Voice of Experience: Marina Lui, Regional Market Manager for the China International Team UBS

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Marina LuiMarina Lui believes a strong team brings success, and that companies need to create an atmosphere that will attract and retain those solid performers.

As one of the early immigrants to Hong Kong from China, Lui says she appreciated the opportunity to receive the education that she did, both in Hong Kong and then attending the University of Texas at Austin in the United States.

She began her career as a branch manager in consumer banking, but wasn’t sure she was cut out for managing – ironic, given her current success in that arena. She joined UBS in 1995 as a client-facing relationship manager, spending 10 years covering the Hong Kong domestic market, and then once again moving into managerial positions.

At the time, the Hong Kong domestic market was quite established so she appreciated the opportunity she was given in 2011 when she was appointed as one of the team heads serving ultra-high worth clients in China and Taiwan. That allowed her to work in a sophisticated new market with a team of 50 experienced staff.

Soon she honed her focus solely on China, where she became regional market manager for the China International Team with a staff of 150. “I was very proud of being named regional market manager and subsequently building the team. In less than two years we have doubled the size of the business.”

Winning Because of the Team

Lui credits her team with that feat, but much of the acknowledgement surely should be given to her leadership style. “I want to be the team of choice and feel I have achieved that goal with the high morale we have. I want my team to be proud of what they do, and know that they have collectively contributed to our accomplishments,” she says.

Not only is she focused on success, but on developing the next generation of leaders. She admits it’s challenging sometimes when you can’t see quick results since talent development is a long process. However, she enjoys the role she plays in nurturing employees to help support the success of the firm.

Changing Demographics Mean A Changing Industry

The industry is currently in the midst of wealth transfer from one generation to another, and they need to accommodate the different way that the next generation thinks. Since many of her relationship managers are relatively young, they are in a position to relate to, and therefore confidently meet, the needs of this next generation.

And the changing demographics brings internal challenges as well, as companies grapple with providing employees with the diverse experiences they increasingly seek. “We have to question whether employees who are in their late 20s will want to work for the bank for 20 years, given their mindset that they don’t want to be in one place too long.” She says that they are addressing that through encouraging millennial employees to seek additional opportunities in other divisions of the bank, so they can have those varied experiences without leaving.

Growing the Next Generation of Leaders

Younger employees today also have the benefit of being able to research an industry before they join, and she encourages them to do their homework, to find out what exactly a banking position entails and confirm that it suits their interests and skills. But, it also has to be something they enjoy.

“When you join an industry or company, you have to be passionate or you won’t last long,” she says. She advises them to trust their gut feeling when determining a career path, but then to realize that success may be delayed. “The younger generation tends to want immediate gratification but often you have to be patient as you climb the ladder. Learn what you need to know on each rung.”
She encourages wealth management as an industry where women can be particularly successful, because it’s a people business, and women naturally exhibit interpersonal skills that allow them to excel at networking and building relationships with clients.

Within UBS, Lui is involved in the Global Key Talent Program, which helps develop high-performing talent. The group brings together emerging professionals and senior leaders to encourage mentoring and exposure. “It’s important to offer this opportunity for younger professionals to engage with senior leadership, both men and women, and show their capabilities.”

She also is involved with a group called “Half the Sky” that helps the bank better understand the needs of female clients who are becoming a larger part of their portfolio, as entrepreneurs and decision makers.

Work/Life Balance as an Imperative

Lui counsels her peers that it’s important to leave your stress at work and develop a healthy work/life balance that allows you to perform and focus better on the job. For her, exercise is a stress reliever, but she encourages women to find what works for them.

She loves traveling and spending time with her family but also believes in the importance of giving back through philanthropy. Two causes she is particularly passionate about are elder care and children. Recently she instigated a team project where they visited the elderly. “We need them to know they are important and not forgotten.” On the other end of the spectrum, she is involved with the group “Pencil of Promise,” which is working to build schools in Laos.

“I know that I am fortunate to work in the banking industry and make a good living compared to many families who struggle on a daily basis. We all need to make giving a part of our lives, to remember to reach out and support those in need. “

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Voice of Experience: Jacqueline Arthur, Chief of Staff to the Co-heads of the Investment Management Division (IMD), Goldman Sachs

Jacqueline Arthur“Change doesn’t always happen when you expect, but it has altered my career and outlook for the better. Even when I have had second thoughts about past decisions, those have been my best learning moments. Taking risks throughout my career has made me more confident and resilient,” says Goldman Sachs’ Jacqueline Arthur.

From Law to Investment Management

Arthur attended law school at George Washington University after earning her undergraduate degree at Duke University. She began her career as a corporate attorney advising private equity (PE) clients, and five years later joined Goldman Sachs in the Investment Management Division (IMD), parlaying her PE experience into her new position.

Arthur noted that even though she was in a similar industry, she was looking at it through a different vantage point and in some ways felt like she was starting from the beginning. “When I started my career as a corporate attorney, I never would have envisioned this trajectory,” said Arthur. “I’m proud of risks I’ve taken to step out of my comfort zone. I’ve become open to trusting my instincts and leveraging my network and mentors, which has allowed me to be more confident in taking on new opportunities.”

