photography

“When someone asks me about job longevity at one firm—as it is not often you see that nowadays—I say, ‘either I must love it or I cannot get another job,’” jokes Katten partner Ronni Davidowitz. “So I would like to think I love it.”

One look at her resume reveals Davidowitz is a lawyer who finds helping her clients with their estate and wealth plans both stimulating and rewarding. She shares her wisdom and lessons learned over decades of experience.

Finding a Home in Law

Davidowitz is ultimately a career one-firm woman who has utterly devoted her professional life to trusts and estates (T&E) law.

She began her legal career in 1979 at a small boutique firm with a heavy concentration in the trusts and estates field and then moved in 1985 to the New York City-based Rosenman & Colin LLP, which then merged in 2002 with a Chicago firm to become Katten Muchin Rosenman LLP, creating a 35-year tenure for Davidowitz at one firm.

“Given the amount of time, it feels like that has been my only home,” says Davidowitz.

After finishing law school at St. John’s University, Davidowitz, as noted earlier, worked briefly at a small firm where she gained experience handling trusts and estates matters, but eventually grew “fidgety.” While lunching with a fellow lawyer and sharing her plans to move on, serendipity struck—a perfect vacancy in his firm, which ultimately became known as Katten.

“I did not even have a resume together because I was really mulling over what I wanted to do,” recalls Davidowitz. “Next thing you know, I was in there, had an interview, did not interview anywhere else, they made me an offer and the rest—as they say—is history.”

“What has kept me at the same firm honestly is the people,” she muses. “It is a terrific group of people that I admire and respect, and I think it is mutual. I am just very fortunate to work with smart, capable, good and truly nice people. It makes a big difference.”

Practicing in Trusts & Estates Law

“I love the balance of the personal interactions and the intellectual challenges in advising clients on estate planning and wealth management needs and helping them avoid litigation,” says Davidowitz.

In her work, Davidowitz often develops relationships with generations of the same family, who are looking for assistance with succession planning and come with all the facets that family dynamics bring.

“The challenge in my area is that although money is what it translates to in terms of property and assets,” she says, “the undercurrent is the emotional charge.”

Working with wealthy families and individuals, each case is as unique as her clients and their personal needs. With such diversified work, she is grateful to call on her colleagues in different disciplines, such as real estate, corporate and tax attorneys who can offer more services to clients, like handling the transactional capabilities most frequently needed by ultra-high-net-worth individuals and the privately held businesses they run.

“I tend to think of us as the closest you might come to a generalist in the legal profession, much like a general practitioner in the medical field, versus all the various sub-specialties,” she says.

“Intellectually, it is stimulating,” states Davidowitz, who enjoys devising cutting-edge tax strategies so clients can save on income, estate, gift, and generation-skipping transfer taxes. “You really need to be mindful of what’s important to the individual—that is why there is no off-the-shelf answer.”

Witnessing the Influx of Women

Davidowitz is a daughter of Holocaust survivors, and as a first-generation U.S.-born citizen was the first in her family to attend college and graduate from law school.

She remembers a time when there were as few as ten women in her own law school class, whereas now women make up more than 50 percent of student enrollment. So she has witnessed the increase in women entering the profession, even close to home. Her own daughter is a “second generation” T&E lawyer.

At Katten, the firm has fostered an inclusive culture, focused on attracting, developing and retaining diverse talent.

“I know the firm’s leadership management has openly and often articulated its policy of diversity, inclusion and sensitivity to it,” she says of Katten.

Years ago, she became involved at an executive level in Katten’s Women’s Leadership Forum, when it was first formed to support the growth and retention of women attorneys through various initiatives, mentoring and professional development programs, and social and networking events.

Making Contacts and Creating Opportunities

One of her important lessons has been to invest in relationships that are mutually agreeable—and then be willing to leverage those connections.

“I have learned that contacts are really important. When you have identified people that you genuinely like, that you respect, then do not be shy about reaching out to them,” advises Davidowitz.

Unique in her practice area is that lawyers from different firms often get together in discussion groups and cultivate ties to one another.

“One of those women, who is a personal friend of mine now, was with-the-hand-at-the-small-of-your-back sort of guiding me,” Davidowitz says.

Not only did Davidowitz succeed her friend in becoming the chair of New York City Bar’s Estate and Gift Taxation Committee, but she was also recommended by her as state chair for Downstate New York for the American College of Trust and Estate Counsel (ACTEC), a 5-year term she is now completing.

“These are positions of prestige, so I have had the benefit of having someone who took that extra interest and looked out for me,” says Davidowitz. “And I try to pay that back. I try to make opportunities for my associates, male or female, though I personally have a large female group.”

Being True to Yourself

Another way Davidowitz supports young attorneys is how she approaches performance evaluations.

She prides herself on being a good judge of character, and considers that part of any evaluation process is to guide lawyers to achieve their goals—she iterates that it is very personal, for example not everybody wants to be partner, but those who do have steps to take.

“Evaluations are more than saying ‘people think you write well,’ or ‘you are a thoughtful attorney,’” she says. “An important part of the process is guidance—career development, advice on how to proceed, or maybe a suggestion to take a step back if there is too much pressure with the family balance and workload.”

She advises being really true to yourself, and figuring out the pace that will work for you. She sets achievable goals of five-year increments to get where she wants to go—a reasonable time period to get set up for success.

For example, she focused on completing the necessary requirements, like public speaking and involvement in bar associations, to be elected as a Fellow to ACTEC.

One way she creates opportunities for associates is having them co-author articles or chapters with her, from which they receive byline credit, or helping to place other lawyers on bar association committees aligned to their interests.

Proud Lawyer, Prouder Grandmother

Davidowitz is proud of her leadership involvement in many organizations like ACTEC, being surrounded with the top minds in the field with the opportunity to give back.

