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

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

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

Moving Forward for Success

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

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

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

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

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

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

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

Sponsorship and Speaking with Authenticity

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

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

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

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

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

Challenging the Norm

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

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

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

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

Using a Passion for Golf to Connect to Community and Family

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

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

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

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

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

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

By Jessica Robaire

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

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

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

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

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

Finding a natural fit

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

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

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

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

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

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

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

Inspiring others to find their confidence and voice

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

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

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

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

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

Giving to others…as a leader, mother and daughter

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

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

Creating a community of support

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

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

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

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

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

By Jessica Robaire

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

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

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

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

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

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

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

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

How Finance Became a Career Path

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

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

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

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

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

Mentorship and Sponsorship Across Diverse Communities

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

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

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

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

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

Embracing Additional Leadership Opportunities

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

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

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

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

Dedicated to Community Engagement

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

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

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

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

By Jessica Robaire

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Marion Regnier: Partner, Technology Strategy, PwC

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

Making Partner

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

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

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

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

Thinking Ahead and Being Proactive

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

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

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

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

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

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

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

You Don’t Succeed in Your Career Alone

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

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

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

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

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

Sponsorship as a Change Agent

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

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

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

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

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

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

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

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

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

By Jessica Robaire

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

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

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

Finding the Right Fit on the Trading Floor

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

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

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

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

Shaping the Business from the Ground Up

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

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

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

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

Setting the Right Culture

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

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

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

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

Being a Leader who “Walks the Talk”

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

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

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

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

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

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

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

Be Present in Everything That You Do

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

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

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

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

By Jessica Robaire

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Shekhinah Bass: Managing Director, Head of Talent Strategy, Goldman Sachs

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Shekhinah Bass“I found my way to my career, but it wasn’t a career that I even knew existed, or even had visions of wanting to become,” says Shekhinah Bass, Managing Director, Head of Talent Strategy, at Goldman Sachs. “No one in my family had gone to college. No one had worked on Wall Street; all of these things were completely new to me. Oftentimes people say that you can’t become what you can’t see, but you can.”

In turn, Bass champions diversity herself formally via her role and also through her authenticity. As a mother with a successful career, she grounds herself with the mantra, “run your own race.”

Upon joining Goldman Sachs as a summer analyst, Bass never envisioned her journey leading to a career in the financial services industry. Her intent was to go to law school after graduation as she believed it was the only way to add value to society. However, through her experience at the firm, she learned what she really enjoyed doing was advocating for diverse professionals which she had the ability to do in Human Capital Management (HCM) at Goldman Sachs. Ultimately, she accepted an offer to work on the diversity, equity and inclusion team and realized it was also an opportunity to make a meaningful societal impact.

Feeling passionate about engaging in the Human Capital Management space, Bass went on to build her portfolio by working in many different HR disciplines, including performance management, employee relations, and chief of staff to the global head of HCM. She now is the head of talent strategy where she oversees the execution of a wide range of talent management priorities, focusing on development, engagement and retention.

Building the Pipeline of Diverse Talent

One of the ways that Bass is making an impact on elevating and empowering diverse professionals at Goldman Sachs is through the Black Analyst and Associate Initiative, where she is one of the coaches. Recognizing that in order to see more diversity in leadership, there needs to be a way to foster young professionals and build a pipeline from the beginning, the Black Analyst and Associate Initiative creates a formal structure for engaging and providing support for diverse professionals from the earliest stages of their careers.

Bass explains, “the experience is based on the relationships. We bring together the Black analyst, their manager and also a coach that’s assigned to them. It’s a trio that works together to make sure that analyst or associate is having the best experience while giving them advice and coaching them through how to be a successful professional at the firm.”

The program has proven to be beneficial for diverse junior talent as they begin their journeys at Goldman Sachs.

“Our junior talent is having a more positive experience. And that’s because we have this more structured program versus only relying on it to happen organically. Having that structure adds more rigor in making sure that you capture that person who may be shy and not want to go to an event where relationships may form, but is still very talented, smart and could benefit from a coach.”

Another development piece in building the pipeline for diverse professionals to excel at Goldman Sachs is the Women’s Career Strategies Initiative. The program is 4-6 months and includes women who are at an associate level, nearing promotion to vice president. Throughout the program, women have access to developmental content and are invited to events where they engage with senior leaders, both women and men, across the firm. The connections that the women make with their cohort are also invaluable to their career growth.

As a sponsor in the program, Bass speaks to its impact on promoting and retaining women.

