Voice of Experience: Leslie McNamara Managing Director, Partnership Management, Citi Retail Services

Leslie McNamara -Portrait image“Your career is a marathon not a sprint,” says Citi’s Leslie McNamara. “I spent my early years focusing on a vertical career path and how I could achieve the next level, but over the course of my career, I’ve learned it’s been the horizontal moves that expanded my horizons the most and helped me develop entirely new networks that have paid off.”

McNamara has been in her current role since 2011, providing strategic direction and oversight for Citi Retail Services’ private label and co-brand credit card programs. She has spent the past 30 years either in or serving financial institutions in consumer lending business lines.

Early on she heard the career advice to “follow the money,” and she took it to heart, aligning herself with revenue-producing P and L management roles, with work that has been rooted in relationship management. In her current role she works closely with Citi Retail Services’ “partners” — the retailers the business represents. This requires a clear understanding of what drives sales for retailers and how credit programs contribute to the bottom line.

Despite earning impressive career wins, McNamara always focuses on her future potential and what she will deliver to the business. “I prefer to look through the windshield rather than in the rear view mirror,” she says, adding that there are two times professionals should reflect on their past: when translating experiences to qualifications for new roles and when self-assessing at the end of the year. Even then, she feels that while annual reviews might incorporate a retrospective, the summary should focus on how you will apply what you’ve done to your next stage. “Your biggest career achievement should be what you are going to do next week or next month and not what you’ve done in the past,” she says.

Using Research to Benefit Retail Partners

Currently, McNamara is enjoying her involvement with a series of projects and initiatives supporting the engagement of millennials in the business. One particular project involves collaborating with the human resources group to define best practices around proactively hiring and creating an environment that nurtures millennials and shows them the fulfilling career paths available at Citi.

And, she is sponsoring a complementary project with students from the University of Arizona’s Terry J. Lundgren Center for Retailing that mines Citi data and solicits insights into how millennials are thinking about shopping and how they differ from previous generations. Among the findings have been that millennials might be a little delayed in their spend behaviors but ultimately look similar to previous generations.

“Citi Retail Services has a vast repository of information and ancillary data sources that allow us to be uniquely positioned to probe to find patterns. Our goal is to provide this value to our retailer partners. We want to help them supplement their own research and understand trends in the future of retail and how our business can capitalize on them.”

Other findings include that the economy has fundamentally changed since the Great Recession, including not only enormous shifts in the regulatory environment but also generational thinking about relationships with credit.

“There’s a new face to U.S. consumerism based on where we buy and how we pay,” she says, “and we have to understand spending trends and the future of retail, including issues the credit industry will face as we work to help our retailer partners be successful with strategies that address loyalty and media placement, for example.”

The Shift in Role Models

When McNamara began her career, there was a dearth of female role models. “I wasn’t able to see others who had successful career patterns, but I’ve seen a big shift in the past five to 10 years, both within Citi and throughout the industry.” Now she says she sees women who head up businesses and hold significant titles. “I can envision that success for myself, and I know that other generations can see it too. There has been a significant shift in the pipeline toward a more equitabledistribution of candidates.”

She suggests that young women starting their careers need to be more willing to take risks and display more confidence in their abilities. And she believes that women at her level need to continue to focus on advocacy and pulling others through.

One caveat she has for millennial women starting out is that they come from a different perspective where their surroundings have been more equitable and they haven’t been exposed to noticeable gender differences. However, as they join a multi-generational workplace, they might be surprised to find a different mindset and realize that it is still important to make connections with women’s networks or diversity networks. “Younger women need to understand how to navigate workplaces that might not reflect their previous experiences with gender parity.”

McNamara has been active in Citi’s programs for women at various points in her career with the company. Early on, she participated in the Women Leading Citi program when it was just forming and has seen firsthand its value in networking and opportunities among graduates. “The mentoring and advisory components have been very powerful to me, and I have also benefitted from seeing other women I’ve sponsored and mentored succeed.” Motivated by the company’s efforts, she recently became executive sponsor for the local Citi Women’s network at her site in Wilmington.

Diva Worthy

McNamara readily acknowledges her husband, whom she calls her “life partner,” chose to be a work at home dad to help support her travel schedule. “I simply couldn’t have had this career path without him,” she says. She has a 20-year-old son, an Eagle Scout who is currently a junior at High Point University. “He frequently reminds me that everything I encounter is a first-world problem,” she says with a laugh.

And, she just enjoyed one of the highlights of her year: the annual “Diva Weekend,” which includes a cadre of women who have worked together over the years. The multi-generational group is composed of different life stages, from a newlywed to a couple of grandmas. “This long weekend is the perfect combination of personal and professional advice, food and fun, and it is inspirational through and through.”

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Voice of Experience: Leann Balbona, Managing Director, Tax – Global Mobility Services, KPMG

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5033967967One of the best ways to enhance your career, according to KPMG’s Leann Balbona, is to speak up. “It’s important not only to demonstrate you can do a good job, but you have to tell people, too. Managers can’t read your mind, so you have to let them know what you’re interested in for the next step in your career progression,” she said, adding that otherwise, they might not know if you are ready or willing to move to a position that might be a perfect fit. “Tell them that if they see an opportunity for x or y, you’d like to be kept in mind.”

That has been key to the ascension Balbona has achieved in her career, which she describes as both interesting and rewarding. Currently a Managing Director with KPMG’s equity tax practice, she has traveled around the world and worked in five different countries on projects. “The ability to be creative has always been important to me because of my natural curiosity so it’s been wonderful to have had so many opportunities.”