She had been honored for her work and her civic contributions by 400 of her peers at the United Jewish Appeal (UJA)-Federation of New York, a philanthropic organization in which she also had served as chair of its T&E committee.

What she is most devoted to, however, is her family and her six grandchildren. “I have told anyone that the best club to be in is the grandparent’s club,” she says.

As a self-confessed “voracious reader,” Davidowitz seeks to pass on her own passion by building a little book club among her grandkids.

By Aimee Hansen

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Allison Yacker: Partner and Co-Chair, Investment Management and Funds, Katten

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Allison Yacker“From the moment I joined Katten, the attorneys most keen to invest in me — both personally and professionally — quickly became my mentors,” says Katten’s Allison Yacker.

“Reflecting on that moment, not only were those mentors some of the smartest and hardest working attorneys at Katten, but more importantly they were the ones who realized this was a two-way street.” Years later, Yacker now co-chairs the firm’s Investment Management and Funds practice and is based in New York.

Yacker offered insights on her journey to becoming a firm leader, and being recognized as a great mother and a go-to legal counsel for some of the largest global financial institutions.

Pivoting to Make Her Own Path, and Rising to Leadership at Katten

Throughout her 18 years at Katten, Yacker continues to rise through the firm ranks: from being selected as a summer associate, to becoming one of the youngest capital partners in the firm, to acting as a co-chair of the New York Financial Markets and Funds practice group and serving as a member of the firm’s Board of Directors.

“I knew Katten was a great place to work, and by the time I was a third-year associate I had solidified a terrific roster of mentors who happened to be all men,” Yacker said. “As I thrived in my career, I was determined to make capital partner by the time I was 40 and to serve in a leadership position at the firm because I wanted to prove to myself that it was possible and to help create a similar path for other women in the firm.”

And she did just that.

Yacker began her career at Katten in the corporate group, handling general securities work and mergers and acquisitions. She credits this experience with providing her the skillset that would serve as the foundation for her current practice. 

Soon Yacker was presented with the opportunity to be seconded to a major financial institution, where she gained practical legal experience in the derivatives and private funds market. Yacker relished the experience, and quickly found that the clients she enjoyed working with the most were traders and key decision-makers at hedge funds and private equity funds.

When she returned to the firm from her secondment, she quickly realized that she was one of only a few associates who could handle complex derivatives and structured products transactions for both the buy and sell sides. These types of transactions were regularly handled by the Financial Markets and Funds group, so when practice leaders invited her to join the group she knew it would provide her the platform needed to expand upon this niche. She jumped at the opportunity.

But in 2008, when the Dodd-Frank Act was enacted, she quickly realized that the complex derivatives transactions that she had spent a significant amount of time on were essentially regulated out of business. Good lawyers anticipate future risks; great lawyers identify it and pivot. It was at that moment Yacker decided to move away from derivatives and toward refocusing her practice on fund formation and investment management. There she found success faster than anticipated, and her clients quickly came and continue to rely on her to serve as their outsourced general counsel. Later on, she would pivot again – this time toward representing sophisticated investors looking to make investments in hedge funds, private equity funds, and other alternative financial products.  

Today Yacker represents hedge funds, private equity funds, commodity pools and managed account platforms that engage in a wide variety of strategies, including quantitative trading, private credit, distressed debt, futures, litigation finance, securitized products, affordable housing, renewable energy and carbon credits, to name a few. She also advises clients with regards to seed and early stage investment opportunities and global regulatory issues that arise in connection with investments in funds and managed accounts.

“You need to be able to work dynamically within your industry to find a practice that makes sense for you — one in which you respect and like the client base, and, most importantly, one that you enjoy,” Yacker said. “Do not be reactionary when it comes to your career, be proactive, take the reins and make the tough decisions.” 

Being Her Personal and Professional Self

In 2018, Yacker was named Katten’s Working Mother of the Year by Working Mother magazine. The article profiling her pointed out how integration of personal and professional self is only growing in importance. 

“Personal and professional—the lines become blurred when you’re predominantly working from home in New York City and raising two children who are remote learning,” she said. “It’s definitely a challenge to shift back and forth between the mom hat, the teacher hat, and the lawyer hat,” says Yacker. “When it comes to my kids, I make every effort to do so with love and respect, and of course a sense of humor, which I know resonates with my children.”

All joking aside, she remarked that her career often dictates that she be deliberate and efficient with her time, and that she create boundaries for herself and her children so that no aspect of the services she provides to her clients is impacted. To that end, she noted that she periodically goes to Katten’s mostly empty midtown Manhattan office when she has an intense work day planned, and joked that she never thought she would enjoy going to an office as much as she does now.

Positive Vibes and Being the Difference

Yacker is most energized about her work when her clients commend her skillset, style and work ethic when it comes to servicing their needs.  

“My clients often remark that they see me as a true counselor — a person that they know will give them not only insightful legal advice and the answer under the law, but also an answer that will work for their businesses,” she says. “My clients know that I am not a scrivener, and that I don’t stop at ‘no you can’t’ when they have a difficult issue — I’m here to solve their problems, to be creative, and to use the resources of my firm to find the best possible solution to any problem they have and to get the deal done.”

Yacker primarily attributes her professional integrity and intense work ethic to her grandfather, whose first job after arriving in America after surviving the Holocaust was that of a janitor who made 65 cents an hour. Through incredibly hard work, her grandfather eventually built a successful business. Both of her grandfathers were incredibly hard workers but family came first to them. To Yacker, every day that she puts in a hard day at work is a testament to her grandparents and an attempt to honor their memory.

Learning Along the Way

Yacker gained valuable insight while ascending to become one of the firm’s youngest capital partners.

She recommends that young lawyers work with and learn from as many different lawyers as possible. 

“You learn different ways of thinking, different ways of networking, different analytical abilities, and different techniques for maintaining relationships and running a practice,” she observes. “I think that’s been critical to my success.”