“I had about 10 high performing women who I got to spend 5 months with — getting to know them, giving them advice, talking through this transition as they were coming up on moving from an associate to a VP, hopefully. And nearly everyone got promoted to a VP, which I’m very proud of.”

She continues, “We’ve seen many alumni of the program have long and successful careers at the firm…They weren’t partners or MDs when they went through this program, they were associates, and so it shows you that we were able to really engage them, retain them, get them excited to work at the firm and feel connected to continue to grow their careers at the firm beyond the program.”

Managing Change and Taking Advantage of the Support Around You

Bass knows from experience that finding the right support can be key when navigating transitions both professionally as well as personally.

“Coming from humble beginnings to get to where I am, I feel proud, but also feel very fortunate that I had so many mentors and sponsors along my life to get to this point.”

Bass talks about the importance of recognizing that the phases of life can create questions of how to proactively manage your career at different critical points and nuanced advice is required for the challenge at hand.

“In each moment, I was always able to identify someone who, even if they haven’t gone through the same experience, had some knowledge that they could share with me on how I can navigate that moment.”

An important mentor for Bass was a manager she sought guidance from during her first pregnancy.

“When I first found out I was expecting I was excited because it was what we wanted, but when it became a reality, I got very nervous and scared. I was grateful that I had this ‘maternity mentor’ that I could go to and ask questions about, ‘How do I communicate this to the team? How do I prepare to be out? How do I operate when I get back?’”

Now a mother of five, Bass knows what it takes to transition back from maternity leave. She advocates for taking advantage of the support that’s around you and feels fortunate that at Goldman Sachs they have resources like backup childcare and lactation rooms to help support working parents. She has learned that it is important to, “be willing and open to taking on that help because I think a lot of times people feel like they need to be able to do everything. And you really don’t.”

Run Your Own Race at Your Own Pace

Along the path of her career, Bass found a mantra to keep her grounded: “I need to run my own race.” She notes that it can be easy to get distracted trying to keep up with everyone around you, but in the end, you must prioritize what is important to you professionally and personally.

“It’s fine to look to your left and look to your right, and that will give you some sense as to what might be important to you, or a goal you might want to set for yourself, and that’s fine. But don’t get caught up in the competition of it all.”

Part of setting your own pace is creating boundaries and sticking to them.

“You have to be clear on setting boundaries and priorities. Any organization is going to take all that you’re willing to give, so it’s up to you to be the person to set those boundaries for yourself. It doesn’t mean that you’re not going make sacrifices or that there will not be this push and pull constantly, but each time that happens you need to be very thoughtful about whether it’s the right trade-off.”

Showing up with Authenticity

Living her life at her own pace is an example of how Bass shows up authentically and pushes for things that she values in a genuine way.

“I’m a Black woman who is also a mother and a wife to my husband. I have all these different ways that I define myself, and I bring all of that to all the spaces that I enter.”

Bass believes it is important to show up authentically as it sets the tone for those coming up behind her.

“It’s simple things. For example, how I wear my hair at work sets the tone for other young Black women coming into the organization. I’ve had people ask me, ‘is it okay to wear my natural hair?’ I’ve never given myself the title of cultural or diversity change agent, but it is this notion of showing up authentically to the spaces that I occupy, that I hope allows this shift or change to happen naturally.”

From her enthusiasm, Bass clearly brings her whole self as much to her personal life as she does her professional. A mother of five with an engaging career, Bass admits that these days her leisure time is devoted to her family, particularly as her two eldest children play on travel soccer teams. Calling herself a “budding soccer mom”, Bass expresses joy in having the opportunity to take her children to practice and shouting from the sidelines when they play in tournaments.

By Jessica Robaire

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Jill Ford: Co-head of Equity Capital Markets, Wells Fargo

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Jill Ford“The equity capital markets are unique in that they’re looking towards the future. The companies we’re raising capital for are disrupting the world, and giving us a glimpse of what’s next. I really enjoy that aspect of going into work every day,” says Jill Ford, Co-head of Equity Capital Markets at Wells Fargo. “No company’s the same, no day is the same, no transaction’s the same. In addition, you get to be around incredibly smart, strategic, visionary thinkers who are potentially going to change the world.”

Embracing Change No Matter How Established You Are in Your Career

With more than three decades of experience in investment banking, Ford is motivated by the ever-evolving landscape of the equity capital markets and the broad array of challenges and opportunities it presents. However, it took trying a few different jobs in the beginning of Ford’s career to discover that a role in equity capital markets was the right fit for her. She reflects that the twists and turns of this early stage were important in understanding, “what I enjoyed doing and what I didn’t enjoy doing, but also to see what I was actually good at and what I wasn’t particularly good at. Both of those things are hard to get a handle on until you’re in the workforce doing the job.”

