Voice of Experience: Diane Gabriel, Wells Fargo Advisors

Diane Gabriel“Say yes,” recommends Wells Fargo Advisors’ Diane Gabriel.

“There will be lots of risks and challenges, but embracing them brings opportunities and rewards.”

She finds that women tend to be more risk adverse and turn down opportunities because they don’t think they’re ready for them, but that can be counterproductive. “If you turn something down, you might not get the chance again.”

In fact, one of her favorite sayings is “Leap, and the net will appear.”

Words she lives by herself, based on her career trajectory.

Succeeding as a Woman in a Man’s World

Gabriel launched her career in 1982 – a time when only 10 percent of advisors were female – as a 21-year-old only female advisor at a branch full of men. Having grown up with older brothers and a supportive family, she was undaunted by the male-dominated, competitive environment, and in fact, thrived.

She became the company’s youngest officer at age 25 and then was asked to open a branch at 26. They sold the branch to a predecessor firm to her current organization, and she continued as a producing branch manager. Based on her success, she was tapped to help launch the firm’s independent broker-dealer. From there, she managed the online brokerage channel, and their phone-based advisor teams.

Seeing the Opportunities in the Next Generation

In 2017 Gabriel was asked to lead Wells Fargo Advisors’ Next Generation Talent Program, overseeing four financial advisor programs and one branch manager leadership program.

Being part of this groundbreaking effort is the professional achievement she is most proud of so far, parlaying her passion into having a hand in attracting almost 1,000 talented financial advisors to the brokerage industry.

“Leading our efforts across the Next Gen advisor and manager programs means ensuring that we are truly changing the face of the financial advisor workforce and ensuring its diversity,” she says. She is proud that today the program is about 40 percent “diverse,” not only in ethnicity and gender, but encompassing different ages, abilities and experiences.

The reason the program has been able to attract such a diverse group is because it takes an industry standard – a variable based compensation model — and modifies it to allow for a longer runway with salary and bonus-based compensation, while advisors learn about the industry. That, combined with the program philosophy of teaming and mentoring, has resulted in an overwhelming 82 percent retention rate.

“Because we eliminated the sink-or-swim mentality the industry embraced for so many years, our program is encouraging a wider swath of those who can bring a myriad of advice and viewpoints to clients,” Gabriel says. “It also allows us to address client needs too; for example, it will allow our team to nurture the next generation of clients, as surveys have found that an overwhelming number of children of existing clients prefer a financial advisor closer to their age.”

It also allows the transfer of clients from seasoned advisors whose book of business has grown too large to adequately service them to a newer advisor with more capacity for developing the relationships needed for ongoing success.

In addition, the firm continues to expand its use of technology. “It enhances how we interact with clients and specifically attracts that younger generation who wants to work with us in a different way.” And by bringing in younger advisors, the firm have the chance to reverse-mentor the more mature advisors and help them embrace this technology too, she notes.

Attracting younger advisors is a key goal of the program, and Gabriel says outreach to the next generation must start early. She has recently started the Community Champion program as a new means to create and maintain a pipeline of talented and diverse prospects for the Next Generation Talent roles. This program encourages financial advisors and leaders to engage with diverse organizations in their communities in an effort to educate diverse job seekers about Next Gen talent opportunities.

Although the industry has changed, it is still largely male-dominated, and women who are going to succeed have to be ready to stand shoulder to shoulder in an environment of men. However, Gabriel adds, “Studies show that the majority of women have said they would prefer to work with a female advisor so gender could be advantageous in this instance.”

Gabriel recommends finding mentors of both genders, identifying professionals you admire, creating your own “board of advisors” and then spending time with them to help build the qualities and standards you want to emulate.

Additional Programs Focused on Women’s Needs

In adding to the Next Generation Talent efforts, Gabriel has been active with Wells Fargo Advisor’s multiple programs designed to reach women. Eleven years ago, she started and has since served as co-chair of the National Women’s Summit, where between 300 and 500 top female financial advisors and managers from around the country are invited for personal and professional development. It’s a breath of fresh air for many of the women who are the only females in their office, yet male “allies” are also invited to the event.

She also helps to spearhead the firm’s Best Practice Forum where its leaders visit 10 -12 markets annually for all-day events for local advisors and managers, along with clients and prospects, that feature meaningful presentations and provides other networking opportunities.

Another program is the Women’s Business Exchange, which consists of monthly phone calls in which female team members share about a variety of topics and best practices.

And finally, Gabriel is also involved in the Women’s Team Member Network, which features speakers from across Wells Fargo’s enterprise and also includes mentoring and community service activities.

Outside of work, Gabriel continues to share her passion for the industry by acting as an executive sponsor of a program at Harris-Stowe State University, a historically black college in St. Louis with mostly first-generation students who may not have had exposure to job searching and interview skills. “I help students with everything from formatting a resume to cultivating a firm handshake,” she says. “If we want a more diverse and younger generation to join the industry, we have to help them be prepared.”

A passionate animal lover, she also spends time at shelters helping get pets ready for adoption.

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Voice of Experience: Terry Albarella, Vice President, Enterprise Architecture, Prudential Financial

Terry AlbarellaBy Cathie Ericson

Being out is something that Terry Albarella feels is essential to her success in the workplace.

