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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Voice of Experience: Julie Silverman, Managing Director, Goldman Sachs

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Julie SilvermanFor Goldman’s Julie Silverman, coming out to her colleagues was an important statement, particularly due to the small number of openly lesbian, gay, bisexual and transgender (LGBT) people working in the financial services industry at the time. She acknowledges that while support of LGBT people in the workplace has increased dramatically, the need to raise awareness is not over.

“When each person comes out, there’s a meaningful trickle-down effect to everyone around them,” she says. “I come out every day in regular conversation. I talk about my wife and have pictures of my kids all over my office. For me, my identity is very public, and it’s important to me to be able to bring my whole self to work. Being out has allowed me to focus my energy on doing the best job I can and I hope I serve as a role model for those who might consider coming out in the workplace.”

From Restaurants to Banking

Silverman’s path to the financial services industry could be called unconventional. After graduating from Brown University, she began work as a manager at Pastis, a restaurant in New York City’s Meatpacking District.

There, she honed skills that would prove to be highly relevant to her future banking career. “At 23, I was managing a large group of diverse people, an experience that put me on the front line solving problems, from employee dynamics to customer service,” she says. Noting that restaurant staff can be transient, she took an organizational perspective on how to reduce attrition and improve the continuity of service.

She also developed problem solving skills and the ability to stay calm under pressure while working in the fast-paced restaurant environment. “The hallmark of my management style was instituting a degree of fairness throughout the restaurant, and I continue to implement that in my role today,” she says. “Employees may disagree with you, but if they sense you’re fair, they are more likely to respect your decisions.”

After her time at Pastis, Silverman earned her MBA at Stanford with the hope of enhancing her understanding of business. She joined Goldman Sachs as a summer associate in the Investment Banking Division and returned as a full-time associate in 2006. She then served as the business unit manager for Equity Capital Markets and Leveraged Finance, and later became chief of staff for the Mergers & Acquisitions Group and the Financial Sponsors Group. Now a managing director, she is currently head of the division’s junior banker program.

“I’m proud of the work we’re doing to enhance the junior banker experience,” she said. “This population is critical to the success of our business, and we recognize that we need to make changes that will provide these employees with development opportunities and make them excited to come to and stay at the firm.” Changes Goldman Sachs announced late last year to the program include a faster promotion timeline, a rotational assignment to a new group and the help of new technology to improve execution efficiency.

Silverman wishes she realized earlier in her career that investment banking can be very entrepreneurial. She noted that she hesitated to pursue a career in financial services following the completion of her undergraduate degree because she didn’t realize so many options were available. “There are opportunities in banking to develop a variety of different skill sets. You’re building your own business on behalf of the firm, which allows you to be creative, thoughtful and chart your own course in many ways,” she says.

She urges analysts and associates to choose a role that’s intellectually stimulating, but that also allows them to achieve goals outside of work, whether spending time with family and friends or volunteering.

Growing Acceptance of LGBT Issues

In the 10 years Silverman has worked at Goldman Sachs, she says the firm’s continual evolution supporting LGBT issues has experienced a “large shift in a relatively short time.” She notes that while there were previously only two or three people who were out in the Investment Banking Division, these numbers have risen.

She is particularly pleased with the growth of the firm’s Ally program, where senior people across the organization publicly indicate their support for their LGBT colleagues by placing “Ally” signs on their doors, as a way to show employees that this is a place where they can be out and be comfortable.

Although Silverman came out many years ago, she notes that having children requires LGBT people to come out on a continual basis. “When you tell people that you have children, there is still an assumption that you are straight. If you correct that assumption, then the questions start about how you had your children,” she says. “It can put you in the awkward position of deciding how much detail is appropriate to share with a client or new colleague. These are issues we continue to face every day.” Still, she says, it’s important to be able to bring your whole self to work and find an organization like Goldman that is supportive of that.

Giving Back Within and Outside the Firm

Silverman believes that giving back is critically important, and she has been pleased that the firm has given her the ability to balance volunteer work and her career. Giving back helps to keep her grounded. “It offers a great perspective when you can leave your work and do something to help others,” she says.

Internally, she has served on Goldman’s LGBT steering committee and has organized Pride Month activities. She also works with junior women in informal mentoring relationships. “It’s important for senior women to realize that we’ve all benefited from mentorship and now it’s our turn to give it back to those who are coming up at the firm,” she says. “We have to help each other and avoid competition.”

Outside of work she is equally busy with philanthropic efforts, serving as a member of the Junior Advisory Board of the Innocence Project and as vice chairman of the board for the Hope Project, a non-profit work readiness organization in Brooklyn that trains people in poverty to help find sustainable employment. She admires the work of the Hope Project, as the organization not only provides skills training but also teaches mindfulness and the ability to cope with workplace challenges. “It’s intensive, but the results are some of the best in the country,” she says.