One particularly exciting challenge was when she joined the Global Portfolio Solutions team in 2008, focusing on multi-asset class solutions for clients. “Our clients were relying on us to ensure their portfolios were in safe hands during a volatile time,” Arthur says. As part of the move, she was given the opportunity to broaden her responsibilities as the group focused on expanding its capabilities. “This was a terrific growth opportunity and gave me a chance to stretch beyond a pure client role to focus on management and strategy. While I had always enjoyed advising clients, I found that I also really loved thinking about how to grow our business and to ensure we are best positioned to serve our clients.”

When a position opened in 2011 to work with the chief operating officer of Goldman Sachs Asset Management, she says she leapt at the opportunity. Her role has grown significantly in the last several years, and she currently serves as chief of staff to the heads of IMD, where she focuses on a broad spectrum of initiatives across IMD’s businesses.

“Our clients come to us for comprehensive solutions, and one aspect of my role that I have found particularly rewarding is focusing on our efforts to tap into not only the intellectual capital of the people in IMD, but also the expertise of the rest of the firm. This is a powerful tool for clients, and one that differentiates us,” she says.

“I love the diversity of my work and the people I get to interact with across the firm. Every day I am reminded that I work with such a talented group of people.” Arthur says a priority for her is to identify junior talent who have the potential to excel at leadership roles within the firm.

Viewing Your Career With a Long-Term Perspective

Approach your career as a marathon not a sprint, Arthur advises, wisdom she received from a managing director when she first began working at Goldman Sachs.

“This mindset ensures you avoid burnout and retain resilience for speedbumps you might experience during your career,” she notes. “Staying the course and having a long-term perspective has served me well in the ups and downs of work-life balance.” Arthur, who is the mother of two young children, notes that while she was initially anxious to be out of the office for maternity leave, the culture at the firm is collaborative and team-focused, and she was able to resume her role seamlessly following her return to the office.

She appreciates that Goldman Sachs has a “mentorship culture.” Arthur serves as an advisor to the IMD Women’s Network on its community engagement efforts and has found the network to be a very impactful resource. She says she has also received terrific support from mentors and sponsors at key moments. “The relationships I’ve created at the firm and in the industry enable me to tap into resources that make me better at my job and have made my career more meaningful,” Arthur says.

“The Best Part of My Day”

Arthur looks forward every day to the moment when she returns home from work and her kids run to the door to greet her. “It can be hard to maintain a work-life balance, and before having children I couldn’t envision how I would be the mother I wanted to be.” But, she says that being a mom has made her more focused at work, and she believes working has also made her a better mom. “When I am with my children, I focus on being very present and engaged. They also love coming to work with me and asking me questions about my job.”

Her family loves traveling and Arthur thrives on seeing the world through her kids’ eyes and learning about different cultures with them. Closer to home, they appreciate the access they have to restaurants and the arts in New York City. “Having grown up in a small town, the experiences we can have locally constantly amaze me, and we really try to make the most of it as a family.”

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Voice of Experience: Marla Arbiv, Managing Director, Accenture

Marla ArbivMarla Arbiv, a working mom of three, has led a nearly 30 year career at Accenture.

She spent the first two-thirds serving clients, traveling around the world and living across three continents. She’s worked in multiple cities across the U.S. and spent two years working at Accenture in Tel Aviv and later, in Sydney, for an additional two.

Currently living in Atlanta, Marla helped build the company’s Oracle capability in its North America Global Delivery Network and now focuses on the company’s Oracle Outsourcing business. As part of her role, Marla managed a pipeline for delivery center-based work and has invested a significant amount of time helping Accenture teams and clients adopt delivery models that enable more people to work locally, and remotely.

In fact, numerous women (and men) come to Marla for coaching on how to raise a family while advancing careers. Navigating this balance can be tricky when travel is extensive, and Marla has a personal desire to see people achieve a work life balance that works for them. She states, “I’ve personally promoted many of the Accenture programs for flexible work and tried to lead by example for my peers and colleagues. I think for many people, regardless of company or level, finding a balance can be difficult – but it is possible.”

Marla strongly believes she has proven that as a career woman, you can progress professionally while effectively managing family and other personal commitments. In this way, Marla has been a direct and indirect mentor for multiple people, at various points in their careers. She comments, “I’ve worked to develop longstanding relationships with people, even if they move to other parts of the business or away to other locations. I greatly enjoy being a mentor to others, and I hope that people perceive me that way. I work with people to understand their situations so that I can help them be successful.” Interestingly for Marla, most of her early mentors were men. She reflects, “I’ve always been a self-driver, so there were times when I didn’t have an active mentor, but I’ve always encouraged people to find support through mentors, male or female.” Marla attributes her lack of women mentors to the lower number of women in tech at the time.