That’s because being authentic allows you to build a level of trust with your team and peers; if you don’t share, people might wonder if you are hiding something or assume that you don’t care enough to share. The more you can share, the better relationships you create, and the better work everyone can do together, she says.

“Sharing our personal lives helps us be a more cohesive team. When pressure and deadlines come, you can get through those rough times better when you have established a high level of trust,” she says.

On that note, Albarella says she’s been able to meet a broad range of people who feel open to share their stories because they know hers, which has allowed her to get to know people with whom her path might not otherwise have crossed. She has also found that working with executives who might not know someone in the LGBTQ+ community has given them a comfortable opportunity to learn and imparted a broader knowledge they can take to their team and their customers.

Alexa, Please Check My Balance

Albarella began on a technical path right out of college as a developer providing PC support. She joined Prudential in 1995 where they were consolidating from a distributed support model, and over time as they centralized, she gravitated toward the server and application support side, focusing on developing efficiency in the system and responding to problems before they could impact customers. Over the last few years she has moved into the architectural space, helping with upgrades right from the start when they bring tech in the door.

While she has been involved in many large, impactful problems over her tenure, most recently she led a team that rolled out the Alexa voice assistant to Prudential’s customers. While Alexa is known for its skills on the consumer side, there are now more opportunities for business applications, and Prudential was proud to be the first to market with a retirement skill on the platform. “It was an interesting project that allowed us to collaborate on something that was brand new, and we had to put a structure in place to support it with all the rigor that our systems demand.”

The product was made public in the beginning of April, and now anyone who has a Prudential retirement account can use Alexa to look at their account balances. “It gave us a great opportunity to take some new talent we had hired and give them the opportunity to come straight out of school and play a critical role in a project that would interest them right away,” she notes. The test was so successful that they are looking into other voice assistants and emerging technologies to see how they can be creative on all platforms and offer innovative ways for customers to access information in the way they prefer.

Pride in Her Role in PRIDE

Equally important to Albarella as her tech role is her leadership position in the PRIDE Business Resource Group, of which she has been a member since 2010 and president for the past four years. “It has offered a great opportunity to serve customers in the LGBT community better while also allowing me to get more involved in the business components of supporting employees.”

And, she adds, this “side job” in PRIDE has helped her develop relationships she can use in her day job, as she now has a strong network across the organization with people she otherwise wouldn’t have been in contact with on a day-to-day basis.
Albarella has been instrumental in helping create and roll out the PruALLY program, which started in 2013 as the larger equality conversation was just kicking up and people didn’t have a broad understanding of why they should care. The program offered information on the issues surrounding marriage equality and addressed some of the misunderstandings people might have if they didn’t realize firsthand what people were facing.

“This awareness was very impactful even beyond Prudential’s doors into the greater community,” she says, while also assuring LGBQT employees that they had a supportive organization around them. In 2014, she received the Trailblazer Award from Re:Gender for thiswork.

The program has expanded over the years and now gives people a diversity and inclusion pledge they can keep top of mind to remind them that what they say can impact people. The program is being rolled out internationally; Albarella says it’s almost overwhelming when she goes to another location and sees PruAlly desk tents.

They just did a refresh of the campaign to keep the materials relevant, and when they asked executives to participate in a photo shoot and say why they are an Ally, they had hoped to get eight to 10 interested responses, but received more than 75. “We were overwhelmed by the welcoming support,” she says.

Albarella is particularly proud that PRIDE is the most tenured BRG at Prudential, celebrating its 25th anniversary. “The company has always been supportive in using the BRG almost as a focus group and made many changes over the years,” she says. And it has been a big asset in recruiting, which has helped Prudential benefit from a diverse workforce that allows the firm to bring broader experiences to apply to business problems and helps them better reach all their customers.

Helping Others Achieve a Bright Future

Albarella urges young women to be confident in their skills and not shy away from high-profile projects. “Even if you are not as successful as you want to be, it will be a tremendous learning opportunity and also showcase you to others on the team for future roles.”

And don’t be satisfied with a support role or be afraid to ask for something bigger, she says. “Sometimes people wait to be asked, but if someone steps up and offers, we find a way to bring those people onto the project.”

She encourages her peers to go beyond mentoring and use their voices to advocate for younger women coming up and ensure they have the training that will prepare them for more senior roles. “Create time to sponsor and champion those in the pipeline to make space for them to take the next step,” she says. It’s important for those in senior positions to help engage others and seek their opinions, asking to hear their voice if they are quiet in a meeting, for example, as a way for them to build their skills and everyone to benefit from diverse perspectives.

Experiencing The Positive Side of Video Games

An avid video gamer, she is proud this is a passion she shares with her wife and daughter and son, who have been gaming since they were young. She finds it brings them together on a common platform; for example, although her daughter is away at graduate school in Kansas, they can log on at night and catch up, which she says has been a wonderful opportunity to connect.

Other positives she sees in gaming are that it has taught her children to be very detail-oriented and has also given them the chance to lead. And most importantly, it has provided different experiences and enabled them to put themselves in other people’s shoes.

She knows firsthand how valuable that is: Albarella herself had been in a straight marriage for 19 years and never realized she was a lesbian until she played a video game that put her in the shoes of a same-sex relationship where she realized that’s what she’d been missing. “Video games hold a special place in my heart because they helped me come out,” she says.