And of course, her main priority is being a present and primary parent to her two children, ages six and four, alongside her wife.

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Voice of Experience: Hannah Grove, Chief Marketing Officer, State Street

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Grove_Hannah headshot 2015“The person who will have the most direct influence on your career is you,” says State Street’s Hannah Grove. She advises women to speak up for what they want, but also to help other women along the way. “It used to be that women were so focused on how to get through the glass ceiling themselves that they were hesitant to help one another as they feared it would dilute their own efforts. But we need to pay it forward,” she says, adding it is women’s responsibility to be instrumental in eliminating the gender divide for her daughter’s generation.

With roots aligned in marketing, public relations and communications, Grove has worked across Europe and America, first for smaller entrepreneurial companies and for the past 17 years in the global marketing group of State Street. While there, she is proud that she has helped evolve the marketing organization from a service function to one that is more proactive and integral to the company’s success.

“Our service is inextricably linked to business success, so we have developed this into a strategic function that’s deeply embedded in the client experience. It’s an achievement that we’ve built over time, through an amazing team. One of my secrets to success is hiring people who are better than me.”

One of the key strategies she has helped implement is an effective social media platform, an important tool that allows a company to engage in two-way dialogue and offers the ability to listen and customize messages by audience. “Corporate speak is vanishing, as there’s a push toward personalization, relevance and context. It’s a more viral, authentic approach and has tremendous possibilities, even in a B2B setting,” she says, adding that the team’s motto is getting the right content to the right person at the right time.

At the same time, there’s no denying that transparency can be overwhelming in the complicated and complex financial services industry, and yet focusing on openness and education can go a long way toward restoring the reputation of the industry at large.

Speak Up to Move Up

Reflecting on her career, Grove says she wishes she had known earlier that it’s ok to say “no.” She believes that women fall into the trap of wanting to take on everything to prove themselves and while it can be a good instinct, you have to put yourself on a “budget” or else you will easily become overwhelmed by a “go-to” reputation.

She also urges women to ask questions. There’s no way you can understand everything in the industry – in her experience, questions are a sign of curiosity and engagement, and you should want to surround yourself with people who ask questions and aren’t afraid to disagree with you.

In addition to asking questions, women should be sure that they make their voice heard at meetings. “Don’t ever be at a meeting where you don’t have a speaking role; I’ve never seen a man sit silently at a meeting,” she says. Even if your role at a meeting is to be an observer as a learning experience, she says there is always still a way to contribute, whether you’re asking a question or making a comment.

Finally, the advice to speak up extends to speaking up about your career. “I can’t tell you how many times women have come to me because their career isn’t moving as they’d like – maybe they’ve been overlooked for a promotion or don’t feel they are receiving a salary commensurate with their contributions. But when I query whether they have asked for what they want, nine times out of 10 they haven’t, and people aren’t telepathic,” she says. “And if you don’t get what you think you deserve, often you start resenting it and you quit in your mind. The reality though is that you’ve done that to yourself; you haven’t had it done to you.”

Championing Inclusion and Diversity as Corporate Values

Grove is part of State Street’s “Leading Women,” a group of 14 executive vice presidents who act as both a support network and a business strategy network. As part of their outreach, they are focusing on sponsorship of the next cadre of senior female leaders to help them develop and establish the gravitas, networking and visibility they need to feed into the pipeline. Through those women paying it forward, they expect they will touch 2,500 women across the country.

The company also has a global Professional Women’s Network with a dozen chapters that focus on networking, personal brand, public speaking and other professional skills.
For more than five years, Grove has acted as the executive sponsor for State Street Pride and Friends, the company’s LGBT employee network, which has seven chapters globally. Grove has been named to the OUTstanding LGBT Leading Ally Executives list, by OUTstanding in collaboration with the Financial Times. The lists recognize business leaders who are outspoken and unwavering in their support for LGBT people in the workplace and professionals who go above and beyond their day jobs to improve the working environment for LGBT employees.
“State Street has a real commitment to diversity and inclusion that manifests itself from our CEO on down; it’s not just a check box acitivity,” she says, as evidenced by the fact that the company earned a perfect 100% on the 2016 Corporate Equality Index (CEI), a national benchmarking survey and report on corporate policies and practices related to LGBT workplace equality, administered by the Human Rights Campaign Foundation.

Giving Back

Grove, who has been married 23 years, has a high school senior and loves to travel with her family. She is also active in Women’s Lunch Place, a day shelter for women and children in Boston that strives to give women back their dignity, serving 200 guests a day.
As president of the board, she and her daughter volunteer every second Saturday. “It’s amazing how much poverty is in our cities which is why I am passionate about this cause. If you ever think you have a bad day, it really puts your life in perspective.”