Ford recently embarked on a new challenge in her career, leaving the firm where she started her career and where she had worked for two decades, to join Wells Fargo as co-head of Equity Capital Markets. Her decision highlights the importance of embracing change, no matter how established you are in your career. She acknowledges that there was a steep learning curve in getting acclimated to a new firm and job, not only in the sense of building a network of connections across another organization, but also in proving herself and establishing her value. Now that she has settled in, she is pleased to find that her instincts landed her in the right place.

“I’m thrilled to be a part of Wells Fargo…I’m starting to feel ingrained in the culture, particularly how team oriented it is. Everyone is eager to help me navigate the company and connect me to others. There is a wonderful momentum and energy throughout the organization.”

Success and Development as a Leader

As a leader in equity capital markets, Ford knows what it takes to rise through the ranks. Reflecting on what has contributed to her success, Ford points to having the discipline to put in the work and build relationships with clients over time by actively listening to their concerns and what’s important to them.

“Being willing to go the extra mile for a client, being willing to go the extra mile for a team, creates a certain amount of goodwill.” She adds, “I have a strong muscle for taking in what is important to different stakeholders, synthesizing how to best serve them, and giving them options that optimize that priority stack.”

Ford believes that being a good leader is about going outside your comfort zone. She shares the example of offering constructive criticism as a tool for helping others grow.

“Being willing to give constructive criticism to people, even if it feels uncomfortable, is a skill that I’ve had to acquire. Not just giving feedback once a year during reviews but giving it constantly. People will be able to move their careers forward much more quickly if they’re given not just the pats on the back, but true constructive criticism.”

She continues, “I mentor people that way as well, which is not just to say, ‘okay, let’s have a coffee and I’ll tell you how great you are,’ but ‘let’s have a coffee and discuss where you think you might fall short. Then I’ll tell you what I think or help connect you with people I know will give you a straight answer.’ There are ways to coach that feel good for everybody and there are ways to coach that might feel a bit outside your comfort zone, and you have to do both.”

Reflecting on the constructive feedback she received over the years, Ford benefited from it but also wishes she had received more, noting it was hard to come by earlier in her career when there were fewer women leaders around her.

“I feel like a lot of men shied away from having those difficult conversations with women or anyone who didn’t look like them. In the end, that stymies your goals and your opportunities to advance.”

As more women have risen to leadership positions over the years, Ford has seen a productive shift.

“The playing field now is a little bit more level – because men see us as equals, they’re more willing to have those tough conversations with us, which is refreshing.”

Learning from Other Women Leaders and Being the Model for the Next Generation

Given the history of underrepresentation of women in senior leadership positions in the financial industry, it’s no surprise that another significant element Ford attributes to her career development is having the guidance of other women leaders as role models.

“There must be mentorship and guidance, whether it’s formal or informal, or you’re not going to see the end game for your career. As a leader, I have to be that person for others. Seeing a woman or diverse colleague reach the upper rungs and manage groups is not only inspiring, it sends the message to others that you can make this happen too.”

Ford shares that her greatest inspiration came from a senior woman leader who not only exemplified effective leadership but also spoke about the importance of her family.

Ford continues: “She had an incredible ability to get what she needed to be successful at her job, both up and down the chain. She also was the one who debunked the notion that ‘you can only have one kid in finance’ because she had three. She told me how she made it work and gave me a lot of practical advice for having multiple kids. Then she went on to become the CFO of a multibillion-dollar company.”

Aware she will be that inspiration for others, Ford is pragmatic in her approach to balancing her career and motherhood, acknowledging the sacrifices involved in having a demanding career while giving her children the quality time they need.

“I don’t sugarcoat how hard it is, but I always let people know it gets easier. The more senior you get, the more you can delegate…Your job and being a mother are both full-time jobs and it’s impossible to have two full-time jobs, but you can outsource what you need to outsource. You can ask people to help you and you can put your foot on the accelerator and on the brake at different stages in your life and at different points in your kid’s life to make it all work.”

The advice she offers is: “Be a sponge, figure out how everyone’s unique situation is working for them and then take the best parts that might apply to your situation. Make sure you have support, whether it’s a spouse or parents or hiring babysitters, so that you can figure out how to get the job done with more than just you.”

Finding Joy Personally and Professionally

Now that her children are older, Ford feels the pull of the balancing act less. She has more time to dedicate to her passions, both professionally and personally.