Now, however, interest in technology among young women is on the rise, thanks in part to organizations like Girls Who Code (GWC), with which Accenture partners across the U.S., helping the organization inspire, educate, and equip young women with computing and professional skills that enable them to pursue technology careers. The company has hosted multiple GWC clubs across the U.S. including NYC and Chicago and, this year, has extended the program to Atlanta, where Marla served as the executive sponsor. She says, “The girls in the program spent seven weeks learning new skills and were exposed to real-world business expertise and mentorship opportunities. While GWC provided the curriculum and wonderful instructors, we scheduled field trips and guest speakers and coordinated a mentorship program with our people who met with the girls on a weekly basis.”

As a leading technology company with a commitment to gender equality, Accenture has a vested interest in supporting organizations like GWC and fostering the next generation of women tech talent. Labor force statistics show anticipated shortages of technology majors in the near future. As for the gender gap, there is a significant decline in graduation rates for young women with technology degrees.

For Marla, it’s also personal. “It really started with Accenture’s involvement with organizations like GWC and Code.org to open my eyes. My three children are in high school and I began to ask myself, what are we doing to promote careers in tech for these kids? Are my children being taught computer skills in school? On college tours I heard prospective students speak about what they’re interested in and very few indicated computer science. Technology education needs to happen before college.”

According to Marla, early education about career possibility in the field is imperative, as “technology is going to drive everything we do– regardless of job or industry.” Every field has a piece of technology. Everyone needs to understand the influence of tech, even if they don’t want to be a technologist. “Concepts that we were talking about when I first started at Accenture, that at the time seemed esoteric and impossible, are now the reality. Technology is expanding and fast moving – there’s opportunity for young women to really make a mark. It’s a great field to look forward to.”

Advice for young women? Pace yourself to be able to sustain the changes that happen both in your career and personal life. She offers, “A career in tech is not an easy one –change is rapid and expectations are high. But by seeking out opportunities to grow, and taking chances when you are not always comfortable, it provides for a rewarding career in an exciting field.”

Her admission about change being uncomfortable at times is balanced by Accenture’s encouragement and support in her pursuing new and challenging opportunities, which she says mirrors the changing pace of technology. “Throughout my career, I have balanced the times when I could be flexible and take chances, with opportunities that aligned to my personal needs raising three children. I now see how my career choices have positively impacted my kids. No doubt they picked up on my constant drive to ‘get things done’ and do my best to succeed in both my professional and personal life. They’re self-starters, and I like to believe that they saw me be a self-starter.”

Outside of Work, Marla enjoys traveling and hiking and has a knack for running long distances “when she finds time!” With three very active teenagers, 15, 16 and 17, Marla spends most of her personal time watching (and driving to) her children’s sports events – track & field/pole vaulting, basketball and soccer.

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Voice of Experience: Melissa Barrett, Managing Director, Chief of Staff Global Compliance & Head of Global Compliance Training, Goldman Sachs

Melissa Barrett By Cathie Ericson

“Work hard, seek advice from mentors, and the advancement opportunities will come,” says Melissa Barrett, Managing Director at Goldman Sachs, who has experienced that firsthand in her journey with the firm.

Barrett has spent 19 out of her 20 year career at Goldman Sachs, beginning in the Investment Management Division and then moving through several locations and departments to her current role in Compliance. “What is unique about Goldman Sachs is that there are so many opportunities to take on diverse roles while staying with the same firm,” she says. “I’ve loved having the opportunity to do different things at the firm and that I haven’t had to look outside of the company to be able to take on new challenges.”

Much of her current focus in Compliance is helping employees achieve a similarly diversified career, as she spends time on people initiatives for the division. Her goal is to determine what motivates employees and help them identify rewarding career paths at the firm. To address research showing that millennials are apt to job hop, Barrett spent time last year reaching out to other managing directors on ways to engage specifically with millennials. This year, she is doing the opposite and ensuring that millennials are best prepared to engage with people of different generations. “I want to figure out how to retain this generation and ensure they carry on the firm’s culture of employing high performers over the long-term,” she noted.

Mentors Can Make the Difference

Barrett attributes much of her success to trusting her mentors and managers, who encouraged her to take risks that she says she otherwise might not have considered. That’s why she believes it is important for professionals at all levels to find people who will be their sponsors or mentors. “Some of the moves I’ve made in my career were a result of someone I trusted advising me that taking a risk was the best move for me. Use your mentors’ guidance to help you navigate your career. No matter what their level, or whether they’re inside or outside the firm, find people who can answer questions and provide solid advice,” she says. “Have a diverse group of people you can turn to – at various points in your life and career you will need to seek advice from different people.”
Based on her positive experiences with mentors, she encourages her peers to sponsor women and act as a role model. “Think about what the younger generation is searching for and realize that you are what they aspire to be. Make an effort to support them and be open and honest about what attributes will lead to success. Being transparent about your personal struggles allows people to connect with you.”