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Voice of Experience: Bettina Huser, Executive Director, UBS Geneva

Bettina Huser“Be curious and get a good early overview of the business and then position yourself with colleagues and managers so you are able to advance,” recommends UBS’ Bettina Huser. She sees many young women who finish university beginning their career as assistants where men are often guided toward faster advancement. “As a woman, you have to very loudly and clearly articulate your desire to advance and earn more responsibility, and that is how you can gain the same advantage as others.”

Building a Career in Banking

Huser began her career studying law but decided to go another direction and joined a graduate banking program where she simultaneously began working in wealth management as an assistant to a private banker. There she learned a great deal about the business and client service, which paved the way for her to spend her career in the sector in different positions, including discretionary portfolio management and advisory services in various financial companies. She has currently been at UBS for five years as an investment advisor for UHNW customers of the Near East region.

This career path is very fulfilling to her, as she enjoys the close relationships she builds with customers — giving them advice, following markets and staying well informed about what’s happening in politics and the economy, which allows her to make wise investment decisions.

Ongoing changes in the industry have led to new regulations that require constant attention. “My challenge is to stay ahead of those developments in an environment that is more and more complex for investing also.”

However, she knows that adapting to these changes is a necessary element of success; in fact, she advises young women that the most important thing to do to build your career is be open to what is new, from new people to new ways of working. “You have to be comfortable with the unexpected.”

Overcoming the Balance Challenge

Over the years, Huser has found that the challenges of being a woman in a male-dominated field are not related to the work itself but rather the environment and expectations. While she has never felt that she was treated differently than men in work-related matters, she acknowledges it is challenging to find success in your professional and personal life simultaneously.

The job requires long hours, which means many women have to choose if they want to have a career or family because it is hard to have both. “You are expected to work hard, of course, and if something comes up you need to stay late at night, which can be difficult if you have a family,” Huser says, noting that many of her male colleagues have a wife at home, which allows them to travel and be present with clients in a way that can be more challenging for women.

She finds that although every woman experiences different challenges and pursues a different lifestyle, she has learned that sometimes you have to work even more than the men do to be considered for promotions.

In fact, balancing that demanding work with raising a daughter is the professional achievement she is most proud of – demonstrating that as a woman you don’t have to choose between a professional career and a family but can successfully do both.

Huser has enjoyed raising her 17-year-old daughter and appreciates that she will grow up in a world where she can pursue any dream she has. In addition to her ongoing balance of home and work life, Huser also takes time to travel and read and is interested in causes related to the environment and animal protection.

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Voice of Experience: Katina Stefanova, CEO & CIO, Marto Capital

Katina StefanovaTo be an effective leader, you need to know what you don’t know, says Katina Stefanova, CEO and CIO of Marto Capital. “When we go to college, the educational system teaches us to know the right answer to any question, but the ability to adapt and accomplish results comes from knowing what we need to learn. We need to focus our time on what we don’t know and don’t see, which is an incredibly important quality for any leadership position.”

Creating Success in the Financial Services Industry

Originally from Bulgaria, Stefanova came to the United States at the age of 18 with a one-way ticket purchased by her Grandfather and $200 in her pocket. From that, she built a career that eventually led to becoming founder and CEO of Marto Capital, an emerging multi-strategy asset manager.

After arriving in America, she attended Brigham Young University as an undergraduate then entered the finance and technology field. “I was in the right place at the right time, on the West Coast during the dot-com boom,” she says.

She began her career in Arthur Andersen’s M&A division, then worked for AdRelevance, where she led international business development for this media startup (which was eventually sold to MediaMetrix). Following the sale, she moved to London to become Director in IBM’s Business Strategy team in the EMEA region.

When she returned to the United States, she switched to the asset management industry, earning her master’s degree from Harvard Business School and joining Bridgewater, where she spent nearly 10 years in investment and senior management roles as the company rapidly grew.

Along the way, Stefanova’s most profound learning experience has been working with amazing mentors during the most formative parts of her career, including Bridgewater’s Co-CEO Eileen Murray and Founder Ray Dalio.

Introducing A New Paradigm With Her Firm

Two years ago, Stefanova left Bridgewater to start her current firm, which is on the vanguard of the alternative asset management industry. She considers her work building Marto Capital, as not just a “job,” but a calling. “If my team and I do it right, it will be great for investors and the industry.” And she adds, “This a tough industry, but I want what I do today to be meaningful not only to me, but to my daughter.”

The industry was in need of a new way of thinking. She sees a giant misalignment of interests between many alternative asset managers and investors – particularly a lack of transparency and a lack of alignment of economic incentives. This disconnect has led to a culture of mistrust between asset managers and their clients. Katina’s goal is to rebuild that sense of trust through its solutions and business model.