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Voice of Experience: Kerri Durso, Shearman & Sterling

Kerri Durso By Cathie Ericson

Don’t be afraid to speak up, urges Shearman & Sterling’s Kerri Durso, a New York-based counsel in the Derivatives & Structured Products practice.

“I find young lawyers– and women in particular– can be hesitant to speak up in groups. If you know the answer, share it without feeling intimidated by others,” she advises. “Having a true presence at the table is more than just being there and taking notes, but providing material information in an appropriate manner when you have it.”

A Career Built on Industry Mastery

After summering at Shearman & Sterling during her second year of law school, Kerri joined the firm’s Financial Restructuring & Insolvency practice as a full-time associate in 2008. She notes that this was a fantastic time to be an insolvency lawyer, with Lehman Brothers having filed for bankruptcy only the month before she started. “I learned so much in those first two years of working on the Lehman case for several of its creditors,” she says.

When the Lehman issues began to sort themselves out, she moved to Derivatives and Structured Products, which piqued her interest given the number of derivative claims in the Lehman insolvency. She has been there ever since, working for both the buy-side and sell-side, as well as market utilities.

Learning something new all the time is what keeps her interest fresh. For example, while new derivatives regulation coming out of Dodd-Frank has slowed, the implementation of several important aspects of Dodd-Frank continues. Currently she is deep in implementing the new margin requirements mandating the exchange of variation and initial margin for market participants. The regulations provided for a phased-in implementation schedule, and several financial institutions are subject to deadlines this fall. The market is also preparing for the fall of 2019 when the next phase will apply that requires new industry form documentation. “It is very exciting to be a part of drafting form documents that will be used for years to come in the derivatives market,” she notes.

While she has enjoyed many aspects of her work, the professional achievement Kerri says she is most proud of is the role she has played in expanding Shearman & Sterling’s relationship with several financial institutions. Through her personal connections and hard work, she has helped secure a number of meaningful engagements. “The breadth of the work is always changing, but knowing that our firm has the resources to serve a variety of different needs of our clients is something I am proud to be a part of,” she says.

Sharing Wisdom is Crucial for Future Generations

One lesson Kerri has learned along the way – that, as she admits, no one wants to learn – is that everyone makes mistakes, and the key is what you do after. “Recognize the mistake and raise the issue with those you are working with in a timely fashion,” she recommends. “There are few mistakes that cannot be fixed if you take responsibility and raise the issue as soon as possible,” she says, adding that clients and coworkers will respect you for addressing the mistake head on.

Over the years she learned many professional lessons from her sponsors, both male and female, whom she says have encouraged her throughout her career. She recommends young lawyers entering the industry put effort into finding someone they can relate to and emulate, cultivating the relationship if it doesn’t occur naturally. “These are the people who will help guide you through difficult issues in the workplace and that you can look to for career advice,” she says.

She encourages her peers to proactively assume those roles by taking an interest in the junior lawyers they work with. “I hope that I can play the same role my sponsors did for me for even one lawyer,” she says.

Kerri has been active in WISER (Women’s Initiative for Success, Excellence and Retention), the firm’s women’s inclusion network, which emphasizes mentorship, professional development and awareness for all lawyers. She co-chaired the group for two years and proudly attends their functions today, finding it to be a good forum to discuss career paths and learn how others have excelled.

In order to maintain a healthy work-life balance, Kerri says it’s imperative to find time to unplug; for example, she plans at least one great family vacation each year. It doesn’t always need to be to somewhere exotic, she says, but somewhere she can relax with her two-and-a-half-year-old son, infant daughter and husband. In addition, she is enjoying working with her son in the small vegetable garden they planted. “I truly enjoy spending time with my family and anything we do together is a treat,” she says.

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Voice of Experience: Kristi Tange, Co-Head of Enterprise Operations, London, Goldman Sachs

Kristi Tange’s second day at Goldman Sachs’ New York office happened to coincide with a dinner party to celebrate her father’s birthday.

Initially, she was hesitant to ask to leave the office a little early, and then she realized that there was no harm in making the request.

When her boss said yes, Tange described it as a “profound moment.” Not only did it give her insight into the firm’s positive culture, but it helped her realize that it’s always wise to communicate and ask for what you need. This experience also helped inform her management style: “When someone asks for something, my first answer is always, ‘Of course; let’s see how we can make it work.’”

A Varied Career Across Three Regions

Tange recently celebrated her 21st anniversary at Goldman Sachs after beginning her career as an analyst in Japan, where she had studied to fulfill the foreign language proficiency required as part of her master’s degree program in Foreign Service at Georgetown University.

She then moved with Goldman Sachs to New York, where her husband was attending graduate school. Tange is now based in London and serves as co-head for Enterprise Operations, providing operational support for processes that service the breadth of the firm, including opening accounts for clients, managing collateral, and more.

When she first joined Operations, her division was much smaller, and there was just one managing director, which made her question if ultimately reaching that level was possible. Fast forward two decades, and the division has expanded significantly. She was named a managing director in 2009, which she describes as a “pleasant shock,” noting that when she was an analyst, reaching that level had seemed unattainable. “You learn over the course of your career that you can outperform your own expectations,” Tange says.

One of the most exciting programs she is currently overseeing is uplifting the firm’s onboarding program, known as “Know Your Customer,” in order to comply with new due diligence regulatory processes and enhance the client experience. While fulfilling these requirements has traditionally been challenging for clients, her team realized that revamping this program could be a differentiator for the firm, and began to rethink the architecture and streamline associated processes in order to more effectively introduce clients to Goldman Sachs. “To be in a role where we can deliver an effective solution that sets a positive tone for our client relationships is rewarding,” she says.