From a personal standpoint, Ford finds joy in downhill skiing and calls it one of her “secret weapons” for staying close to her children as it brings the family together outside in nature. She is an avid foodie and delights in a good taco truck as much as a Michelin starred restaurant, both of which are easy to find near her homebase of New York City. In her spare time, you might find Ford pouring over an interior design magazine, exploring her interest in innovative design concepts.

Professionally, Ford is excited for the what the future holds in leading the Equity Capital Markets business at Wells Fargo.

“I want to continue to be a part of companies that are transforming the world for good. There are many small companies that have great ideas and investors who want to put money to work in those types of endeavors. I relish being a part of linking these two worlds to move the ball forward and effect change.”

By Jessica Robaire

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Susan Nickey: Executive Vice President and Chief Client Officer of HASI

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Susan NickeySusan Nickey, Executive Vice President and Chief Client Officer of leading climate investor HASI, is an agent for change. In her career, she’s learned that engaging directly but respectfully with detractors and designing fair, innovative solutions can lead to positive outcomes for both naysayers and pioneers.

“When you’re trying to come up with a solution or break down a wall, it isn’t simply saying, ‘it needs to happen.’ You have to spend a lot of time thinking about creative solutions to make it work for an incumbent who might say ‘no, I don’t want that’, or ‘I’m not going to do that.’ It’s how you listen to both sides of an argument and come up with a creative solution. Thoughtfully parsed risk allocation, for example, can enable both parties to move forward in a way that they both deem is balanced and fair for them.”

Nickey cites the clean energy industry itself as a perfect example of how creating innovative change can bring significant, positive impacts. “I have spent my whole career in the clean energy industry, becoming passionate about the cause of making the environment cleaner. Working with people who share my passion only makes what I do more fulfilling. Every day, I wake up with the thought that I have an opportunity to make a difference.”

Finding Her Way to Making a Difference

From an early age, Nickey knew she wanted to make a difference. She recalls in elementary school her mother lecturing her that it was her obligation to “make the world a better place,” observing she was naturally talented. Although Nickey initially considered a career in medicine, her focus and interests migrated to pursue a career in global finance as a path to tackling “big international problems.” But it wasn’t until she met a business client of her father’s, a Swiss banker, who advised her to set a path forward and commit to it, that she started to set herself on a dedicated path to achieve her goals.

With a strong, early focus on languages and math, Nickey entered the University of Notre Dame, majoring in Finance and studying abroad for a year in France. She completed her formal education with a master’s degree from the Foreign Service School at Georgetown in International Business Diplomacy. After taking a position at ABN AMRO Bank and being accepted to join their first non-Dutch expat program, she was on the road to fulfilling her early dreams of a career in international finance. But an unexpected opportunity within ABN AMRO arose that changed her trajectory when she was offered the chance to join the Bank’s first energy-focused project finance group. Nickey remembers her boss at the time telling her that she should grab the opportunity to work in the U.S. power industry, foreseeing it would become a “game-changer.”

“I was assigned to lead alternative energy. I ended up being at the brink of the industry before ‘renewable’ was a common industry term and before wind or solar were even on the landscape – but we were on the cusp of what we now call the ‘renewable energy industry.’ Looking back at my early discussion with that Swiss banker, I frequently give that same advice to other people making career decisions. Namely, it’s important to set a course, to be on a path, and to show that you’re driven and that you know how to get places. But adding from my own experience, I also emphasize being open to pivoting along the way – to consider new opportunities that arise – and if it’s the right one, grab it. You never know where it will take you! And if you’re like me, the framing you developed in your early days will stay relevant in your new career chapter and can still bring you to where you set out to go originally on a different route.”

Since that pivotal decision to move to the alternative energy sector in 1988, Nickey has continued to build her career, earning several accolades and recognitions along the way. Among these awards are Tamarindo’s Wind Power List (2023), A Word About Wind’s (AWAW) North American Power List (2018-2022), AWAW’s Women’s Power List (2021), Environment+Energy Top 100 (2021), and The Cleanie Awards Woman of the Year (2020). Nickey also currently serves as chair of the board of the American Clean Power Association.

Becoming a Leader in the Clean Energy Industry

Being at the forefront of a new industry allowed Nickey to flex her creativity to develop solutions to the challenge of getting people on board with investing in new energy sources, which in the early days seemed cost prohibitive.