“Historically, when you consider successful asset management firms and financial institutions, you think of optimizing for financial capital,” she points out. But at Marto, they add social capital into the equation. Through that prism, they are working to address current problems such as underfunded pension systems by implementing smarter investing for pensioners and retirees.

“Everything else follows if you keep positive social outcomes as your goal,” she says. “We are here to make money for our clients, but we also are focusing on operating with a level of integrity and transparency that allows us to avoid prevalent ethics issues.”

She believes that women are particularly well suited to this model, because of their empathy and ability to look at clients holistically, based on the belief that it is as important to have a positive impact as it is to make money.

Remaking the Industry for Women

The lack of network and support in the industry can be a barrier for women. “The decision makers who manage alternative assets are still white men over the age of 50, and that makes it difficult for those who are not in the group,” she says. “It’s still a cliquish industry and even women with capabilities and experience find that our networks are not at that level.”

Unfortunately, that lack of role models, combined with the reputation of the asset management industry’s insensitive culture, may be one of the reasons that young women she talks to are shying away from the industry.

But she says that’s a mistake. “Collectively, as female leaders in the industry, we need to focus on changing and elevating the culture. Don’t be afraid to enter because it’s a fantastic place where you can have a lot of impact and be a trailblazer.”

And as women like herself rise through the ranks, she sees the immense opportunity for her experienced peers to start businesses and take leadership positions in asset management firms. “It’s crucial that we not take ourselves out of the game, even though it’s difficult, because it’s worth it when we succeed.”

She believes that this generation is the one who can make the difference, given their critical mass: If women assume more leadership roles over the next five or 10 years, it will help make up for the way the industry has historically lagged behind others in the presence of women in leadership positions.

Altruistic Endeavors Outside of Work

With two children, ages 13 and six, Stefanova aims to combine work and home life for optimum fit. But that doesn’t mean that she doesn’t continue her trailblazing efforts, even outside of work.

Stefanova sits on the board of technology startups that are relevant to the asset management space and acts as an angel investor in tech firms.

She also maintains board positions with three important organizations: Women Sphere, which helps support women in STEM fields; One Heart Bulgaria, which works with orphans and children who are less privileged in her home country; and Aspire, which helps prepare high school and college students around the country for the work world.

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Voice of Experience: Nili Gilbert, Co-Founder & Portfolio Manager at Matarin Capital Management

Nili GilbertBy Cathie Ericson

“My best advice is that women should appreciate the benefit of taking measured risks, those you can understand and manage,” says Nili Gilbert, co-founder and portfolio manager at Matarin Capital Management, citing starting the firm as one of those measured risks.

“You have to believe in yourself to ensure that you don’t shrink in the face of challenges,” she says, adding that the goal isn’t to look for the course without them, but instead to rally and meet them.

Innovating in the Financial Industry

Gilbert’s interest in financial markets dates back to when she was a young girl in Switzerland and was curious about the different currency markets she encountered while traveling. She designed her own related field of study while attending Harvard, earned her MBA from Columbia Business School by age 24 and joined Invesco.

There she met the team with whom she’s been working ever since. They founded Matarin Capital Management in 2010, taking pride in the fact that at that time they’d been together for almost a decade, managing more than $25 billion as a team at Invesco.

“Our team has always operated under the investment philosophy that human emotions drive markets, and so our strategy to make money is to trade on the dislocations that these emotions create and to deliver our clients a more stable return,” she says.

Cofounding and helping build Matarin is the professional achivevement she’s most proud of and one that reflects her initial career inclinations. Gilbert wrote in her business school application that she dreamed of one day founding a financial services company. “I said that I hoped to create a company that would help shape values in the industry and so starting Matarin was a seminal moment,” she says.

The firm was established based on values and a longer-term view. “We realized there are thousands of asset managers out there, and the world doesn’t need just another hedge fund. That’s why we set out to build something that is different and that has purpose, something that would be an enduring business.”

The firm is continuously engaged in a variety of research projects to support its investment strategies. Some of the research that Gilbert is most engaged with at this time includes a review of valuation as a market timing tool. She notes that it’s tricky to use valuation to determine the future direction of the S&P, for example, because the market index can stay overvalued for a long time before it corrects.

A second project the firm is undergoing is a consideration of how the advent of negative interest rates may change basic assumptions about how macroeconomics work, as they look at a combination of theoretical viewpoints and historical observations.

Winning as A Team

Gilbert says that one thing she’s learned over time is that success doesn’t come from individual contributions, but rather from a strong team as a whole. She says their team sets goals as a group and achieves as a group which is why the people you team up with are so critical to your career.

Since all five of the principals at Matarin have previously been senior professionals at large, well-respected firms, they know that there can be a better way to work, away from the typical silos. In that setting, portfolio managers only have control over their returns but that’s not the sole factor affecting client well-being. She appreciates that the firm’s approach gives them the ability to control what strategies are appropriate, what fees should be, how to manage communications and when to close funds that have reached capacity.