Using Your Voice to Earn Your Spot

Over the course of her career, Tange has learned that it’s important to speak out and be bold, to earn a voice and seat at the table — and that you will go farther and faster if you do that early in your career.

“When people join, they think they need to be trained for a long period of time before sharing their views, but bringing a fresh pair of eyes is where your value is — to point out things that others might not notice,” she says, adding that those who are hired by Goldman Sachs tend to already have the necessary education and talent to be contributors from the start. “The earlier you share your perspective, the more you will grow as a leader.”

She encourages women to adopt behaviors that have served male colleagues well, such as feeling empowered to boldly request a one-on-one meeting with a senior leader.

“We read about barriers that women face in their careers, but I’ve felt fortunate at Goldman Sachs because it’s a place focused on skill sets and meritocracy,” Tange notes. She believes it’s important that companies focus on retaining women through policies such as short-term leaves, flexibility and relocation opportunities in order to keep top talent.

Tange also notes that it’s important to have leaders who have been able to achieve a balanced lifestyle, to serve as a model for others. “We need role models who fit a number of profiles, who represent greater diversity, so that junior individuals can see more women at senior levels,” she says.

During her time at Goldman Sachs, Tange has seen the value of sponsorship. In her current role she and fellow women managing directors identify and support up-and-coming women in their division, in an effort to ensure they have effective sponsorship and work on initiatives that help develop and showcase their capabilities ‘to get to the next level.” Tange notes: “We are able to pay it forward as we help move these women up the career ladder.”

Tange actively works to achieve a balance between work, her family and addressing her own needs. After her son was born 10 years ago, she realized that her life had become revolved around work and her family, and she needed to carve out time to focus on her health by joining the gym. Tange notes that her husband was very supportive about her motivation to focus on her health, and she put the structure in place to carefully “protect” her gym nights. “This helps show others that I am balancing my health and personal needs alongside my job, which helps give the right message to my team that we should all do this.”

Since spending the past eight years in the UK, she has become very passionate about travel and has visited many European countries with her family. She also enjoys sightseeing in London, with memberships to horticultural societies and museums.

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Voice of Experience: Melanie Tinto, Chief Human Resources Officer, WEX

By Cathie Ericson

Early in her career, a mentor asked WEX’ Melanie Tinto what she would do differently if she was a vice president, and she named a couple of things on her mind.

It was very eye opening when her mentor responded, “Why not operate like you’re already in the role that you want to be in? Why wait? Let people see you for the value you bring, and they’ll be thinking ‘I thought she already had that larger title.’” That is the type of advice that has helped Tinto rise within numerous companies to her current position today.

Finding Her Calling in HR

Tinto says she never thought of work as “work,” but rather something that brought her fulfilment, thus making her busy career a pleasure.

She had grown up in Maine but when she graduated, the market was not particularly robust, so she moved to Connecticut and worked for a finance company that put her in a leadership development program. She ended up with a rotation in HR and although she had planned to land in underwriting, she realized that HR was the right path for her, particularly in the recruiting and career development areas.

When the company was being acquired, she decided to make a move to Cigna that combined her loves of financing and HR. She was soon promoted to managing half the staff and went through some different departments, including product strategy, when she found herself at the tipping point where it was time to decide if she was going to stay in HR or go back to the business side. She ended up working in HR for a variety of companies of all sizes, mainly moving with bosses she admired. Over the years, she has been proud that she’s been able to play a role in developing talent and watching them blossom, with former team members who are now CHROs.

Tinto is happy now to be back with a smaller company where she appreciates the culture and tighter chemistry. And of course, she is delighted to be back to Maine.

In her new position at WEX, she’ll be focusing her attention on a variety of needs, but one of them is helping to ensure the diversity of staff. In addition she is focused on thinking ahead to how employees will want to work in the future and how the company can help retain them by offering a variety of work paths, such as short- and long-term assignments to keep them interested.

Also, now that she is in a different chapter of her career, she’s looking forward to expanding her work on advisory boards to deepen her roots by becoming more engaged in the community beyond her day-to-day work.

Benefitting from Mentors and Passing It On

Another lesson that stuck with Tinto from a mentor came from the military, “Completed Staff Work.” What that means is never put a problem in the lap of someone else; instead at least offer options and recommendations. “Find that extra step that differentiates you and helps your leader do his or her job better,” she advises. So for example, if you knew your boss was going to forward your email directly to the CEO, would you check it one more time for format or spelling? Then assume that might happen and do it.

She says that she feels so grateful for her career path that she is eager to bring others along. To that end, she says it’s important to remember to give credit to team members, which can help strengthen relationships.

Building those relationships has always been important to her. At a former employer she helped lead the women’s employee resource group and saw how impactful the outlet was as a way to remember not to just put your head down and work.

“Many of the women I met there are still my board of advisors,” she says, adding that she has known many of them since the ‘90s, which offers a vast network she can always ask for help or advice.

“Sometimes you need someone to hold a mirror up to you, and you have to be open to that feedback, which makes you better even when you don’t want it,” she says.

A Full Life With Family

Balance is important to Tinto, and she says she wishes she’d learned earlier in her career to carve out time for herself. “You have to take that hour, or leave work to take a vacation because often taking a break is a better way to be more effective.”