Yacker also says that she has always worked hardest for the people who were fully invested in her.

“Seek out mentors who are looking to invest in you personally and professionally,” says Yacker. “And take those relationships as seriously as possible. And then, give back to younger associates in the same regard.”

And most importantly, she encourages young lawyers to take ownership of their careers — not to wait for an opportunity to be handed to them, but rather to take the initiative in building a successful practice and to think proactively and deliberately about their goals. 

Networking and Outreach

Yacker stays connected with her clients and colleagues — even in pandemic times. Whether it be a virtual group wine tasting, hosting socially-distanced cocktails and meals on her terrace, or virtual tea with clients in London, Yacker tries her best to proactively stay in touch with her clients both professionally and personally.

She has found it particularly fulfilling to work on pro bono matters,  providing legal counsel through the Small Business Legal Relief Alliance to small businesses in New York that are struggling during the global pandemic. 

Yacker also sits on the steering committee and national mentoring panel of the Katten Women’s Leadership Forum, which supports the growth of Katten’s women attorneys with professional development events, networking and practical advice. 

She is also one of the founding members of Katten’s Women in Finance Initiative, which seeks to build a strong community of women within the firm with a view toward driving cross-selling opportunities and driving more business to this community.

She is an Angel Member of 100 Women in Finance, an organization dedicated to empowering women in the finance and alternative investment industries through meaningful connections, high-impact programming and initiatives that help build the pipeline of future leaders in the industry.

Also close to her heart is the new Parents Affinity Group at Katten—a virtual support group for attorneys and business professionals to connect with each other and discuss approaches to navigating work and family responsibilities. 

Crowing Achievement

As committed as she is to her professional success, she views her crowning achievement as the balance she has struck between being a successful lawyer and being a successful mother.

“My children know that mommy’s business means I have to be available to my clients almost all the time, so I work a lot. I think they respect me for how hard I work at my job, but they 100 percent know that they come first and they always will,” Yacker said. 

Yacker’s “work hard, play hard” attitude has always resonated with her sons Jackson and Ashton, ages 8 and 12 respectively. She revels daily in how resilient they are, how kind they are to each other, and how hard they work to do their best in school, even under these extraordinary circumstances. Yacker said she finds inspiration from her kids, who make her want to be the best at anything she is doing.

Her most cherished daily moment is the time when it’s just her and her boys — whether they are on the baseball field, cuddling in bed, or laughing together in hysterics on the couch. Those are the moments she is most grateful for.

By Aimee Hansen

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Niamh Bushnell: Chief Communications Officer (CCO), Soapbox Labs

Niamh Bushnell“Communicating about things I feel passionate about feels good, even joyful.” says Niamh Bushnell, CCO of SoapBox Labs, based in Dublin.

Bushnell shares her passion for Ireland’s technology prowess, the importance of equitable AI and the challenges for women in technology. 

Tech Was The Ticket, Ireland Was the Passion

Coming out of university in the mid-90’s, Bushnell was keen to travel, use her foreign languages (Spanish, French and Italian), and work with smart, exciting people.

“So it wasn’t a love of technology itself that attracted me to the tech industry.” she admits. “I’ve always had those two sides, working with savvy tech entrepreneurs and representing tech companies, but not being a ‘tech person’ myself. What I did love, and was drawn to, was their smarts, and the universality and the dynamism of the industry.”

During 16 years based in the NYC area, she worked on supporting Irish, European and other international start-ups in entering the U.S. market. While adventure may have drawn her to tech, what compelled her to remain has been the opportunity to secure Ireland’s place in the “pantheon of technology champions.”

“For someone who loves to travel and has a global mindset, I’m also very committed to supporting local – be where you are, get involved in where you, shop where you are,” says Bushnell. “I was 16 years in NYC when I saw an ad for a leadership role in Dublin – to be the face of the indigenous tech industry there, to tell the story of Dublin as a city of technology and innovation. It read like a job tailor made for me, with a mission I could be really excited about.” 

In 2014, as Dublin Commissioner for Startups, she returned home with family, where she launched popular initiatives like the First Friday Brekkie, the publication Dublin Globe (to tell the stories of Irish tech companies), the data tracking platform TechIreland, and female founder focused activities like the €100M campaign, and the video series Female Founder Fridays.

“People think that multinational companies are the only Irish tech stories,” states Bushnell. “But there are over 2000 Irish startups and scale-ups expanding globally with technology homegrown in Ireland. I was just really fired up to tell that story.”

The Power of Tech Networking

As Commissioner, Bushnell’s strategy was to focus on promoting “the best of the best” Irish companies to achieve international traction.

“My philosophy was always that to win, our approach can’t be to love all of our companies equally. If we want Dublin’s reputation to grow, we have to focus our limited resources on promoting the very best companies, the most talented and gifted teams, the businesses with the greatest global potential,” she remembers, “Promote them first and foremost, and all Irish companies will benefit from that.”

It was at one of the monthly First Friday Brekkies Bushnell hosted in the Commissioner’s office that she met Patricia Scanlon, CEO and Founder of SoapBox Labs, a deep tech AI company specializing in speech recognition for children. They happened to both have a ring made by the same Soho designer from their stints living in New York. 

“You can tell when you meet founders how deep their ambition is, how great their vision is, and how solid their ground rules are,” states Bushnell. Scanlon’s 20+ years of specialization in speech recognition, her vision, and her approach to fundraising impressed Niamh hugely.

“Speech recognition for kids hadn’t really been touched,” explained Bushnell. “So SoapBox was going to be the specialist who would become a world leader in that space. The ambition to deliver on that was already tangible.” 

Real integrity in AI 

In her current role at SoapBox Labs, Bushnell testifies to the value of foresight and patience in developing the best technology to positively impact all user’s lives.