“There are some very technical questions in the industry that for us start at the core with conversations about values,” she says, adding that while some cultures are focused on asset accrual, Matarin chooses to set goals in terms of dollars of added value generated for clients over time.

Making the Industry Positive for Women

The industry will benefit when women see more women like themselves in it, which will show them the path to success, she believes. That’s why Matarin tries to stay visible with its principals acting as mentors and speaking at conferences, including involvement in “100 Women in Hedge Funds.”

Since the portfolio management space is such a performance-oriented business, it can be quite meritocratic, which makes it an excellent career for women. “Investment performance can be a great equalizer. Women who deliver strong returns can have long and fruitful careers in the industry,” she says. “Because of the emphasis on performance, women should be attracted to the industry as a place they can excel.”

She says that diversity as a whole is important for any business, and her firm supports diversity in skill sets, gender, culture and backgrounds. She emphasizes that they hire based on merit but never before they’ve considered a diverse pool of potential candidates.

“If you have a good mix of viewpoints around the table, you can embark on a professional debate that puts your ideas in the best form so you can test and vet them from different perspectives.”

Work and Home Combine for a Positive Life View

Gilbert serves as a member of the board of directors and chairs the finance and investment board for the Synergos Institute, an international development organization focused on poverty alleviation. She says the group identifies breakdowns in the system which cause or perpetuate poverty, and helps to implement leadership initiatives and structural changes to repair them.

An avid traveler, she and her husband just returned from their honeymoon in French Polynesia.

Gilbert says her ability to work hard comes because of one belief. “When you do something you love, it helps you build resilience to make it through the hard days, and it makes the good days better, too.”

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Voice of Experience: Toan Huynh, Managing Director, Accenture Technology

Toan Huynh“At the start of my career, I wish I grasped how important it was to not only enjoy the work that you do but, potentially most importantly, to enjoy the people you work with,” says Accenture’s Toan Huynh. During her early days, Huynh was careful to put walls up between her work and her personal life, but now realizes that the best way to make it all work – to be successful – is to combine the two. “Throughout my career, the people that I work with have become more than colleagues. They are friends, advisors and – more than anything – have become pathways for me to gain more personal growth, more learning and to experience more adventures than I could have imagined.”

After graduating from the University of Pennsylvania with a degree in Economics and International Relations, Huynh was faced with a dilemma of sorts when she received two job offers, one in investment banking and the other in consulting. “I chose consulting because of the amazing learning opportunities I knew it would allow me, for the impact I believed I could make.” She never looked back, and since has worked across a variety of problem solving roles during her career, including being a co-founder of one of the most well respected boutique cloud services brokerage and advisory firms in the world, Cloud Sherpas, which was strategically acquired by Accenture late last year.

Accenture is a leader in helping organizations move to the cloud to take advantage of a new era of service delivery and flexibility, where applications, infrastructure and business processes are brought together and delivered As-a-Service. Accenture’s Cloud First agenda offers comprehensive, industry-focused cloud services including strategy, implementation, migration and managed services, and assets including the Accenture Cloud Platform that can drive broader transformational programs for clients. Cloud Sherpas became of an integral part of Accenture’s aptly named Cloud First Applications team, which delivers cloud services for Salesforce, Workday, ServiceNow, Google and other “pure play” cloud technologies.

“We are constantly innovating around how to be the next generation customer care solutions providers – how to stay ahead,” says Huynh, who credits much of her success and achievements to a great passion for her job and teamwork. She also is working with Accenture’s New York Metro Office to integrate the company deeper in the local NYC community, around both fintech innovation and corporate citizenship collaboration with its non-profit partners. Although Huynh has had the chance to work in most major cities around the world, “NYC continues to be a hub for all things” for her.

A Rapidly Changing World

Huynh is kept on her toes with the constantly changing environment within which she works. “Within my space, we work with forward thinking insurers and financial services firms to springboard passed the legacy system constraints and corporate culture – the old ways of customer interactions – and modernize legacy systems and processes. Customer expectations around financial services companies are changing at a rapid pace, especially as digital disruptors have changed how and where customers want to engage, across a variety of communication channels. At Accenture, our goal is to help our customers innovate using our digital and Cloud First platforms. The work has been so exciting and rewarding to see customers transform into new icons in their ecosystems.”

In Tech, More Women Leaders

Although Huynh agrees that, traditionally, the financial services and technology space has been dominated by men, she notes that, “this is changing quite drastically and with good reason.” Huynh attributes this change to more women having greater access to (and encouragement) in taking technical training, but moreover she sees the biggest area for women to succeed in this field through mentoring. “Mentorship is paramount to helping one another build networks that foster and develop women leaders in this space,” and she adds, “Accenture is a leader in this way and I am proud to do my part to mentor up-and-coming young women.”