Now she enjoys spending time with her husband of 25 years and 13-year-old son and 10-year-old daughter. “I’m lucky because I’ve always felt very supported in terms of my career – even with all the craziness, we are a team that supports one another.”

Together they love to participate in a wide variety of activities, from camping to concerts to trips. One of their goals is to see every state in the country and they only have eight left. “I wouldn’t trade the memories we’ve made for anything,” she says.

The family is also busy with kids’ sports and traveling teams, particularly horses and lacrosse. And now that she is back in Maine, she is delighted to be able to spend Sunday dinners with the extended family.

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Voice of Experience: Jocelyn B. Redman, Counsel, Shearman & Sterling

Jocelyn B. RedmanBy Cathie Ericson

All different types of people can succeed at law firms, says Jocelyn Redman.

“Even if at first you don’t see people who look just like you or come from the same background, remember that you can succeed with different goals by leveraging your strengths and forging the career that works best for you.”

As A Shearman & Sterling “Lifer” She Finds the Career She Always Sought

Redman’s goal had always been to become a lawyer, but she felt that working in an office environment in another field would afford her a useful perspective on her career. She spent her first four years out of college working on energy and environmental policy analysis, and then went to law school. While earning her law degree at American University’s Washington College of Law, she joined the firm as a summer associate and has been there ever since, and was promoted to Counsel effective as of March 1.

Redman started at Sherman & Sterling in the finance group in New York City, joined the real estate practice after two years and relocated to the Washington, D.C. office in 2014. She works with her colleagues in New York and London, handling issues such as acquisitions and dispositions, joint ventures and leasing; she particularly enjoys matters involving Washington D.C. real estate given how hot real estate development is currently in that city.

“I’m always working with clients to suggest avenues that can guard against the tendency toward a boom-and-bust cycle,” she says, adding that the D.C. market is particularly appealing for investments – the continuous needs of the government can protect against the typical harsh fall that the real estate industry as a whole can have when markets turn. “We are always looking to tap alternative resources and be aware of trade-offs and how to protect our clients’ investments.”

Using Diversity As A Tool For Success

Over the years, Redman has found that participation in Shearman & Sterling’s WISER (Women’s Initiative for Success, Excellence and Retention) group has been useful as a way to get to know women partners and counsel from other specialty groups. She’s also found the “Lean In” circles to be applicable, particularly one module about body language that helped participants become more aware of the unintended messages they might inadvertently be sending through their presentation and carriage.

She believes that being a woman in the legal field can be a benefit, since clients are looking for diversity and differing perspectives in their legal teams. In fact, she finds that one of the biggest barriers for women in the legal field – especially at law firms – can be perception, rather than reality.

“I find that women worry that a legal career might take all your time, and that the only type of person who can succeed are those who put everything else aside,” she says. “And that in itself can cause women to self-select out, or decide they should take on a smaller role, when in reality those steps are not necessary and can just result in women lawyers taking jobs where they are being paid less and have less opportunity to grow in their careers.”

She cautions women not to assume you have to give your entire life to your career or play into the notion that success requires constant sacrifice. Unfortunately, she sees lawyers who perpetuate the stereotype by contributing to the myth that you can never have your weekends free or take vacations. “I am still learning to balance,” she says, “but there are ways to have hobbies and a family and be successful at your job.”

With a young daughter herself, Redman is learning to focus on other priorities outside of work while still providing excellent legal services to her clients on behalf of her firm. “Some of this ability to balance comes from maturing in your job,” she points out. In fact, traveling is another priority and over the years she has taken three trips to Africa with her mom.

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Voice of Experience: Jennifer Barbetta | Partner, Goldman Sachs

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Jennifer BarbettaBy Cathie Ericson

“Be on the short list,” recommends Jennifer Barbetta, a partner in Goldman Sachs’ Investment Management Division.

From her own experience, she knows that unique and challenging projects don’t simply “fall in front of you,” and that when senior managers are kicking off a new business, they’ll look to add people to their team who offer both a specific skill set as well as those with whom they have built a relationship.

As such, she advises junior analysts and associates to be “willing to work hard at everything put in front of you,” because individuals who jump in to solve problems and also work on building honest, trusting relationships are rewarded. “When people think of someone they want to work with, you want it to be you,” she recommends.

Creating a Multi-Faceted Career

And being someone with that mindset contributed to how Barbetta has managed to enjoy such a fruitful and varied career at Goldman Sachs. She joined the firm directly after graduating college, assuming she would work at the firm for several years prior to pursuing an MBA or law degree. Fast forward 23 years, and she’s still enjoying her work at Goldman Sachs, having worked in a variety of different roles across businesses.

Today, Barbetta is helping to lead the Global Portfolio Solutions Group in Goldman Sachs Asset Management (GSAM), which provides custom asset allocation advice, risk management and portfolio construction to both institutional and retail clients. The business has steadily expanded its service offerings over the past few years, resulting in GSAM becoming one of the top providers globally.

The custom solutions-oriented offering is one with a lot of potential, Barbetta says, noting that the work GSAM is doing was referenced in Goldman Sachs’ annual letter to shareholders as an effort with significant growth potential. That’s partially because trends in the industry are aligned with the business’ growth, as pension plans or healthcare organizations look for greater expertise in generating investment returns, because they may not have the breadth of internal capability to support all asset classes, portfolio construction and asset liability analysis. In other cases, they may be looking to outsource this functionality to save costs. “What we offer is so customized yet we have the expertise, investment platforms and risk management tools to scale this work effectively.”