“I remember the early days when the consensus was that wind and solar would never be more than ‘alternative’ – and would only amount to 1% or 2% of our total energy mix because they were unaffordable. It was important to stand back and say, ‘how do we make it more affordable?’ And the solution was not just improving technology, but also driving innovation in financing structures and lowering the cost of capital for an energy industry with high upfront capital costs but harnesses an energy source which is free. If you believe like I do that we need renewable energy, that we need cleaner energy, we have to keep finding innovative solutions. Saying ‘No, this can’t work’ was not then and still is not an option for me.”

Learning to Work with Opposition

Nickey notes that she has been surprised by how you can change people’s approach or their entrenchment in an old model. Breakthroughs arrive by not only being persistent, but also by listening closely and mindfully, maintaining a rational mindset, and “meeting people where they are.”

“When you keep pushing forward and creating allies along the way and are not afraid to engage with detractors or people putting up walls, you can get great things done. I’ve been pleasantly surprised when the person I thought was an immovable opponent to something all of a sudden comes back and says, ‘Hey, it wasn’t about you. I’m really glad we got this done.’” She continues, “Everyone’s human and worthy of respect. If you can understand and acknowledge where they’re coming from – and find those points of common ground – great things can get done.”

Nickey credits her approach in part to her early master’s training at Georgetown. At the time, the program was led by Madeleine Albright and diplomats including Henry Kissinger would come to lecture. Learning from two great Secretaries of State, and other people during this time, the skills of the “art” of negotiation and diplomacy shaped her approach toward constructively dealing with opposition.

“You may not agree with everything but try to find a common ground and create some trust – establish a personal bond. With that, from my experience, I’ve solved and negotiated through my most intractable, unwieldy, and thorny situations.”

The Value of Mentors and Growing a Network

In her own life, Nickey prizes continued openness to learning and getting feedback from others. In talking about the value of mentorship, she notes that the gift of a true mentor is not only someone who gives good advice but also is willing to observe you closely, to see and to identify where there may be gaps. Nickey believes it is important to find people in one’s life who are willing to give candid feedback about strengths and weaknesses and are comfortable talking about personal opportunities for development.

“By yourself, it’s very difficult to see the whole picture of your life – how you come across to others in your business life, in your personal life. And looking back, the best mentors in my life were the ones that pushed me the hardest – the ones who prompted me to understand myself, then take my game to the next level. For me, that was the best career help I ever received.”

Going beyond individual mentorship, Nickey emphasizes the importance of leveraging a network of mentors, particularly as a woman, in energy or finance. “People get ahead or get in the door because they have mentors, sponsors, and networks. You still have to walk through that door each day and deliver yourself – being devoted to building a real network will prove invaluable to opening doors and creating opportunities. And now, where I am in my career, I’m surrounded by successful women at all levels. I have the opportunity to leverage that network and develop it to be even stronger than it has ever been.”

Collaboration is Key

Collaboration has been a key component of Nickey’s leadership approach, and it features strongly in her advice for women who are mid-career in their leadership journey.

“Respect everyone who is in the room with you. You have been asked to work on a multi-level team, be mindful not just of ‘the boss’, everyone in the room has ideas to bring and value to contribute. By listening to everyone, and respectfully communicating to everyone horizontally, not in silos, you will bring people together to drive forward whatever project or whatever collaboration you’re working on. Work to ensure everyone is engaged in a successful outcome.”

Nickey loves competitive sailing. She grew up sailing and racing and enjoys the opportunity to get back into competitive sailing now that she lives in an area on the water in Maryland.

“It’s very much a collaboration: learning how to speak to each other clearly and efficiently, being close enough to know what the other person is going to do, having a basis of trust that everyone’s going to do their part, and that if something starts going wrong, being confident to know how to pitch in and that the team will all come together. I realize I not only like sailing and racing because it is beautiful to be out on the water, but it is also very much a tactical intellectual sport to navigate the wind, the weather, and the waves. Best of all, it also reminds of the beauty of teamwork.”

By: Jessica Robaire

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Kimberly Bryant: Founder and CEO, Black Innovation Lab and Ascend Ventures Tech

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Kimberly Bryant“We got to survive to run the race. So, it is very important that we find mechanisms, and we create support systems to save ourselves along this path.”

Kimberly Bryant is the founder and CEO of the Black Innovation Lab and Ascend Ventures Tech. A little over ten years ago, Bryant wanted to see more black and brown girls in computer science, which led to her creating Black Girls CODE to support her young daughter’s interest in coding. Now, she is working on her next set of passion projects; an early startup accelerator to nurture founders in the US South called the Black Innovation Lab in her hometown of Memphis, Tennessee; and a book and advocacy work to support Black women leaders in both the nonprofit and for-profit business space.