“Is your AI developed in a way that is equitable – that doesn’t have inherent gender bias or racial bias?” asks Bushnell. “If voice tech doesn’t recognize a kid’s dialect and gives them a lower score on a reading assessment because they don’t pronounce words in the way the AI has been built to understand them, they’re going to lose out at school.” 

“The way technology is built these days hugely impacts people’s quality of life – including their physical and mental health – and it can impact them socioeconomically too.” says Bushnell. “Equity is a big piece. Our voice technology has been proven to show no bias when it comes to accents and dialects. That’s massive. We built it with the ambition to deliver a level playing field for all kids, so we’re super excited that independent validators and customers are confirming that.”

As technology becomes more deeply integrated into our lives and education, especially at a young age, it’s more important than ever that it offers a positive and accurate experience for all users. With voice technology, this means developing solutions from the ground-up that actually work for all kinds of children.

“So that’s the compelling vision I’m now happy to be communicating,” smiles Bushnell.  

Challenge for Women in Tech

Having held several roles promoting the tech industry, Bushnell has talked to many women about their experiences. 

“What is one-hundred percent true, but kind of unbelievable still, is that women founders who are technical by background are often not taken seriously for their big vision and big ambition,” says Bushnell, especially if they’re proposing game changing, first-of-its-kind innovation. 

“Women founders who are scientists, who are engineers, who are PhDs, who have spent their whole careers building innovation and have the patents to prove it, these women say that when they go into a room and position a big vision of something that is going to change the world, they are often not believed by the men or the women (if there are any) sitting on the other side of the table.”

These women need extra grit and resilience as they move step by step through the process of knocking down the hurdles placed before them. Bushnell agrees that women have a huge responsibility to support other women in breaking down the barriers we collectively face. She also says it’s about time that women get over the need to be liked by everyone. 

“I think you’ve gotta really be comfortable with being a leader and being respected” she says, “but it’s also okay to be unpopular for decisions you make. It’s also okay to be wrong about decisions you make and put up your hand and say so. I think women care a lot more about their reputations at every stage of their journey than maybe they should.”

Despite the observation that society has a harder time accepting and encouraging women through failures, she encourages women to learn to embrace racking up some failures along the way. 

“We just have such a hard time faking it until we make it,” says Bushnell. “and business is nothing but that. You never really have any of the answers! You do good research, pay attention to the trends, listen to your instincts, but in the end, you have to take risks.”

One of her greatest experiences was in the TechIreland role when her team had little resource but a big vision. She loved taking risks, dusting herself off, and developing the tenacity to get up again and learn by doing. 

“You can have loads of failure but if you have tenacity, the chances are you’re going to figure it out as you try and fail, as you go along.” she muses.

“There’s a lot of freedom when you’re comfortable with risk, and with freedom comes creativity. Don’t worry if every single step isn’t going to come out as you want it to. Often times you don’t even know what the ideal outcome is, until you start.”

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Trisha Sircar; Partner, Privacy, Data and Cybersecurity, Katten

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Trisha Sircar“I will say I’m incredibly lucky that I’ve had the support of many women in my industry,” says Trisha Sircar, Partner at Katten.

The terrain of data privacy and cybersecurity is evolving as quickly as our relationships to technology, so there’s rarely been a more challenging or rewarding time to be an authority in this field.

Organic networking from one of the world’s largest insurance companies to Katten

After beginning her legal career in litigation at a law firm, Sircar moved to in-house at a global insurance company. In 2014, two years into her eight-year tenure there, she segued from employment law to data privacy and cybersecurity, exploring from both legal and business vantages, usually for Fortune 500 clients.

“We’d take a deep dive into how organizations measured their data privacy and cybersecurity from a macro and micro perspective,” Sircar says. “It was very interesting to see how different clients — healthcare, pharmaceutical, hospitals, universities, media, tech, professional services firms, retail, and others — use, collect and retain data, and manage their privacy and cybersecurity risk.”

Within her last remit as counsel and compliance officer, Sircar helped implement the company’s global privacy compliance and records and information management program, as well as manage internal policies and procedures pertaining to privacy, data and cyber security across more than 50 global locations.

Through her work, Sircar developed a longstanding client relationship with Floyd Mandell and Karen Artz Ash, Katten Partners and Co-Chairs of the Intellectual Property practice.

“I had very close ties with Katten throughout my career,” she says. “I saw Floyd and others on his team as mentors and friends that I could always turn to.”

Sircar was focused on establishing her career in-house and did not plan to return to private practice, but soon found herself accepting the invitation to join Katten in January 2020.

“I knew their business model, their reputation, and I knew that I could trust them as a partner based on the multiple matters that we handled together,” she says. “I always tell my mentees and associates on my team that you should keep an open mind and be open to opportunities. So I kept an open mind, and I’ve been very happy with the decision.”

 

New World, New Questions, New Challenges

In her role at Katten, Sircar is largely confronting the issues that have arisen and solutions to be forged under the context of a public health crisis.

“I’ve recently worked on updating business continuity plans for clients that envisaged a terrorist attack in advance of 9/11 or natural disasters before Hurricane Sandy struck, but many of our clients never thought to foresee a pandemic,” says Sircar. “So we are creating a new playbook. It’s something that is dynamic and going to change day to day, every day.”

A salient focus right now is education privacy, both in creating safe and secure practices for sustaining education in a remote environment and navigating, where feasible, re-entry into the classroom.

As both an attorney and aunt, Sircar appreciates the complex considerations at play in the transition to remote learning, including the importance for schools to perform critical due diligence on software, applications and technology platforms with regards to how they protect students’ privacy, and to pay close attention to how these platforms collect data on students.

Schools need to address whether they provide sufficient disclosures to students, parents and guardians, and teachers, and employ adequate information and cybersecurity protocols so parents and guardians are clearly aware of what is going on in virtual classrooms and what support is available, according to Sircar.