Barrett advises younger women to be confident and trust in their abilities. “Have a voice and know that you have a place at the table and your opinion is valued,” she said. She also recommends that women get involved in activities at the company beyond day-to-day work, such as an affinity network. “I think one of the things that has kept me so tied to Goldman Sachs is that I’ve worked with and met so many people, and coming to work each day becomes more than just a job,” she noted.

She herself participated in the year-long Vice President Leadership Acceleration Initiative (VPLAI). One of the most unique facets was a feedback component that was directly targeted to specific areas of development. “I really appreciated that direct feedback so I could understand what skills and areas I needed to improve to get to the next level,” she said.

Balancing Work and Home

Barrett was already established in her career when she had her child, now three years old, so she has been adjusting to the challenge of being a working mother in the finance industry. “Every day is a juggling act to find time to be a good mom, a good spouse and take time for myself. Each person has to figure out how to make it work.”

Barrett also notes that flexibility and a work-life balance aren’t solely for working parents. “Ultimately, I think it’s up to you as an individual to determine what’s important to you and ensure you prioritize things outside of work. I try to lead by example in this regard.”

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Voice of Experience: Susanna Charlwood, Partner, Shearman & Sterling’s Litigation Group

Susanna CharlwoodWhile it’s easy to lament the disparity between the number of men and women in senior positions at law firms, Susanna Charlwood says that it does have a positive effect. “Since there are fewer senior women, it can help you stand out”. That attitude has been a source of confidence as she has built her career. Charlwood adds that she has not encountered difficulties or been treated differently as a woman in law.

Charlwood began her career at one of London’s “Magic Circle” firms and joined Shearman & Sterling three years ago as counsel in the Litigation Group. She was promoted to partner at the end of last year.

A Time of Change in the Field of Law

Currently Charlwood is involved in the final stages of a two-year investigation into certain activities at a European bank. Assisting clients in long term projects and counselling them through difficult times is something she particularly enjoys about her area of the law.

Contentious antitrust is an area where there has been significant recent legislative change in the UK. “For the past year or so we’ve been dealing with a lot of queries as our clients seek clarity on the implications of this new framework for them. The idea of the changes was to facilitate the recovery of damages for breaches of anti-trust law, bringing our process closer to that in the US. We are now waiting to see the effect of these changes.”

Lending a Helping Hand

Reflecting on her career, Charlwood remarks on the importance of building your network from the outset. “As well as being a great lawyer, it is key to understand the value of professional relationships and invest in making and maintaining them.” She recalls how many of her peers left private practice after a few years, and several today hold senior positions in the legal teams of major banks.

Charlwood also observes that junior lawyers sometimes are unaware of the scope to impress. “As the junior member of a team it may sometimes feel like you are not noticed, but you are – both internally and by clients. I have often had clients comment at length on how pleased they have been with the work done by particular associates.”

Charlwood says that while the number of women in senior positions in private practice may not have changed very significantly during her career, her impression is that there has been an increase in women in senior positions at her clients. She also comments that there is a lot more being done to encourage and facilitate women in pursuing long term careers at law firms. She says, “There are so many fabulous young women working at our firm and I really hope to see them flourish. I believe it’s my responsibility to them to help them fulfill their capabilities and to navigate the particular challenges that women may face in managing work and family.”

She believes it’s important for more seasoned women to show they can be dedicated to and successful in their job but also have a balanced life. “We have to model work/life balance so younger women see it as something achievable and enjoyable.”

Shearman & Sterling has many formal programs but Charlwood comments that informal mentoring relationships can be equally important. The advice she gives to younger women is, if they enjoy the profession, to have a plan and work towards it. “Be strategic, be confident and seek out opportunities.”

A Supportive Family

Charlwood’s husband is also a lawyer and so understands the demands of the profession and is very supportive. She also has a two-year-old daughter and says she feels having a family has increased rather than undermined her professional confidence. “You have to be very organized and efficient but, somehow, I feel the different perspective being a mother has brought me has been a positive thing professionally.”

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Voice of Experience: Tina Shell, Managing Director of Client Operations for Citi’s U.S. Retail Bank and Mortgage Businesses

tina shell“People are what draw me to opportunities. When you build relationships, you want to follow those whom you admire,” says Citi’s Tina Shell. Now that she is in a position to inspire others, she is focused on helping her own team develop. “Sometimes I take a chance on someone, when their talent or commitment might not be obvious, but I help them grow and identify what they’re good at it,” she says.

And sometimes Shell finds people need help identifying potential paths; for example, in operations, where there appears to be just one ladder, it might be difficult to see all the other opportunities that are out there. “I believe in strengths more than weaknesses so when you help people see theirs, they can move onto paths they hadn’t seen for themselves.”

That philosophy has helped guide her successful career through a constantly evolving industry – one that barely existed when she first started out. As Shell puts it, her journey “just happened along the way.”

Radical Changes within an Industry

Shell started her career in the industry working the phones in call center operations for SPS Payment Systems to earn money while attending college. “It’s a tough job and it stays with you,” she says. And she stayed with it. While she remarks that it’s a career path you might never think of, since many people don’t even what call center operations is, it has grown to be an entire industry, one in which you can even now earn a degree.