“What I wanted to do as a part of the Black Innovation Lab is take all of the knowledge and networks I’ve acquired over the last almost 20 years in the heart and center of innovation back to my hometown to create a space to support founders that come from communities that look like me, and have had challenges, and to show what the pitfalls may be, so they do not repeat some of the mistakes that I made within my career as a leader. It’s to create a solution to finding support and finding supportive spaces where we can thrive as well as maintain that which we create. I really feel that my experiences and my founder journey brought me to this moment, where I can be a mentor, a supporter and advisor to others like me. There has been a recurring theme of mentorship throughout my career both within my previous nonprofit work with Black Girls CODE, and also as a foundation for my work within the Black Innovation Lab and the advocacy work I’ve been doing with other Black women leaders.”

Bryant cites the ‘Black GirlBoss Paradox’ as a crucial phenomenon she has been exploring within her advocacy work alongside other Black women leaders and as part of the OpEd and Equality Now’s Public Voices Fellowship On Advancing The Rights Of Women And Girls. Her efforts to address the ‘Black GirlBoss Paradox’ are focused throughout her written work, research, and the foundation of a future advocacy organization. While distinct from the Black Innovation Lab, these endeavors complement and align with its central themes of equity, inclusion, and empowerment, collectively working toward a more equitable and supportive landscape for marginalized founders and leaders. She describes the ‘Black GirlBoss Paradox’ as the situation when, “black women ascend to a certain level in leadership and they find many obstacles, and many biases around our ability to lead and hold power in current infrastructures.”

Bryant continues, “when I experienced challenges within my leadership journey I was surprised by the number of other Black women who reached out to me publicly and privately to share their similar experiences. I believe we have a crisis with respect to Black female leadership and need transformative change to the nonprofit and for-profit systems which have been a barrier to our ability to thrive and grow in these spaces”.

Bryant is a trailblazer, altruistic and focused on real change. She hopes that future generations of women leaders will be given the opportunity to have safe learning experiences. She recognizes that systemic change may not happen overnight, but as more support is built through organizations and we speak truth to the gendered and racialized biases which exist in our systems today, there will be change over time.

“I want something different for the next generation. Where they are actually given just as much opportunity and chances as their male peers and there is true equity of opportunity in the world to both succeed, fail, and get back up and try again.”

The Significance of Black Innovation Lab – A Continuation of a Legacy

Bryant speaks more about her current project, the Black Innovation Lab, and her hopes for how it will support and empower marginalized entrepreneurs. In Bryant’s words: “I wasn’t looking to come home to build a startup accelerator as much as I was looking for ways to support and nurture other founders and creators such as myself and I wanted to do more than just give advice; I wanted to be able to write a check. There is no lack of talent in the startup economy–however what is not equitable is the access to opportunities and I hope to plant seeds to address this gap with a focus on the US South.”

Kimberly Bryant’s journey as the founder and CEO of the Black Innovation Lab is deeply intertwined with her legacy of community work, particularly her role as the visionary behind Black Girls CODE. Over a decade ago, Bryant’s mission was to create pathways for black and brown girls to excel in computer science. Today, that mission continues to evolve, expanding into the creation of the Black Innovation Lab—a natural extension of Bryant’s dedication to community empowerment. This new venture isn’t just a departure for Bryant; it’s a growth and a commitment to providing resources, mentorship, and opportunities to underrepresented tech founders who often face systemic barriers.

Memphis, nestled in the heart of the US South, is the perfect canvas for this venture. The region is teeming with untapped potential and burgeoning talent waiting to be nurtured. By establishing the Black Innovation Lab in Memphis, Bryant is sowing the seeds for a vibrant startup ecosystem to flourish in the South.

For Bryant, it’s a heartfelt homecoming—a return to the city that raised her. Memphis is where her journey began, and it’s where she now intends to make an indelible mark. As the Lab takes root on the historic grounds of the former HBCU Griggs College, she hopes it will serve as a reminder that innovation knows no boundaries. It signifies a full circle moment—an opportunity to bring transformative change back to the place that helped shape her.

Making Space to Learn from Mistakes

Learning from mistakes can be an invaluable experience for leadership growth, if only given the space to make them and bounce back. Bryant points out, however, that women are not given that grace to the same amount as their male peers.

“Women in leadership, and Black women in particular, are seldom afforded the space to acknowledge and recover from their missteps. While we, as leaders, can grow from our errors and find the resilience to get back on course, there exists a pervasive expectation of perfection that disproportionately affects us. It’s a notion we must challenge because male leaders routinely receive second chances, and organizations often cushion their landings. This safety net is seldom extended to women in leadership roles, forcing us to fight tenaciously to reclaim our positions.”