“Whatever we can do to promote safe and secure practices for schools during this environment, whether they are participating remotely or in a hybrid model, is really important,” Sircar said.

Sircar clarifies there is no easy, one-size-fits-all solution. Not only are schools under state-level laws, but guidance at the district and school levels differ and fluctuate too.

Many business clients are also navigating creative changes in their client or consumer relationship and interface in the present pandemic world.

The way of overseeing businesses’ privacy policies and processes, and compliance with global privacy law, is also impacted — from managing increases in cybercrime to what to do when you can no longer run to the IT guy down the hallway.

 

Real Diversity is Visible

Despite the tech-related nature of her legal realm, Sircar attests that neither her gender nor Indian ethnic background have been personal barriers.

“My last manager was a female. Her manager was a female and the hierarchy above her were all females,” she says. “I have been fortunate to have had incredible mentors. And Katten is truly supportive and amazing in terms of their work/life balance and maternity leave policy.”

“I have interviewed with companies and law firms that I know have strong diversity and inclusion programs, and it’s not just window dressing. I see their impact at a substantive level,” says Sircar.

She recommends to do the research before interviewing, ask the hard questions and pay attention. At a senior level, she suggests reaching out to networking peers to share thoughts on the leadership culture of a firm.

“When I hired Katten at my predecessor company’s lawyers, I saw the hierarchy, and there were females and minorities in those high positions that I’d be working with or reporting to,” says Sircar. “But I think law firms generally have more work to do to achieve parity.”

On that note, Sircar finds her pro bono work with entrepreneurs in socioeconomically disadvantaged communities, which helps to foster more diversity in law, to be essential.

“I think it’s really important that as lawyers and leaders, we don’t always look to what we deserve or what we should get,” states Sircar. “It should be more of a culture that embraces giving back.”

 

Mentorship and Support

“Katten really supports mentorship, not only at an internal level between partners and associates,” notes Sircar, “but also externally with students — from high school to college to law school.”

While she’s often gone the path on her own — from Australia to New York to law school to partnership — she emphasizes to her mentees to be willing to ask for support.

“Reaching out for help or advice does not subvert you from your task of getting to what you want to do,” says Sircar, “and it could have gotten me there faster. Be open to others’ opinions. Don’t be afraid to ask uncomfortable questions, but also be prepared for the tough answers.”

“It’s really important to get different perspectives from different people, from different backgrounds and different facets of the legal profession.”

 

Guardian of our Times

In addition to being perceived as a role model to other women and making her family proud, Sircar is proud to stand as an authority in a field of law that has an impact on everyone in this interconnected, global digital economy.

“I assist my clients in understanding and managing the evolving privacy and cybersecurity risks that they face when they create their services and products or market them, while protecting and securing personal data and confidential information,” she says. “Working in an industry that really affects everybody and holding all parties accountable to that, that’s another thing I’m proud of. I get to do a job every day that helps society by promoting and ensuring an ethical approach to the usage of data, individual privacy and sound cybersecurity hygiene.”

By Aimee Hansen

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Pamela Yoon, Vice President & Portfolio Manager, RBC Wealth Management/RBC Dominion Securities Inc.

Pamela YoonPamela Yoon finds her business incredibly rewarding, although also challenging.

“I encourage newer professionals that the first few years will always be tough so you have to adjust for playing the long game,” she says. “It’s like training for a marathon and while it can be hard to stick with, it pays off.”

Building a Successful Business From Scratch

That long game has worked for Yoon. She joined the banking world right out of university without knowing much about it. In her 23-year-old mind, she saw starting as a teller as the traditional route to success. But a friend recommended that she try something different; he had an opening for a junior assistant position and even though she didn’t know exactly what it was, she knew she would catch on quickly. Yoon didn’t grow up in a household where they discussed financial markets, but she found the field fascinating and never looked back.

Yoon studied how the most successful people in the office made their way and realized that at the time, all the assistants were women, and all the brokers were white males. However, she loved the client interaction and asked the office manager if she could be considered as an investment executive. He rebuffed her, and her friend recommended that she join him at BMO Nesbitt Burns, which at the time had the best rookie training on the street. “I was persistent and aggressive to get hired even though there were no job openings,” she says.

After starting from scratch in 1996, today Yoon has built a $200 million business. It wasn’t easy, she says. Born in Malaysia, she came to Canada for university and is proud she could build a successful business despite no family connections or friends with money, which is a challenge in a business built on relationships. Her solid client foundation has helped her realize success as the field has pivoted from one that used to be primarily transaction-based to a fee-based holistic wealth management approach that covers full financial planning.

Now she is able to concentrate on growing her business from current clients and referrals. “I wish I had done something else first to build a network, as my start was a little slower than many, but with my current experience, I can now grow much faster.”

Helping Women Assert Their Role in the Business

Despite that early experience, the challenges and obstacles she sees are largely in women’s minds, Yoon says. “They might tell you that a certain role is not for you, as happened to me early on, but you have to push back.” She especially finds that in a business like hers where you are judged by performance, you don’t have to deal with glass ceilings or bosses denying raises because everyone is on par. “If I produce more than a man, I have that option.”

It’s one of the reasons she finds it puzzling that there aren’t more women in the business. In addition, she feels that women’s skillsets are well suited to success. “They have more of the emotional intelligence that is important in this business to help people plan, and they ask good questions to help families make hard decisions around their money, Yoon says.

Giving Back to Aspiring Students

Yoon is still very active at her university, where she graduated with a degree in economics. For the past six years has hosted a forum in her board room (which will be virtual this year) where students are invited to tour the firm and ask questions. There, too, she sees the disparity as it is almost always a ratio of 20% female and 80% male.

She also serves as a guest lecturer in behavioral finance and last year announced the inaugural “Pamela Yoon Award for Economics,” which is open to anyone pursuing a CFA (Chartered Financial Analyst) or CMT (Chartered Market Technician). “I truly feel that I want to give back and create a legacy.”