She had planned to become a professor, so she earned her master’s degree while working full time at the center. Her next step was earning her Ph.D., but she felt as though she needed a break before plunging back into school. Her managers had been discussing her potential for management opportunities so she decided to give it a try.

With the web and online services just a fledgling product, she was assigned to the division as a special project, working with others outside her area to get it up and running. From there she was recruited to manage two outsourced contact centers based outside of Chicago.

The new opportunities gave her a solid foundation, and when a former boss joined Citi, she eventually followed him and has been there 15 years. Today she wears numerous hats: she leads Client Operations for Citi’s Retail Bank and Mortgage Businesses; is Functional Program lead for the North America Contact Center Operations Digital Strategy for centers that service Retail Bank, Mortgage and Credit Card clients; and serves as the site president of the 3,000-employee Citi Service Center in Florence, Kentucky.

As she looks back on the twists and turns the industry has taken, she says that “contact center operations has been turned on its ear.” The old model was about customers calling in, and now we are moving to a model where most of the servicing and communications will take place via online mobile app. “What excites me is that we aren’t sure yet where the model will land,” she says, underscoring the importance of choice whether it’s online or on the phone. “Omnichannel servicing is important and with it comes a different employee of the future,” she says. “We have to build a pipeline of employees who see these jobs as valuable.”

To that end, Tina and her team are always looking toward the job of the future and how they prepare for it. With 4,000 employees, the majority of whom are interacting with customers, the model will change going forward, which will have repercussions for recruitment, hiring and training. “You want to make sure that the people who are in the job today can do it tomorrow.”

Building Women’s Stature in the Industry

She advises women entering the industry to realize they might have to be open to taking on assignments and roles where they are a little uncomfortable. “Those are the opportunities that get you recognized and where you learn the most,” she says. She adds that she wishes that earlier on in her own career she had relaxed and not stressed about the little things that always eventually work themselves out.

She is a big believer in cultivating relationships and networks. “I am so thankful for the people I‘ve worked with who have influenced me, but it doesn’t just happen. You have to focus on deepening and growing the relationships. One of the best pieces of advice she has been given is to talk to at least one person every day where you’re just checking in with them, not asking them for something.”

And that extends to her peer group, whom she encourages to support and advocate for each other and identify opportunities for one another.

Building those relationships requires getting out of your silos and working across departments. Over the years she has found it beneficial to participate in groups that allowed her to learn more about the business and its offerings from a global perspective. “You learn more about others’ frame of reference and that helps you think about things differently when you go back to your desk.”

Finding a Balance

Shell says it’s vital that workplaces encourage flexible work environments. “It used to be that if you left five minutes early, there would be a boss who would point it out, ‘I see you’re only working half a day today.’ We’re all becoming more accepting.”

Finding time for balance and recharging means that she will unplug, and rely on the confidence she has in the capable people managing the business in her absence. A favorite getaway for that unplugging time? Beach vacations, spent with family and friends.

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Voice of Experience: Jaclyn Berryman, Director, IT Communications & Human Capital Programs, TIAA

Voice of Experience- Jaclyn Berryman (F)By Cathie Ericson

“I always encourage the members of my team to escalate solutions, not just problems,” says Jackie Berryman, Director, TIAA. She has tried to instill a proactive, solution-oriented mindset in the members of her team. In reflecting on her career so far, Berryman identifies this can-do approach as having enabled her to tackle complex challenges that others may have shied away from.

A Varied Career Provides Constant Opportunity

After studying communications and journalism at Northeastern University, Berryman joined Credit Suisse in the Fixed Income division, first on the call center desk and then as an internal account executive, transitioning from answering questions to selling products. After earning her master’s in corporate communications, she decided it was time to segue out of sales and into a role aligned with her desired career path.

Berryman worked for the Department of Education (DOE) in the division of family and community engagement, which fosters student achievement by strengthening partnerships between families and educators. In her role, she oversaw the communications efforts to more than 860,000+ families, which included communication of all translation and interpretation services for the Department. “It was life changing to travel all over the city and work with different demographics,” she says. She remained there for nearly four years before she joined TIAA.

Measuring Her Success

Joining TIAA, a firm whose roots were in education and helping others, felt like a natural progression from the DOE. As Director of Communications and Human Capital Programs for IT, Berryman oversees internal and external communications for the department. Additionally, she runs strategic professional development programs for employees and entry-level rotational program, known as the Technical Associate (TA) Program, for recent graduates and interns.

While success in communications can be challenging to measure, one of Berryman’s metrics which really shows her contribution to the company’s evolution is a recent technology innovation award. TIAA was in the bottom 250 in the prestigious Information Week awards, but bumped up to 136 when she came on board. They subsequently vaulted to No. 21, and this year were named to the Top 10 overall and No. 3 for business and finance.