“There is clearly a trend in this space, and at Goldman Sachs, we feel we have the skills sets, scale and resources to deliver for our clients,” Barbetta notes. “We have a diverse and experienced team, and we have significantly added to our capabilities over the past several years.”

Proud to be Part of A Firm That Embraces Diversity

Barbetta notes that as women progress in their careers, firms experience difficulty promoting and retaining senior women as they begin to start families. “It becomes more of a balancing act, and I know there’s more we can all do to enhance flexibility,” she says.

She also finds it uniquely beneficial to be out at work, primarily because you can take energy that you might have spent covering up a part of who you are and redirect it to a more useful need. She is proud to be associated with Goldman Sachs, and notes that the firm focuses on building an inclusive culture, with the tone being set at the top.

“If someone feels confident that senior management gets it, it makes it that much more comfortable to be out at work,” she notes. For Barbetta, a defining moment came when Goldman Sachs CEO Lloyd Blankfein spoke out in support of marriage equality in 2011, highlighting to both employees and the public that he supports diversity.

Involved with the LGBT network since it was founded in 2001, Barbetta now serves as an advisor, and during Pride Month will be moderating a panel on embracing transgender talent. She also is active in Goldman Sachs’ women’s network, having championed strategic initiatives focused on high-performing women. She also has been involved with the Black network and led a mentoring cohort that worked with managing directors and vice presidents.

Barbetta has three children with her wife Victoria, and when not spending time with family, she is active in philanthropic organizations. For almost a decade, she’s been on the board of the Point Foundation, which offers scholarships and mentoring to LGBTQ students of merit. She is also on the board of Junior Achievement New York, where she recently helped host a Bowlathon that raised almost $300,000. In addition, she is a board member at her children’s school.

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Voice of Experience: Francesca Harris, Business Development Manager, PwC UK

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Francesca Harris

By Cathie Ericson

“Know your worth, and keep striving for where you want to be compared to where you are,” says Francesca Harris.

She advises tapping the knowledge of the people and talent that is all around to develop yourself further. “Find someone you can reach out to who has already arrived where you hope to be and seek their advice and support to see how they got there,” she says.

Over the years she has realized the power of reaching out to people who are more senior than yourself and investing time in those relationships, rather than being intimidated by who they are.

“Be fearless and take risks,” she says. “You can never be wrong trying to do something right so run with it, and there will always be people there to support you.

A D&I Pioneer

Harris started her career in London in the online digital space, primarily in the music and entertainment industry. It was a similar skill set as business development, and after four years she accepted a job offer from PwC and moved to Birmingham where she currently focuses on the private business market and growing client portfolios. Each day is a fascinating mix of helping businesses conquer a challenge or entrepreneurs who are working toward getting to the next level.

But the professional achievement of which she is most proud is her recent honor as Barclays Diversity Champion DIVA 2018. “When I saw the short list, I was amazed at the heavy hitters and outstanding women who had been nominated so it was a complete surprise when I was named the winner,” she says.

Over the past few years, diversity and inclusion has been her “pet project” that she has worked to drive forward by building connections among friends and colleagues. Harris is also a very active PwC GLEE ambassador – PwC’s LGBT+ internal network, headed up by PwC partner Brian Ashmead-Siers established to drive equal representation.While there is still much to be done, she is proud of the progress that has been made and the work that PwC is doing in particular. One new initiative centers on the pay gap and the firm’s move toward a 50/50 short list for each positon, meaning which an equal gender split will be considered.

She also is active in external networks such as the Midlands Alliance Network that she and other corporate colleagues have built over the past three years, and LB Women, which is focused on lesbian and bisexual women.

While it can sometimes feel as though there’s a double glass ceiling, she is encouraged that people are routinely breaking through that barrier, and she knows that past generations probably had it a lot harder. “People’s behaviors around inclusivity are changing for the better, and now it’s important to continue to be visible so others can be educated on the challenges that they might not realize exist,” she says.

And of course as diversity and inclusion improve at a rapid rate, she looks forward to how far it can progress so the next generation won’t have to deal with the same issues.

Out and Proud

Harris finds that being out has helped her build better relationships because when you are closeted, there is a lot of your life that people don’t see and can’t understand. “You’re always frightened you will slip up and share things you don’t want to, so you tend to be more closed off,” she says. But when you’re just meeting someone and can feel free to share personal details, it adds a level of trust to that relationship right away.

She also appreciates that she can be a role model for others, even sometimes from afar. When you are open and visible about who you are, others who may be struggling can see that and say “She’s doing it and seems to be ok, and maybe I will too.”
“Even if you never interact with them, you can be a lighthouse that offers that level of comfort,” Harris notes. She says that she occasionally mentors people who are frightened they won’t be accepted as being out, so she urges them to realize they will always be able to find a support system. “The most important thing you can do is be yourself; in fact you can’t be successful without it,” she says.

And she finds it beneficial on the client side to show that the firm has diverse people and therefore is apt to offer better, more-rounded solutions.

“Once you take everyone’s strengths, the whole becomes better. Why would you have a team that all thinks the same,” she wonders.