Despite her many professional obligations, Yoon stays busy and balanced. A weightlifter and road cyclist, she is also a self-taught chef and enjoys spending time with her two teenage sons.

She finds her work very rewarding. “I want to empower more women to take control of their finances,” she says, adding that Vancouver, Canada, where she lives, is a region that’s very real estate focused, so she is trying to educate people about the possibilities in the stock market. “I see many get lost, and so it’s important to explain the market in plain language and give them confidence to approach their financial life with full confidence.”

by Cathie Ericson

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Cathy Yoon, Special Counsel, Financial Markets and Funds, Katten

Cathy Yoon“Keep an open mind. Just because you start your practice one way doesn’t mean you’re wedded to that,” says Katten’s Cathy Yoon.

“When I mentor college and law students as they start their careers, they always ask how I ended up where I am today, and I tell them it’s ok if you have no idea what you want to do because you’ll figure it out.”

Finding Her Niche

As the oldest child of first generation Korean immigrants, Yoon says she faced a lot of pressure from her parents to choose a “good,” well-paying career.

But after graduating from Swarthmore College as a history major, Yoon wasn’t sure what her career path would be. A friend was a legal assistant at a large law firm, and that prompted her to consider enrolling in law school. She attended New York Law School and after passing the bar went to a law firm as an associate handling corporate transactions and working primarily with private equity firms and hedge funds.

Her early legal training paid off. After three years, Yoon was recruited by one of the largest global financial services institutions in the world and became a managing director and senior counsel handling corporate legal matters, including acquisitions, divestitures, strategic initiatives, FinTech and other minority investments and other general corporate matters. During her seven-year tenure there, the Dodd-Frank Act was enacted, designed to prevent another financial crisis by implementing various reforms impacting how banks operated. This included restrictions on large financial institutions from growing by way of acquisitions or ventures and such restrictions started to impact Yoon’s practice.

At this point, Yoon pivoted and looked into what the smaller strategy groups were doing and started to move away from working on large corporate transactions and focused on more strategic initiatives such as representing the financial institution in several enterprise blockchain consortiums, where it joined other companies in the development of blockchain technology. This experience introduced Yoon to emerging technology in the financial services space, and the more she learned about blockchain and other forms of distributed ledger technology, the more interested she became.

She reached out to her network of colleagues and friends who were dabbling in it and eventually left the financial institution and joined a blockchain advisory start-up. “Until now I had gone the safe route, with a large law firm and financial institutions, and then I jumped headfirst into start-up life,” Yoon says. She wore many different hats—in consulting, business development, strategy and marketing, as well as acting as general counsel. “You pitch in where you need to,” she says, adding that she probably learned more about the intersection of business and law during this period of time than her entire career before this point.

Last year, Yoon joined the Financial Markets and Funds practice at Katten where she focuses her practice on assisting clients with navigating the legal, regulatory and operational aspects for their FinTech offerings and products.

Practicing law has been much more exciting for Yoon as many of her clients are on the cutting edge of technology and trying to operate in a space with a great deal of legal and regulatory uncertainty. “It’s a journey we are on together and it’s gratifying when my clients can articulate the value I bring. They say things like, ‘You really get it. You’re going beyond giving legal advice and thinking about the strategy. We enjoy working with you because you don’t just tell us no, but instead you help us understand the risks using the lens of our specific business model,’” Yoon says.

Mentoring the Next Generation

Yoon seizes any chance she can to serve as a mentor. One message she always tries to impart is that networking should be a thread that weaves throughout your career. “It’s never too early to start,” she tells younger professionals. Even today when most networking is virtual, there are numerous ways to reach out, including being visible on LinkedIn by sharing updates or chiming in with your opinions and experiences.

One of the places she is able to reach younger women is through her work on the advisory council of the GlamourGals Foundation, which fosters intergenerational connections between teen leaders and seniors to alleviate the issue of elder isolation, while offering networking sessions and leadership conferences to volunteers.

Yoon is part of many diverse groups and networks where the primary goal is to make sure there is proper diverse representation on boards, at conferences and in open positions. Since emerging tech is largely a male-dominated field, she likes to lead by example in the space, which is why she focuses on mentoring. “While I’ve always had terrific mentors and sponsors, I had always hoped there would be more opportunities to meet people from diverse backgrounds,” she says. “I appreciate I can be that person for others.”

by Cathie Ericson

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Anilu Vazquez-Ubarri, Partner, CHRO at TPG

Anilu Vazquez-UbarriThroughout her career, TPG’s Anilu Vazquez-Ubarri has often been the “first” or “only” in many situations.

While she is proud of breaking barriers, she says her goal is to not be the last one or the only one.

“I want to change perceptions and help people realize that differences bring varied perspectives that make our whole corporate culture stronger.”

And, she admits, sometimes that comes with a sense of loneliness and second guessing. “Occasionally, you may question whether you have the opportunities you do because you earned them, and upon reflection, you realize that you not only earned them, but likely worked harder than anyone else to get them.”

Building an Impressive Career that Helps Others Rise

Vazquez-Ubarri began her work in corporate law, where she became familiar with the dynamism of people matters and M&A, interests that led her to a role at Goldman Sachs in employee relations. Joining right before the financial crisis, her thinking about business was completely transformed as she saw firsthand the criticality of strong leadership in surviving any situation.

She subsequently held a number of human capital roles, always with a bent to the talent side, eventually being named Managing Director, Global Head of Talent & Chief Diversity Officer. Two years ago, she joined TPG as the firm’s first Chief Human Resources Officer to help build out the HR function and continue to improve on what was already a great firm culture. She was promoted to Partner in 2019.