Through her work with the TA Program, Berryman is spearheading the efforts to bring in a diverse set of top talent at the entry-level. Berryman is particularly delighted that the TA Program continues to increase its female and minority representation, which bodes well for the IT pipeline. “This is a great industry with tons of opportunity and innovation happening across the industry,” she says. “Women are making a wise choice when they pursue a career in technology.”

Building a Strong Network from the Start

“When women begin their careers, they should realize that it’s important to build a strong network right from the start, focusing not just on mentors, but also the peers with whom you will align yourself as you move up,” says Berryman.

She has seen this firsthand many times, but one recent experience stands out. After participating in an emerging leaders program, she leveraged the relationships she built and now can call on them to act as speakers for the IT town halls she coordinates. “Having relationships throughout the firm is incredibly valuable to your career,” she says. Expanding on this point, Berryman excitedly shared she accepted a new role with a former manager at TIAA and will begin later this month.

The Importance of Life-long Learning

Berryman focuses on helping those around her develop their professional skills. “It’s imperative to be a lifelong learner about technology and the business,” she says.

While some learning is done in books and classrooms, Berryman figured out that some valuable lessons are learned the hard way. “Pick up the phone when you find yourself going back and forth with someone via email. Sending an aggressive/confrontational email when you’re frustrated isn’t worth it” she says, adding that she learned when a careless missive escalated. “Once it’s sent, it can be misinterpreted and you can never take it back. It’s so much easier to pick up the phone in that type of situation,” she says, drawing on the Maya Angelou quote: “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

In trying to foster conscious inclusion, Berryman co-founded the IT Women’s Council and has been a lead of the IT Diversity and Inclusion Council since she arrived. Under her leadership, the councils have worked to increase conscious inclusion and increase representation and sponsorship across the IT organization. They have done this by launching a successful Group Mentoring Program, holding popular D&I training for IT employees, as well as co-hosting external panels to discuss these pressing topics.

With a new six-month-old son Alexander, Berryman doesn’t have much spare time, but she loves to ski, read, travel and visit the beach.

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Voice of Experience: Shannon White, Managing Director, PwC US

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Shannon WhiteBeing “out” at work has been incredibly beneficial for PwC’s Shannon White, and she believes it is important for others to do the same. “When you’re hiding yourself, it takes a lot of energy, and you don’t have the same reservoir of mental effort to devote to relationship-building or being creative or productive.” And, as a leader, you’re more guarded, she says, which can be an impediment in the consulting industry, where business is built around relationships, both internal and external. “Because I’ve been authentic, people trust me and believe I’m honest and open. That allows them to trust me with their challenges, even those that have nothing to do with sexual orientation.”

Born and raised in Seattle, White attended Georgetown University as an undergraduate where she had a diverse college experience. She played on the basketball team as a walk on; studied for a semester in Japan; participated in a business group; led a tutoring program; and volunteered as a high school teacher in South Africa for a year after graduation.

On her return she joined MBNA America in their management development program and upon completion, managed community development programs. Her work with the United Way helped put her on the path to earning an MBA: Initially she thought she might want to work with non-profits but during her program, she changed focus and decided to major in finance and become an investment banker.

After working as an investment banker at JP Morgan she worked with a finance company, providing funding for affordable housing, and then she went to work with a consulting firm helping communities to recover from disasters. This is one of the projects of which she is most proud, working out in the field after disasters such as the World Trade Center and Hurricane Katrina, helping communities recover through efficient grant dispensation.

Eight years ago she joined PwC’s US firm and now leads a business unit in the Public Sector Practice. For the last nine months her team has been helping a client implement a new delivery model for a grant program. “This is at the heart of what we do as consultants, helping agencies achieve their missions better, faster and more efficiently, and this program will do that. By instituting change management and new delivery metrics, they will provide a real benefit to American citizens.”

She sees that government agencies are applying a real focus on customer experience and how they can help citizens with their journey to more efficiently receive the benefits of the agency.

Seeking Opportunities

When White looks back on her career, there’s one piece of advice she wishes she’d known: She would tell her younger self to have fun all along the way. “You can’t know that you will have a successful career among the twists and turns, but if you set goals and remain flexible to take advantage of every opportunity, it will work out.”

She advises young women to develop a “brand” that will define them. “Maybe they become an Excel wizard starting off, for example. You know that your brand will change but by being competent in your craft you can establish yourself in at least one area where you’re a go-to person.”

While it’s crucial to say yes to opportunities, she says it’s also important to raise your hand to volunteer. “If you hear someone mention a need in a meeting, say, ‘Can I help you with this?’ Or identify gaps in your experience and proactively ask someone to help you find way to bridge it.”

And, women executives with more experience can play a role too, by helping young women with what they need for their careers and acting as a sponsor behind the scenes to help give them those advantages.

A Supportive Culture Promotes Diversity

White believes that companies need both formal and informal structures in place to foster diversity and has appreciated the culture at PwC. “It would be hard to ever leave this firm since I have felt so supported in my journey, and the programs that PwC offers really gives the firm an advantage. We are going to keep highly talented people because we have these resources,” she says, noting that the firm sends a strong message when it speaks out about LGBT legislation, for example.