Harris relaxes by painting, and an avid traveler, she will soon head to South America. But to her, family is most critical, and she is over the moon proud that she has just found out she is soon to be an aunt.

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Voice of Experience: Stephanie Smith, Executive Vice President and Marketing COO, Wells Fargo

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Stephanie SmithBy Cathie Ericson

Success in your career can be determined by your network, which is why women can’t overlook the importance of building and maintaining relationships — not just in your company or department, but across a broad swath of the industry.

“Like many women, at the start of my career, I was very heads down on my work as I sought to perform at a high level,” says Wells Fargo’s Stephanie Smith. “While I created relationships in my company, I learned over the course of my career how critical it is to have those relationships across an industry, whether you’re trying to build a team or benchmark best practices.”

Capturing the Opportunities Available in Marketing

Currently Smith is COO for Wells Fargo Marketing, and her goal is to create a world-class marketing organization within Wells Fargo. The domain is vast, as marketing is a centralized enterprise function that supports every business in the company, as well as digital marketing and other functions.

Before moving into this role, Smith had spent a decade in leadership roles in digital channels at Wells Fargo and Bank of America, where she oversaw the online banking and electronic payments functions as well as digital marketing and sales.
Before joining the corporate world, Smith had been a political appointee in the Clinton administration, where she was the General Deputy Assistant Secretary for Housing; prior to that she had worked with national and regional non-profits that focused on affordable housing and community development.

While her career has encompassed very different assignments, Smith says that the connective tissue among all her positions has been her passion for thinking about how capitalism can help working- and middle-class Americans achieve their goals.
While it’s hard to choose just one professional achievement across a career that spans so many domains, Smith says that she is most proud of the role she has had in building high-performing teams no matter where she was.

Today she sees a number of opportunities and challenges, as the function of marketing is changing rapidly due to the impact of technology, as is every part of the business world.

Smith finds herself most excited about the work Wells Fargo is doing to apply robotic process automation, artificial intelligence, agile methodology and process reengineering to make marketing functions more efficient and effective. These new capabilities that are coming to market fit well with her background, which has been focused on the intersection of determining how you best serve customers and their financial needs using technology, along with the impact of digital technology on every aspect of marketing, including creating customized experiences.

In the operational centers of marketing, she sees that digital technology and automation are streamlining work that used to be highly manual. “Even five years ago we had a smaller set of capabilities to work with; the acceleration brought on by the expansion of marketing technology has been so constant,” Smith notes.

Seeing Diversity Across the Organization

Over the years, Smith has seen that women are given fewer opportunities for stretch assignments — partially because they aren’t offered to them as much, but also because women don’t tend to ask for them as often as men. She attributes this to women’s propensity to feel like they have to be 100 percent ready for a role before taking it, whereas men feel like they need to about 50 percent ready.

“I often share the message with young women that they don’t have to know everything on day one,” Smith says. She adds that mastering a steep learning curve will contribute to your competency and your career, supplemented by asking for support when you need it.

She relays one of her favorite pieces of advice, shared by her boss in her first job out of graduate school where she was developing affordable housing: “You don’t have to have all the answers; you just have to know the questions to ask,” which she has found helpful in a variety of new roles and challenges.

In addition she urges women not to assume that their work will speak for itself and get duly recognized since the reality is that you have to do the great work, but promote it as well. She appreciates when women in senior roles promote the work of other women, a strategy that is even more important in support of women of color.

Smith has been “out” at work as a lesbian since she left college, but acknowledges that it’s been a distinct advantage to live and work for most of her career in the accepting Bay Area. “For many others in the corporate environment, they may not have the benefit of geographic location as I do.”

Being out allows her to bring her whole self to work and not worry about expending energy on hiding her sexual orientation or her family, which makes her a better leader and team member. She also enjoys being an advocate for others as she knows how important it is to see people who are like you in the senior ranks.

As the former executive advisor to the LGBTQ employee group at Wells Fargo for a number of years, she has been proud to help lead productive discussions surrounding how the company can best support team members.

As an example, Wells Fargo’s decision to sign on to the amicus brief in support of the 2015 Supreme Court case on freedom to marry (Obergefell v. Hodges) was important, as it underscored that Wells Fargo is a company that supports the rights of its LGBTQ team members and customers. She finds this open support, combined with equal benefits for team members in same-sex relationships, to be an asset in attracting and retaining employees, and goes to the heart of Wells Fargo’s values of diversity and inclusion.

A Values-Driven Personal Life

With 17- and 15 year-old daughters, Smith and her wife structure their non-work time around their kids in a values-based way. The first is voluntarism, and they work together as a family at several homeless programs on a monthly basis; the second is education and they volunteer at the girls’ schools, which allows them to support education while also being around their daughters. And finally, they value cultural experiences so they frequently travel internationally as a family. “We structure our time around these three dimensions, which both lets us reinforce what we value as a family and gives us meaningful time with our children.”

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Voice of Experience: Corinne Heyes, HR Director for the Americas at Barclays

Corinne Heyes

By Cathie Ericson

Taking a risk is worth the reward, says Corinne Heyes, who knows firsthand the benefits.

In fact, as a naturally risk-averse person, she has nonetheless managed her career that way successfully, in a manner she terms “opportunistic, but safe.”