One valuable lesson Kimberly Bryant gleaned from her own journey was the profound importance of trusting her instincts when making pivotal decisions. She reflects, “Far too often, I allowed my rational mind to undermine the decisions I needed to make. Our intuition and the insights we derive internally from these signals hold tremendous power. We mustn’t allow our logical minds to dissuade us from the choices we should pursue. There’s a popular business adage, ‘trust but verify,’ but I propose a modification: ‘verify first, then establish trust.’ If something or someone feels amiss, it’s crucial to trust your instincts and exercise caution.”

Making Space for Serendipity

Bryant reflects on what it means to be a trailblazer and the importance of taking care of oneself as an innovative leader, particularly as a woman of color.

“You absolutely can be what you don’t see in the world because that is what innovators do. So, if you transfer innovators with trail blazers, that’s what trailblazers do — they see a need in the world, and they find a way to fill it. And I think that the need for each of us that are called trailblazers is unique.”

As a trailblazer and founder, Kimberly Bryant recognizes that, “the endurance piece of being a leader and being able to get to that end goal and not have lost all of yourself, is extremely important.”

In that vein, she rejects the trope of the “strong woman”, as she says, “that needs to be put away in the filing cabinet and not used as a badge of honor because I think it’s important for us to realize that the body keeps the score. The position to ‘warrior’ through some challenging times, it catches up with you, and it catches up with the body.” She hopes to set a different pace in this next part of the road in her career and make time for creativity and space for serendipity.

One of the passions that Bryant has in mind when she talks about making space for serendipity is gardening. She describes gardening as “”a means to re-engage with the natural world, to immerse oneself in the process of nurturing life. It’s about celebrating successes and learning from failures, all while maintaining a profound connection with the earth. My garden is more than just soil and plants; it’s my sanctuary—a place of both respite and revival. Over the past few years, I’ve come to realize that tending to my garden has been a source of profound healing and renewal, a lifeline that has helped me navigate life’s ups and downs.”

It seems a fitting hobby for Bryant who has dedicated her career to growing as a leader and nurturing others along the way.

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2023: Words of Wisdom from Women In Leadership (Part 2)

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women in leadershipThis week, we continue with more words of wisdom from women leaders we’ve interviewed throughout 2023. Through the months, we’ve spoken to women who are impacting change, shaking up leadership and transforming perspectives. We’ve talked to women in top leadership positions and founders introducing their own new visions into the world.

Please make sure to check out Part 1 of this year round-up! Below we share more words of wisdom and inspiration. Thank you each for the gift of your energy, time and insight!

“I feel strongly about focusing on doing right by others. Ambition goes awry if you don’t have respect for individuals, and if you don’t think about what motivates them. I want to understand what’s important to the people with whom I work. I focus on treating individuals how I would want to be treated – including respecting their differences, talents and expertise.” – Alexandra Tyler: Managing Director, Digital Transformation Leader, Accenture Song

“Some people believe that passion will help you find what you want to do. I don’t really believe in that. I believe that you have to know what you want. Knowing what you want and doing something actionable towards it will bring the passion.” – Nadiya Kreynin: Chief Executive Officer, Forte DGTL and Chief Operations Office, Forte Group

“As leaders, we have to be willing to hear some difficult things and have better self-awareness, which isn’t always easy. If we do, we can become better leaders by being open-minded to making changes based on what people are telling us. This has enabled me to take pride in the leader that I’ve become.” – Tiffany Fleming: Vice President, Client Onboarding & Trading Documentation, PGIM Fixed Income

“I subscribe to the theory that the best leaders – not only with words but through their actions – encourage and inspire others to achieve their best. That is how some of the most influential leaders have impacted me in my career, and I aspire to have the same impact on others.” – LaShonda Fuselier: Head of Multi-National Corporations Subsidiary Coverage, Corporate and Investment Banking, Wells Fargo

“If you have the right skills and are prepared, don’t be afraid when the opportunity comes to you. No one can tell you it’s not possible… If you have the passion for the work, there’s always a way. Pick the right field, pick the right industry, pick the right job that you have passion for.” – Wanda Woo: Partner, Capital Markets, Shearman & Sterling LLC (Hong Kong)