Accenture’s commitment to women really starts at the top, with its CEO making a personal commitment to advancing gender equality, and it also set a goal to grow its’ percentage of women new hires globally to at least 40 percent by 2017. Personally, Huynh is involved with the NYC Women’s Employees Resources Group, which drives programs that support women and help them build strong networks at Accenture and in the broader community, which she finds particularly important.

“My advice for young women? Be fearless in your educational pursuits and find a great mentors early, men and women, to be your advocate and help you navigate. For my women peers? I encourage each of us to continue to use our influence and experience to help women navigate and progress in their careers, and to be a resource pool to help elevate women leaders wherever we work and volunteer.”

Life, Outside Work

As a woman tech start up founder, Huynh does her part within the tech alley and entrepreneurial community to encourage others to do what she did, by being on panels and speaking to organizations. “I want others to take a big leap of faith and dare to do something different.” She also is part of the 37 Angels – a woman only angel investing network that invests in early stage seed start-ups started by male and female founders. “Being present and being daringly ‘out there’ will hopefully help pave the way for more women leaders in the workforce.”

Huynh and her family support Opening Act, an organization which provides after school theatre programing for underprivileged kids, as a way to develop skills for life. They also support Words without Borders, which provides translations of literary works across languages to break down barriers for knowledge exchange.

She uses the skills she’s acquired throughout her career to be the best mom possible to her 21 month old daughter.

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Voice of Experience: Christine del Rosario, Partner, PricewaterhouseCoopers

christine del rosario“Early on in your career, try to think about your aspirations and long-term goals and share them with the people who can help you realize them,” says Christine del Rosario, a partner with PricewaterhouseCoopers. While your colleagues will notice you’re giving it your all and might have a sense what you’re working toward, you have to be clear with them as to your goals, so they can help you build the skills to have the experiences you need to pursue opportunities. “If something is on your list, people who support you will tend to help you get to where you want to be.”

Career Path

Del Rosario joined the Orange County office of PwC in 1998 after graduating from UCLA and spent nine years in the assurance practice specializing in the industrial products sector. In her first coaching meeting, she recalls, she mentioned to her coach she wanted to do an international tour at some future stage in her career, and that aspiration was always revisited in their discussions from that point forward. Her plans materialized in 2007 when she moved to London for a three year assignment, and also had the opportunity to work in Tokyo during that time. Through this experience she was exposed to the financial services sector and decided to switch her specialization to financial services when she repatriated in 2010.

Over the years, del Rosario has seen that superiors give opportunities to people they like and in whom they see potential, and they will invest time in developing those individuals. She suggests for women to continue to find ways to connect with leaders in their organizations, both men and women alike. “It’s not so much about networking, but about developing relationships that are genuine because of the emotional investment you have made with those people, which creates a special bond that, almost always, stays with you forever.”

Del Rosario says she was fortunate to develop deep relationships with senior managers and partners early in her career, and she found those individuals looked after her, providing counsel and feedback. “Navigate your way to increase your visibility and likeability factor so you’re top of mind when opportunities arise,” she advises.

One program at PwC she feels has contributed to her success is “Breakthrough Leadership,” where high-potential senior managers who have been identified as future leaders gather for a two-day conference. They build skills, such as how to solicit candid feedback, and are connected with leaders who will help open doors and act as sponsors as they make the journey into the next stage of their careers. “It’s important that we make sure we have these opportunities to develop women, and support them as they progress towards getting admitted into the partnership,” she says. A key contributor is the ability to get exposure and network with leaders and other peers.

Exciting Times and Giving Back

Without hesitation she says that being admitted to the partnership is the achievement she’s most proud of. “Leading up to it you get such tremendous support and the partners truly make you feel they have your back, so when you get admitted it’s like being welcomed to this special family,” she says.

Currently, del Rosario is working closely with some new clients on the audit side. “New engagements with new teams are always a great opportunity to learn together and establish new processes, which is quite powerful when you realize you helped shape what people will continue to build upon for years to come,” she says. “These types of highly collaborative projects are very exciting to me.”

In addition to working on these new clients, del Rosario enjoys being constantly challenged and working to help clients understand how PwC’s five identified megatrends (demographic and social change, shift in economic power, rapid urbanization, climate change and resource scarcity, and technological breakthroughs) will shape the global and economic landscape, many of which may disrupt her clients’ businesses.

Del Rosario has always had an interest in developing others, which carries over into her philanthropy. She serves as an officer of the board of Ascend, a non-profit that focuses on diversity and inclusion and development of Pan-Asian leaders in the business community. Since having been involved in Ascend, “I have had the opportunity to help mentor a lot of wonderful and highly-engaged and motivated individuals as they work their way through their careers, and all of them inspire me to continue to try to make a difference each and every day,” she says.