When she recently took a risk late in her career by changing firms after 16 years and assuming a much larger role, she says it was the best decision of her career. “My 19 months at Barclays have been challenging, energizing and stimulating — I’m having fun working with a team of smart, dedicated and motivated HR professionals,” she says.

The Road That Led Her There

Heyes graduated from Dartmouth College with a BA in Psychology in 1982 and started her professional career as a financial underwriter for Aetna Life and Casualty. The work entailed using claim experience and actuarial formulas to price group insurance products, such as employee benefits plans for large clients that included corporations like American Express and trade associations like the Securities Industry Association (SIA).

After a couple of years in Aetna’s Hartford home office, she asked to be transferred to the sales and servicing office in New York City, where she would keep her same accounts but move into a direct client service role. The largest member of the SIA was Wertheim & Co., a small, privately held investment bank and after serving as its account representative for two years, Wertheim asked her to join the firm to launch its benefits department.

Over the subsequent 11 years, she received an MBA in Finance from NYU’s Stern School and picked up the compensation function to complement her benefits role. The firm had changed names several times — from Wertheim to Wertheim Schroder to Schroders, and in 2000, Citigroup acquired Schroders, and Heyes joined the investment bank to manage the compensation team.

Over 16 years at Citi, she acquired additional businesses in her compensation management portfolio and for the last six years ran the compensation practice for the entire institutional side of Citi. She joined Barclays in October 2016 as the Director of HR and Rewards, Americas, where she now oversees the delivery of the full suite of HR services, including compensation and benefits.

In addition to that role, Heyes is a member of the U.S. Executive Committee for the Bank Holding Company Barclays has established in the United States, which has its own independent board and relationship with U.S. regulators like the Fed.

Culture as a Driver of Firm Success

For Heyes, one of the best parts of her job is helping define and promote the firm culture. “The challenge starts with defining your desired culture in words,” she says, noting that at Barclays, the culture is underpinned by its five values — respect, integrity, service, excellence and stewardship. But to drive the desired culture, firms need to be able to measure evolution in a consistent, replicable way. To that end, Barclays has developed a culture dashboard that includes qualitative and quantitative metrics that they measure quarterly, which enables them to track the culture over time and design strategies to address any area of opportunity.

This type of action is very topical in the financial services industry, she says, with firms focused on defining, measuring and driving culture. But that’s not all. “Our regulators are keenly interested in culture as an asset which mitigates misconduct risk,” she points out, adding that the Fed published a white paper which advanced the concept of “cultural capital” as an asset that can act as a loss mitigator by influencing decisions, behaviors and outcomes over time. And even though it is an intangible asset, the fact that its impact can be measured, assessed and influenced means it is an important one.

Firms must invest in cultural capital in the same way they invest in other forms of capital, like physical, human or reputational capital, or they will deteriorate over time and adversely impact a firm’s productivity, adding that Barclays shares this sentiment regarding cultural capital.

And the commitment to cultural capital extends throughout the organization down to programs that promote diversity and inclusiveness. Tone from the top is critical in establishing D&I as a central tenet to a firm’s mission, but the words are only given credence through real actions and programs. For example, at Barclays they have introduced gender-neutral paid child care leave and have championed dynamic working, which encourages employees to define the individual work arrangement that best integrates their professional and personal lives.

Heyes also has experienced the firm’s inclusiveness with no hesitation in being out at work. “You often hear the phrase ‘bring your whole self to work,’ which underscores the concept that authenticity frees up discretionary energy, enabling you to engage more powerfully,” she says.

“For those in the LBGT+ community who are in the closet at work, it’s not simply that they are choosing to leave behind certain discretionary aspects of their lives, but rather they are actively hiding this very elemental aspect of their personhood.” And while that puts up barriers to being able to connect fully with one’s colleagues, even more critically, it is intellectually, emotionally and spiritually exhausting to maintain a facade every minute of the workday.

And she knows this exhaustion firsthand, because she was not out for the 11 years she worked at Schroders. It wasn’t until she moved to Citi and decided that to be open with her colleagues that she realized how liberating it was not to be guarded in her daily interactions. She found her colleagues to be very supportive, and in fact, it quickly became unremarkable.

When she and her wife married in November 2013 after DOMA was overturned — on their 23rd “anniversary!” – her team threw them a surprise wedding shower. And she adds, she believes it is important to be seen as a senior LGBT role model.

A Fulfilling Personal Life That Includes Giving Back to Others

Despite her many professional achievements, the accomplishment Heyes is most proud of so far is much more personal. Through a firm program, Heyes mentored a high school student for her junior and senior years — the pair went to museums, plays and sporting events and spent countless hours discussing everything from current events, to their respective families and how to conduct a college search.

“While on paper we seemed quite different, we developed an easy-going relationship and discovered our commonalities,” Heyes says. “I feel very strongly that we have an obligation to the next generation, particularly those from disadvantaged backgrounds.” In fact, at Barclays, she has also engaged with Cristo Rey, a high school in East Harlem that offers students the chance to work with corporate partners as a core experiential learning component. Last year they contracted for one student one day a week, and are looking to expand their commitment to five for the upcoming school year.

Heyes also sits on the board of “Find the Courage,” a nonprofit that runs youth programs designed to inspire, educate and empower young people to be positive leaders by promoting respect, kindness, inclusion and resiliency in their communities. And for fun she enjoys reading, gardening, photography and travel, and as she says, “I’m a total sports junkie.”

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