“There’s an obsession with very young entrepreneurs, like Mark Zuckerberg, who quit college and go off to start their companies. But I think building a new scalable business is really, really hard. I don’t think I could have done it when I was in my 20s. There’s a lot of evidence that the most successful entrepreneurs are people who start their companies in their late 30s and early 40s. I started when I was 37. I think that coming to entrepreneurship a bit later, after I had done a lot of different things, made me much more prepared for the resilience and patience that was required and is still required for what we’re building.” – Sylvana Quader Sinha, Founder and CEO of Praava Health

“There’s power in the pivot. You can’t get stuck. You don’t want to plateau. You always want to stay fresh and connected. Pivoting is inevitable. You can’t not pivot, and if you feel like it’s not working, that’s your sign. For every single problem, there is a solution. You just have to spend enough time to let it present itself. Sometimes, the solution is a tweak. But recognize where you are – and be willing to turn where you want to go, in whatever you are doing, whether it’s a 180 or a few degrees.” –Sherin Dawud: CEO at Nura Co. and Co-Founder at Power Pump Girls

“If we’re having a discussion, my focus is on the topic. I’m assuming that we’re both focusing on the content. But, with time, I’ve learned that many people focus on the relationship, and may sacrifice items in the topic to protect the relationship. For example, they may not contradict. They may not bring up their ideas because they may be different from what somebody else in a more powerful position may be saying. They may feel vulnerable in expressing something. I make sure to say upfront I value the discussion of viewpoints and being contradicted.” – Liora Haymann: Managing Director, OBM International

“How constructively you approach anything is going to be the difference-maker for you and for all those who work with you and for you. When you hit those roadblocks and it’s tempting to pivot to feeling captive or negative, I force myself to remember that the only way out is forward. Approach issues constructively and that will help you rise above the challenge or circumstance, to focus on a solution.” –Vanessa Rodriguez: Head of Community Lending & Investment, Commercial Real Estate, Wells Fargo

“When you have different cultures, there’s a lot of things that can be misinterpreted. For example, I use my hands a lot and I might find certain hand movements mean something else in another culture that I did not intend. One thing that is helpful that I’ve learned, and work with my leadership team on, is to start with your intent. Because there’s a lot about communication that doesn’t land the way you want to say it. Often, simply leading with your intent before you even start the conversation can change the ability to have difficult conversations.” – Dr. Sheena Menezes: Co-Founder and CEO, Simple HealthKit Inc

“When you’re junior and hungry, you work late, so you can take it all on. However, I think it serves your growth to start setting boundaries as you advance. I don’t have children yet, but I am still going to sign off at a reasonable time and have a nice dinner with my husband. You need to set boundaries, and sometimes, it means saying no or that you’ll look into something at a later time – as your schedule and workload permits.” – Alison Taylor: Investment Vice President, PGIM Real Estate

“In my opinion, being a true leader is not just about managing up anymore or trying to get the next job. I genuinely think I should be judged based on the teams I build and how I encourage and empower them…When I was progressing through my career, a lot of it was about me and developing my technical skill set: I’ve got to manage up, I’ve got to manage sideways. I’ve got to manage down. All of those facets still exist. But that’s the big leadership pivot people don’t realize: You don’t have all the answers. You’re there to listen. You’re there to serve and support others to be successful.” – Lola Ninonuevo: International Chief Operating Officer, Wells Fargo

“So many big decisions have been made by people who were all thinking alike. I feel it’s critical to have different perspectives on solving problems, especially big problems. More than one thing can be true. I try to remind people that it doesn’t have to be either/or. It can be and. I like to consider how we can meld ideas to come up with a good solution. If there are two opposing ideas, rarely is one or both entirely wrong.” – Rhonda Johnson: CEO, Different Like You, Inc & Acting Deputy Director, Consumer Financial Protection Bureau

“Don’t be afraid to take the road less traveled, because as you do, you will find new horizons that will take you to the next level. Finding something you’re passionate about is important because you’ll do better than if you’re forcing yourself into a career or role that isn’t the best fit for you.” – Helen Chang: Managing Director, Head of Asia Pacific ex Japan, Client Advisory Group, PGIM

“It’s a trap to believe there is a certain way we are supposed to be to be successful. For example, we equate leader mentality to an ‘early bird gets the worm’ mentality. I’m a night owl. My hours are more bartender than typical Corporate America. You’re supposed to wear heels. I can’t wear heels. You’re supposed to not talk too much about your kids. That’s the most important thing in my life! The more you can just be who you are, the more powerful that is. Whatever it is that you have that’s different, it can be something that truly makes you unique, but you can’t be scared of it. You have to let that difference shine and that takes courage and vulnerability.” – Lindsey Roy: Hallmark Cards, SVP Strategy & Brand & Motivational Speaker

Interviewed by Aimee Hansen

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