A Travelling Family

Del Rosario appreciates the privilege she had of travelling around Europe when she and her husband were living in London and now she delights in taking her son places they went as a couple to rediscover them as a family. Before her son turned five, he had traveled over 100,000 miles, with each journey catalogued in a special travel book a friend created when he was born.

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Voice of Experience: Wendy Yun, Managing Director, Goldman Sachs

Wendy YunEvery experience offers learning opportunities and skills that can be applicable in the future, believes Goldman Sachs’ Wendy Yun. “Maximize every opportunity,” she says. “If you’re involved in meetings or invited to work on special projects, it’s always important to be prepared, think ahead about potential issues or action steps, have confidence to express your ideas or concerns and in general, find ways to add value.”

Building a Successful Career from Past Experiences

Yun began her career as a private practice attorney focusing on securitizations and structured products. She joined Goldman Sachs in 2006 and now oversees a team of lawyers and negotiators who cover derivatives and other products globally on behalf of the firm’s Investment Management Division.

While one of her proudest professional achievements is her promotion to managing director in 2012, she says she is equally proud of her role in helping members of her team develop their own voice and identity as professionals.

Reflecting on her career, Yun has realized the importance of being open to new challenges and of maximizing new opportunities. As a junior lawyer, she hoped to specialize in collateralized loan obligations and other securitized products, but was often assigned other types of deals and transactions as well. “Initially, I thought these projects were a distraction from my primary focus,” she says. “But over time I realized that having the opportunity to work on a variety of assignments helped me become a better lawyer by diversifying my skill set and expanding my outlook.”

And, she adds, learning opportunities that shape your perspective may come from jobs or experiences that might not be related to your current career path. “I tell junior lawyers that having a range of experiences, including waitressing in high school or working as a legal assistant before law school, helped me develop interpersonal and other skills that I rely on today in my current role,” Yun noted. “I learned early on that you must be adept at multi-tasking and prioritizing competing requests while simultaneously being sensitive to your clients’ specific needs and preferences and managing different personalities.”

That mindset will serve professionals well throughout their careers, which often take twists and turns they don’t envision, Yun says. In her current role, Yun spends an increasing amount of time analyzing and implementing new regulations that apply to derivatives and other products utilized by her businesses. While the work deviates from the transactions and trading agreements that her team negotiates, she finds it fascinating to observe the process of how new regulations are developed through her involvement with industry trade associations and meetings with regulators.

She also finds it important to maintain a global perspective on understanding how rules from multiple jurisdictions might differ. “As we support global businesses, we constantly have to be aware of how various regulations could affect our transactions with other multi-national organizations and our clients worldwide.”

Opportunities for Women

Yun has seen increased opportunities for women in the financial sector and is active in helping others build their skills. She believes that fostering women’s ambition can start at an early age and currently mentors a high school junior who is preparing for college through the Student Sponsor Partners program. She also serves on the Women’s Leadership Council of her alma mater Trinity College in Hartford, Conn., to help prepare female graduates to enter the workforce.

In addition, Yun mentors junior people at the firm and encourages them to develop their professional identity as thought leaders. “At Goldman Sachs we have a culture that encourages teamwork, but women also need to find their own voice and develop leadership skills.”

Yun finds that some women, even at senior levels, may be more risk adverse than male counterparts in taking positions, sharing views or asking questions. Over time and based on the responsibilities that Yun has been given in the course of her career, she has developed a greater willingness to express her perspectives among leaders in the business, with colleagues in her department and others in the industry. She also recognizes the importance that mentors have had in helping her to develop this greater confidence. “I would encourage women to seek advice and feedback from peers or mentors and not hesitate to ask questions and share thoughts,” she urges. “Take advantage of the support network you have through mentors, sponsors and colleagues.”

Use Travel to Develop a Global Understanding

An avid traveler, Yun encourages everyone to get out of their comfort zone and travel to develop a global perspective of the world. She cites her studies in Moscow as an experience that instilled in her a new outlook at a relatively young age. “Entering a culture where people did not have access to basic goods fundamentally changed my outlook and priorities,” she says. “Travel positively alters your view of not only global issues, but also your perspective of your own life.”

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Voice of Experience: Jennifer Tsahalis, Managing Director, Head of Planning, Execution & Operations, TIAA Digital

jennifer tsahalis featuredAs a woman in a male-dominated industry, I’ve made sure that my male counterparts know what I bring to the table to ensure I have a seat with them,” says TIAA’s Jenn Tsahalis. Although tech and finance are both male-dominated fields, Tsahalis shares that she hasn’t felt gender discrimination, always assuming positive intent.

Over the years if she was excluded from a meeting or important conversation, for example, she didn’t automatically assume it was because she’s a woman, but because the team wasn’t yet aware of her strengths, talents or ability to add value.