She herself is a senior leader in the OPEN group, which serves the LGBT community, and participated in a “Crossing the Finish Line” program for women preparing to be partners. She has also participated in PwC’s Aspire events, where prominent external women speak about women’s issues.

Fostering diversity in gender is important, and leaders need to commit to giving women opportunities for different experiences and tasks that will allow them to demonstrate their skills. “Men are more liable to raise their hand, but we know that companies led by women have greater profits,” she says. “Companies need to figure out how to nurture their pipeline to allow that.”

An area where PwC excels is in flexibility for both men and women. She notes that as soon as she returned from maternity leave, she immediately received new assignments and an account team to lead.

Family and Relaxation Outside of Work

White relies on yoga and a daily ritual of meditation and writing in a gratitude journal to set a calming and appreciative tone for her day. “When I’m feeling good about myself I want to help others feel good, which helps me be supportive of team members and clients.”

She and her partner Lee have a three-year-old son Solomon, who is her main priority. As part of work life integration, she involves her family as much as she can at the firm, bringing them to events and making them part of her work life.

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Voice of Experience: Nina Long, Senior Vice President of Trading Strategies Development, CoreCommodity Management

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nina LongBeing out at work can change your entire dynamic, says Nina Long, senior vice president at CoreCommodity Management. “It’s so vital because then you can concentrate on your work and clients, rather than spending mental energy trying to figure out how to answer simple questions like, ‘What did you do on your vacation?’ or “What are your holiday plans?’ without revealing that you have a same-sex partner. You can be so much more productive when you are not trying to maintain elusive answers.” Now she feels free to discuss the adventures she shares with her partner Bella, a clinical psychologist.

An Unconventional Career Path

Long attended university in Belarus where she studied physics and enjoyed learning to code, even though at the time she was unsure what the business application could be. It didn’t take her long to find out: In 2002 when she immigrated to the United States, her coding prowess helped her get a job in a marketing firm where she optimized schedules for TV ads. She soon learned that physics and mathematical tools played an integral role on Wall Street and decided to find out how she could apply her knowledge in programming and science to finance. After completing a Carnegie Mellon certificate program, she joined UBS in the commodity group in fixed income, where, as she says, her diverse experiences and broad knowledge came together in a way that equipped her for the job entirely.

“I could code faster than I could speak and my experience in marketing allowed me to compile excellent pitch books,” she says. From there she joined CoreCommodity Management, an independent commodity firm serving global clients, where she heads the strategy development team that develops models and profiles that inform investment processes.

“I’m proud that I have become an essential part of the firm and have grown to be in charge of quantitative strategy development team,” she says. Its rapid growth from a boutique firm has brought challenges, including the realization that she has to manage her team efficiently, rather than opting to do everything herself. “I’m still excited about my daily work fine tuning models and applying new methods and techniques to figure out how to separate information from noise. This work makes me happy,” she says.

As new businesses like Uber or Apple Pay disrupt existing models, she believes that finance as an industry won’t be immune. “We need to anticipate and plan for disruption.” She also sees that as the U.S economy moves to more of a service economy from a manufacturing economy, it will have impacts on inflation and individual investors. “How do you hedge your risk and exposure to inflation in a shifting environment?” she asks rhetorically. “Those are the types of questions that I find fascinating.”

Confidence, Even When You Don’t Feel It

Looking back over her career, she wishes that she had been braver and that she had realized at the time that she was not the only one lacking confidence. “I was not in a unique position at all, but I assumed that everyone knew more than I did.” She says that even something as simple as joining an industry 5K race seemed daunting – that perhaps you had to be a professional runner, but she soon learned that anyone who was willing to spend the time could do it. And, she says, participating in those types of events has an added bonus as it earns you exposure and access to people in the firm at a different level.

She advises women starting their careers to volunteer and join networks, but not just the ones that you think you should. She encourages women to keep trying different groups until they find that one that really interests them, and in which they are looking forward to participating.

Expanding the Ranks at the Top

Long emphasizes that the industry still lacks sufficient numbers of women in top executive positions and how noticeable it is when you see more than one women in any given setting. “If you walk into a client meeting and greet a team of men, it will seem ordinary, but if you open the door and see a team of women, you will notice the gender of the people in the room,” she points out.

And Long reminds her peers that to keep growing you have to keep learning. “As an intern, you did a rotation every few months to learn new products and tools, which was great. However, as you progress, it can be easy to stop learning as many new and different ideas, which is actually a barrier for growth. I am really keen to keep learning.”

A Supportive Culture Toward LGBT

Long has an especially insightful perspective on LGBT issues and acceptance, due to her weekend volunteer work with RUSA LGBT, a group that helps newly arrived LGBT asylum seekers to adjust. They help with practical matters such as information about insurance and housing and then connect them to community support.

And, one of their highlight moments is participating in New York Pride Month.