What she finds most rewarding is building functional teams while developing robust talent management practices that focus on ensuring they have the best person in each role. “It has become common to combine talent management with diversity to accelerate progress,” Vazquez-Ubarri says. “I redesigned this function at TPG to help the firm think more broadly about people matters and the positive impact that a diverse, equitable and inclusive culture has on performance and engagement.”

Currently she is in the final stretch of a two-year strategy to reimagine the people culture, in part by reinforcing a focus on effective managers and feedback. “We are re-defining the traits of a good manager and the behaviors that lead to good management to maximize performance and engagement,” she says. At the same time, the firm is bringing diversity, equity and inclusion (DEI) to the forefront and also considering it in the role they play in capital allocation, the companies in their portfolio and their whole ecosystem. “We are challenging ourselves to continue to be leaders in our space,” Vazquez-Ubarri says.

Of course, additional priorities emerged as the pandemic raged, and the firm had to figure out what these goals mean in the context of disruption and new platforms for interactions. To that end, she has been leading the firm’s crisis management efforts and focusing on the health of employees and their families to keep them engaged even when remote – enabling them to continue to maximize their impact for stakeholders.

Working remotely would appear to be more challenging as they navigate weighty topics such as racial injustice, but Vazquez-Ubarri says the remote environment has created an ‘equalization of perspectives’ that has allowed teams to have candid conversations that might not have otherwise occurred if they had been in offices and hopping on planes.

“We held over 30 roundtables about racial injustice and our role as a firm and individuals to be change agents. In an interesting twist of fate those conversations were better enabled by technology.”

Developing Talent at All Levels

Vazquez-Ubarri believes in identifying people early in the pipeline and letting them know there is a path for them. Simply put, she wants to encourage people to plan to stay rather than plan to take their career elsewhere.

“Too often companies talk about top performers behind closed doors, but you need to let women know they are valued,” she says. For that reason, TPG closely monitors the talent pipeline to look two to three years ahead of promotions in order to better develop talent by considering what they have accomplished, finding the gaps and holding their managers accountable.

“I think that’s the most interesting feature of how we are looking at this. Our managers know that if they have a talented member of their team and don’t identify potential issues early on, that is a failure on their part,” Vazquez-Ubarri says. “We have to clearly articulate that we are invested and put our focus on ‘stay’ interviews so they don’t become exit interviews.”

Considering the upcoming Hispanic Heritage Month, she mentions her focus on energizing the Hispanic population to help each other rise in the corporate environment. “We have a lot to offer with our diverse cultural background, and it’s important for companies to get to know and understand this talent base, which I believe is underutilized.”

Vazquez-Ubarri spends a lot of time coaching and mentoring women and Latinos who are looking to develop their careers and advance within their fields. “I am excited to see so many women achieve success in industries that normally have not been welcoming,” she says. “I hear them say that they like it here and are going to stay. I am quite optimistic for the state of women in the workplace and for the very important role we have to play in the world in general.”

She also serves on boards that are focused on justice and civil rights for the Latino community, but also have educational and networking components. These include ALPFA (Association of Latino Professionals for America) and the Latino Corporate Directors Association, with whom she proudly partners to make sure that Latinos are represented on boards.

“I spend a lot of energy and capital on mentoring and challenging Latino professionals to stay in the game and move up the corporate ranks by making their voice heard and pursuing leadership opportunities.”

Independent of industry, role or level of seniority, Vazquez-Ubarri says it’s important to “run to the fire.” In other words, she says, don’t be afraid to go after things that are complex. “That’s where change happens, where you learn the most, and have the opportunity to become a trusted advisor.”

by Cathie Ericson

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Ivelisse Rodriguez Simon, Managing Partner, Avante Capital Partners

Ivelisse Rodriguez Simon“I wish I had known from the start of my career that I should have more confidence in myself,” says Avante Capital’s Ivelisse Rodriguez Simon.

But, as she says, when you enter an industry where no one looks like you, it can be challenging.

“Over time I’ve realized that you should never doubt your own capabilities. There may be obstacles, but you can do it. With a lot of luck, hard work and great mentors I’ve made it in this industry, which is hard for women, especially minority women.”

Setting an Example Through Dedication and Success

Not only has Rodriguez Simon “made it” in the industry; she has helped set the standard.

Originally from Puerto Rico, Rodriguez Simon grew up in a low-income neighborhood on the south side of Chicago becoming the first of her family to attend college—the University of Illinois, where she studied finance and accounting. Her journey in the financial world began when she was selected by a professor who would send a handful of students to Wall Street every year to see the financial world firsthand.

While there, she interviewed with Salomon Brothers and received the job. Positions followed in banking and private equity, then a mentor convinced her to apply to business school, and she earned her MBA from Harvard. Shortly after, she and her business partner established Avante Capital Partners, which has grown to become one of the largest women-owned private credit and equity funds.

For the past 11 years they have continued to grow the platform. Today, with a team of 14, the company has invested more than $500 million in 39 small businesses, making strong returns and never losing money on a loan.

As one might imagine, that is the professional achievement Rodriguez Simon is most proud of so far—launching a firm in an industry where there is stunningly little diversity. “Only 1% of the $7 trillion private equity industry is run by women or minorities, and I’m both,” she says. “We get to fulfill our mission every day, promoting diversity in our industry by hiring really talented people who just happen to be women or minorities.”

Finding Multiple Avenues to Increase Diversity

In addition to offering great jobs, Rodriguez Simon has found other ways to pay it forward. She has formed a Small Business Investment Company (SBIC) through a program offered by the Small Business Administration. She is working closely with a number of senators to not only promote more diversity within fund managers, but more importantly to make sure there are more women- and minority-owned businesses that are able to access capital.

“It’s not just a mission, but a passion, and I am really excited about building a pipeline of women and minority fund managers and helping promote diversity within our industry,” she says. As part of this effort, Avante Capital launched its “Small Business Investment Scholars Program” this summer. Nine first generation college students, all women or minorities, were invited to participate in eight-week internships in order to get exposure to finance and break into the industry.