While Tsahalis has worked in financial services technology for many years, she initially attended the University of Vermont where she majored in Electrical Engineering, a path chosen because the school didn’t offer courses in architecture, her intended career of choice at that point.

During the course of interviewing for her first job after college, Tsahalis was particularly intrigued with Andersen Consulting, now Accenture, where she says “it was less about the bits and bytes and more about how you think and how you get work done.” She moved to Boston to work for them, which she says set her career path on its current trajectory. “Accenture taught me many essential skills. Their focus on the thought process and their encouragement to never stop learning has stuck with me.”

Building a Legacy of Success

During the tech bubble days in 2000, Tsahalis had a short stint at Razorfish, before deciding to pursue her next role as a tech lead at Fidelity Investments in the Health & Welfare Benefits Outsourcing division. It was there, while working Fidelity’s NetBenefits product that she says she found her niche and moved into technical project management. In her eventual role as Technology Delivery Manager Tsahalis ran some of the largest and most complex systems in the history of the firm, developing a reputation for bringing highly complex systems and highly matrixed teams together to deliver results.

Following her success at Fidelity, Tsahalis was offered an opportunity to join Merrill Lynch, helping to build the company’s digital presence. In her role as Director of Program Delivery for Online Channels, she led the design, development and delivery of the 3- year program to launch MyMerrill.com and Merrill Edge.com before moving the eventual ongoing day-to-day program delivery of the firm’s client facing (online, mobile, IVR and call center desktop) channels.

It was during this post-launch period that Jenn helped create a process that transitioned this launch of a brand new platform into a steady state development machine and is a period about which she is particularly proud. For Tsahalis, the satisfaction came from overcoming people and process resistance and developing a delivery methodology that made projects run both smoothly and transparently. “I’m one of those people who loves process,” she says. “It was gratifying to develop a process that would make someone’s job easier, in order to give them more time in the day to focus on being creative and innovative.”

In July 2015, Tsahalis joined TIAA as the Chief Operating Officer for the TIAA Digital organization – a group that spans both business and technology and is at the heart of TIAA’s quest to become a true digital company. Different from her technical program delivery past experience, she says working in a business operations role provides unending learning opportunities and challenges, all of which are immensely fulfilling and provide the same opportunity to establish right-sized processes and to grow professionally.

“It is fascinating to work on the business side of the TIAA Digital organization, developing strategic operational plans and delivering essential metrics,” she says. “Automating and improving both the customer experience and our back office operations is imperative to success, because in reality, every company must now become a technology company,” she says. “And this is absolutely true of a firm like TIAA.”

Investing in Each Other

Whether working on technical projects or driving business operations, Tsahalis has found one constant theme. “It’s important for women to support each other, regardless of their career stage,” says Tsahalis. “The workplace can be competitive and this sometimes can cause women to face off against each other. After experiencing some of this in the past, I’ve made it a focus to bond with my female peers and to invest in their teams and their goals, which helps to keep the competitive vibe at bay and better serves us in the long run.”

At TIAA, she has made it a point to join relevant groups including the company’s Women’s Employee Resource Group and the IT Women’s Council, where she recently participated in a panel discussion for International Women’s Day. “The panelists were fantastic – very transparent and candid. We really helped some of these younger women think about how they can manage their career and still have a good life balance,” she says. “I learned so much from the panelists myself – women really can do amazing things and I was inspired by my peers.”

Inspiring the Next Generation of Women

While Tsahalis says she didn’t understand the need to join women’s networking groups earlier in her career, she believes they can be of huge benefit to women because these groups offer an easy way to meet people, build your brand, contribute to a community and potentially even to find a mentor. She also encourages women to look to men as mentors to take advantage of the different perspective they can offer.

Tsahalis advises young women to have a vision for where they want to go and to reach out and build the relationships to get there. That’s an important topic for her as the mom of two daughters: Lily, age 11, and 18-month-old Violet. With a husband who’s also in IT, they focus on helping their daughters understand that they can aspire to any career.

“We spend a lot of time really encouraging them because we see the logical way their minds work to process information. Lily has become a very rational person as she applies logic and the principles of science to every decision – helping her to cut through the drama that can be associated with 6th grade girls.”

Tsahalis says that when she was growing up, she wasn’t aware of all the career options that were available and only landed in Electrical Engineering by accident. She is happy that girls now have so much opportunity presented to them through a wide variety of programs in their schools and communities.

In addition to taking advantage of women’s groups or other networking programs that may be available at school or work, Tsahalis also encourages all women to speak up for themselves and not to overthink their decisions. It is her experience that many women limit themselves just by not speaking up or trying something new. She believes that working hard, being confident in one’s skills, networking and supporting one’s peers are all keys to a successful career.

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