“It’s amazing to help people from Ukraine, Georgia and Russia spend time here in a more accepting environment,” she says, noting that in many Russian speaking countries, unless you work in a creative industry, you are still as risk to be fired due to being LGBT. When they come here and see JP Morgan, Goldman Sachs and other financial firms marching in the parade, it makes such a difference for them to know that there can be a supportive corporate culture.

“Despite progress, we are reminded all the time when we talk to our friends back home that there is still a long way to go for equality worldwide and the recent tragedy in Orlando reminds us that even here in the USA there is still work to do also.”

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Voice of Experience: Jennifer A. Johnson, Partner & National Leader, Risk Assurance Services, PwC Canada

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Jennifer Johnson“Diversity of thought comes from having a diverse set of team members – so you have to attract and welcome them so they feel valuable and heard,” Johnson says. “Although there are not many GLBT partners at PwC Canada, my visibility sends a clear message to staff at all levels that you can be your authentic self. I’ve had men and women say that seeing me and my example has been encouraging to them; that they feel PwC is a safe place to be out and it won’t negatively impact their careers. I’ve personally found PwC to be very open and welcoming.”

Successfully Climbing the Ladder at PwC

As national leader of the Risk Assurance practice in Canada, Johnson oversees about 400 risk professionals across Canada and works with peers across the world. A “lifer” at PwC, she joined the Hartford, CT, office at the age of 22, spending her initial four years largely on the road for client work and enjoying the travel experience. She came out during that time, and decided she wanted to try a bigger city with larger clients, more specialized practices and a more liberal culture. She spent the next six years with PwC US in Boston in the same practice area, ultimately becoming a director.

Her girlfriend at the time, now her wife, Ashleigh, was from Toronto and they moved there due to Ashleigh’s desire to obtain an advanced degree and the fact that gay marriage wasn’t yet recognized nationally in the United States. Johnson took an international transfer in July 2008 as a director and became a partner in 2012, ultimately becoming the national leader Jan. 1, 2016.

Johnson says that is the professional achievement she is most proud of so far, being asked to take on a national leadership role only 17 years out of school and also while juggling a young family at home.

“I’m excited to continue to see the practice evolve as we think strategically and help shape a refreshed vision. My goal is to motivate and drive the entire practice and support the personal growth and achievement of each member,” she says. “Some people are wary of the idea of change, but it drives me.”

Much of that constant change is evident in the dynamic, evolving nature of the spectrum covered by the Risk Assurance practice, helping clients identify, understand and manage risk from regulatory compliance to environmental and technological issues. Her team needs to stay on the forefront.

Setting Yourself Up for Success

Johnson says she always saw herself as a “Type A” personality with a long-term plan, but she now sees that it’s impossible to predict what’s going to come your way and doggedly pursuing a focus means you could end up with blinders on.

“Interesting things that weren’t even on your radar might appear, and you might end up disregarding them if you aren’t open to the possibilities,” she says, citing the opportunity she seized in Toronto. “Moving to another country meant I had to join a new team where I had to re-establish myself and work my way back into a position to be seen as having partnership potential, yet it’s one of the best things I’ve done.”

It can be a challenge for women to step up and take opportunities when they don’t believe they have all the necessary attributes, but that can hold you back.

Earlier in her career, she herself felt that she had demonstrated she was ready for the next promotion even before the traditional time table, but she says that the one step she missed was asking. “I didn’t receive that first promotion and was devastated, but in hindsight I believe I probably should have advocated more and been more vocal.” Even today she reminds her peers to make sure they’re advocating for themselves within the partnership.

She recommends that young women (and men) see themselves as sponges, to take in all the people they meet and models they can emulate. “You will look back and realize that you have learned so much about your career, and yourself personally — what you’re good at and what you’re motivated by and also what you’re not as good at,” she says.

A Welcoming Culture

Johnson appreciates the safe and inclusive environment at PwC. She came out in her second year with the firm to the people with whom she worked closely, which was welcome since she didn’t have the same level of support from her family and friends. “That gave me a lot of self-confidence that has also paid off in the corporate sphere. I am now more likely to voice my opinion, no matter what the subject.”

At PwC, she serves as the executive sponsor of Canada’s GLEE (Gay, Lesbian and Everyone Else) network and is an active champion of HeForShe – UN Women’s movement for gender equality – for which PwC is a founding Impact Champion. She also participates in the PwC Women in Leadership program that supports female professionals who have aspirations to achieve more senior roles within PwC. The group is sponsored by both male and female senior partners, and they also bring in external female professionals to share their experience and perspectives.

A Life Outside of Work

With three kids, including five-year-old fraternal twin daughters Teagan and Quinn, and a 12 week old son, Logan, Johnson appreciates the support of her wife Ashleigh, a nutritionist and stay-at-home parent.

A big believer in finding time for family, career and self; she tries to structure her days so that she begins with some time at the gym for herself, goes to her busy workday, and then arrives home in time to read stories and put the kids to bed.

“You need to know your limits and protect your family and ‘you’ time,” says Johnson.

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