To further build the pipeline, she encourages young professional women to learn as much as they can upfront and develop their technical skills, but she also says it’s important not to quit on the industry. “It’s difficult and challenging, but rewarding in so many ways.” And Rodriguez Simon urges women at her stage to work together to recruit more women, to be intentional and brave about it.

On that note, she believes it’s important to join organizations that support and empower women. Rodriguez Simon has been an active member of the Private Equity Women’s Investment Network, which was founded by Kelly Williams. “She’s a groundbreaking leader in this industry, and after an extraordinary career started this organization whose only mission is to support and advocate for women in private equity management.”

While the industry has not typically been flexible for working women, Rodriguez Simon sees COVID-19 as an interesting test case of what it could be, as there has been resounding proof that yes, you can successfully and productively work from home. “Hopefully the acceptance of remote work that occurred during COVID-19 will have a cross-over effect that will open doors to more women.

“Historically women had to choose between careers and parenthood, and they would usually opt for the latter,” she says, adding that she was able to overcome that choice by creating her own business and making her own rules.

That has led to a healthy work/family balance, which has allowed her to spend more time with her husband and three kids, an 8-year-old and 11-year-old twins. Prior to COVID-19, they enjoyed abundant international travel, visiting Hong Kong, China, Thailand, Japan, Italy, Spain, New Zealand and more. Now, they stick closer to home, exploring California, until it is once again safe to resume those global treks.

“We go with a mission to learn about other people’s cultures,” says Rodriguez Simon. “You can break down a lot of the divides we have in this world when you talk to others and start to realize that at the core, everyone wants the same things.”

by Cathie Ericson

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Isela Bahena, Managing Director, Private Infrastructure Group, Nuveen Real Assets

Isela BahenaIn our careers, we oftentimes think ahead to potential impacts of any move, which while deliberate, can make us hesitant to grab an opportunity that doesn’t fit our exact narrative.

But what might seem like a career deviation can often turn out to be something you should embrace as a real opportunity, says Isela Bahena. “It might seem scary, but looking back I see a lot of growth when I took those chances,” she says. “There will be challenges, but sometimes the bridge is going to look different when you actually cross it.

This outlook has paid off in her career, but her demeanor, as well. In fact, she finds that younger colleagues often ask her why she doesn’t look nervous when changes are announced. “I tell them that’s because in the long run I always see them as opportunities.”

Embracing Change

Bahena has held this attitude throughout her career, which started in public finance and commercial lending, an area that she believes offered a strong foundation in skillsets for what she does now. After five years at Bank of America, she then decided the time was right to earn her MBA and attended Duke University’s Fuqua School of Business. During her summer in between first and second year, she interned at TIAA, Nuveen’s parent company; her lending background attracted them to her as a candidate, and she received a full-time offer to join them after graduation.

She’s been there since 2004, working on a number of teams through various rotations, starting with the private placement and private equity funds and co-investment. She found that to be an especially exciting opportunity as she was the sole associate on the team at the time, supporting seven directors and managing directors.

“I was learning a lot because I was touching all sorts of deals, which quickly expanded my breadth of knowledge,” Bahena says. Her ability to underwrite equity investments was a big advantage, and she was soon tasked with joining a team that was building a new asset class in private equity infrastructure. A decade later, she is driving strategy as a senior member of the team. “Generating ideas and envisioning what the business will look like as part of the broader organization is exciting, and this is one of the most interesting things I’ve done,” Bahena says.

There is growing interest in the sector where she invests, as well as ESG and impacts of climate change, where the firm is a leader globally. “I am at exactly the right juncture to showcase our strength and leadership to the market.”

Subtly Encouraging Diversity

While progress has been made, Bahena points out that finance is still a very male-dominated industry, and she believes that increasing awareness is the first step to be more inclusive. What happens, she finds, is that successful professionals often look for a younger version of themselves in candidates, but she notes that we need to collectively change that perspective to introduce more diversity in the industry.

“You have to be able to see other versions of yourself so you can share opportunities with those who don’t look just like you,” she says. For example, when a male colleague mentions that a new candidate or hire reminds him of his younger self, she suggests he think about someone who reminds him of a daughter or niece as well. “I look forward to being part of that change,” she says.

Throughout your career, she says it’s vital to always keep learning and adding to your tool kit. “It keeps you fresh and keeps your career interesting,” she says. In fact, one of the professional achievements Bahena is most proud of was being chosen to participate in the Emerging Leaders program in 2012, an opportunity that allowed her to meet a small group of colleagues who are now leaders all over the organization. “It was a nice pat on the back to be included and it was important for my growth and development,” Bahena says.

While she appreciates participating in industry-oriented events targeted toward women as a way to collaborate and discuss challenges, the goal, of course, is that women won’t need those to thrive.

When mentoring others in her organization, either formally or informally, she encourages them
to consider the brand they want to portray. “What adjectives do you want colleagues to consider when your name is said? That impression will precede you, so you want to make sure you’re building the reputation you want to have to the best of your ability.”

Always Giving Back

Bahena says that philanthropy has been an important component of her life she has embraced for a long time—not just giving money, but also time and expertise.

“I stand on the shoulders of many who came before me to lay this foundation to be where I am today so I believe it’s my responsibility to help out,” she says. That’s why she donates her time to a number of different causes, such as education, where she has served on the board of a charter school; as well as working with nonprofits in a variety of areas, from a legal fund to community-oriented grassroots organizations focused on causes from women’s rights to climate change.

As the eldest daughter of Mexican immigrants, she believes her family set the stage for looking at different perspectives and viewpoints from a very young age. “My upbringing also helped me look at the future as being a glass that is half full, and seeing that empty half as an opportunity with room for me to fill it with more water.”

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