One of those opportunities that helped shape her career was being asked 15 years ago to be a team lead on an important IT projectto help build a web application from the ground up. Web technology was just emerging, and this role offered the chance to learn more about using this new technology to automate international tax processes and assignment management. After developing the application, she was able to spend three years on the road, traveling throughout Asia, Europe and North America to meet with corporate clients and discuss how they could use it to enhance their businesses and better manage mobile employee populations. To this day, some of KPMG’s largest clients, as well as the internal KPMG teams, use this technology to manage their mobility programs and deliver services.

Now, as Balbona is one of the leaders in the rapidly growing Global Incentive Compensation Services, a business in KPMG’s Global Mobility Services Tax practice, she finds it particularly rewarding to build a team, create efficient processes and deliver a service offering that truly helps clients become more tax compliant in delivery of equity awards to their employees around the world.

A great way to give back is to serve on boards.Balbona has served as a leader of KPMG’s New York office’s Network of Women for five years. This leadership experience with one of the firm’s largest offices helped position her for her current role as a board member of the Global Equity Organization (GEO), a non-profit trade organization.In this position, she helps guide the organization, which serves the equity industry from an educational and trade perspective on best practices and industry trends. “The current regulatory pressure and enhanced emphasis on corporate governance means that companies must be ever vigilant and focused on mitigating risk, especially since the mobile workforce can create unintended liabilities and multiple tax obligations. It’s more important than ever to proactively address and properly report tax obligations in an efficient manner to avoid unplanned costs for the company,” she says.

Advice for Early Careerists

Balbona’s experience underscores that “Big Four” firms are a great place to start and build a career, with their emphasis on a strong foundation in accounting, tax and advisory with a focus on both classroom and on-the -job training and advancement. There’s also a high potential for challenging and unique assignments including international assignments or projects, which are important opportunities to take advantage of early in a career. “The skills you learn at a Big Four firm will pay dividends throughout your career.”

She also believes that while mentors are important, sponsors play an even more vital role as you move up the chain. “I can’t emphasize the impact of having someone watching out for you, offering opportunities and championing you when you are not in the room.”

Building a strong network is key and it doesn’t happen without effort. Balbona urges professionals to build personal contacts by getting out of the office for lunch, coffee or networking events. “Others are more willing to help you if they know you on a personal level,” she says.

A Progressive Work Force

Over the years, Balbona has seen an evolution in policies and perspective that has increasingly led to the retention of high-performing men and women. She has seen that achieving work/life balance is increasingly important to all professionals. “Here in the 21st century, where technology has allowed so much more flexibility in our industry for alternative work arrangements, such as working remotely, I don’t feel as though there are gender-based issues.”

Despite these advances, Balbona sees the value of women’s networks after spending five years leading the chapter in the New York office. “It was a great way to give back to the organization and mentor our women professionals while developing programs to help them become better leaders,” she said, adding that she was able to meet people she otherwise wouldn’t have met, who have served important roles over the course of her career.

While there, she helped pilot and roll out a program that is already having an impact on retention. Intended to help younger professionals manage their career and life choices, it provides a framework for evaluating their progress and then setting actionable goals and priorities.

She also recently completed a one-year program at the Executive Leadership Institute for senior women, which was led by an external coaching firm and attended by both KPMG partners and managing directors, as well as those from equivalent levels from other companies. She found that mix provided an interesting perspective and the skills she learned have already enhanced her leadership.

At Home and Around the World

Close to home, Balbona supports Harlem RBI and YWCA and enjoys walking her dog in Central Park. She also loves traveling with her husband and meeting people in other cultures around the world. “Journeys come in all shapes and sizes, and you can learn from all of them, whether you’re at home or abroad.”

By Cathie Ericson

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Voice of Experience: Sinead Strain, Managing Director, Goldman Sachs

Sinead StrainRecently Sinead Strain, who heads Goldman Sachs’ fixed income, currencies and commodities (FICC) technology, had the opportunity to share her career trajectory with young women who were visiting the firm as part of the Girls Who Code initiative.

“It’s vital that our industry shows girls the diversity of roles on offer, and lets them see how technology skills can open the door to virtually any industry,” says Strain. “There’s a wide spectrum of opportunities, and learning about tech gives girls the foundational skills they need to succeed wherever they decide to go. It’s a skill that’s transferable.”

For Strain, it’s important to make it clear to women entering the industry that their choice isn’t to stay in or opt out, but rather that they can always try something new.

And that’s what has kept Strain moving up the ladder in her career. After graduating from Dublin City University, she participated in a work placement with Microsoft in Dublin. The rewarding experience taught her a variety of lessons, but one would impact her career path: she realized that she wanted to pursue her tech career in a business-facing technology role.

Strain began pursuing roles in financial services and has spent 21 years in the industry with two firms. Her first stint was at JP Morgan, and for the past 10 years she has worked at Goldman Sachs.

A career defining moment came in 2008 when Strain was named global head of FX trading and sales technology. This appointment occurred only a few weeks before the collapse of Lehman Brothers. Strain describes the experience as “baptism by fire. I literally jumped into the deep end, and it was one of those pivotal times where you have to accelerate your learning and call on the skills that you have acquired over the years.”

In 2014 Strain was named head of FICC technology. Strain acknowledges that this role was an exciting move, as she now oversees technology for the entire FICC division. Reflecting on her career, Strain names this promotion as one of the achievements she’s most proud of, and highlights the opportunities this position affords: “I love the diversity of the role and the opportunity to partner and build relationships across the firm.”

No two days are the same, as Strain balances working with her teams to drive business growth, leveraging platform solutions to support internal and external clients, and managing a diverse technology stack while investing and developing technical talent.

Her Role in the Evolving World of Tech

Strain is acutely aware of the rapid changes in tech, the disruptive nature of technology in the world at large and how financial firms have evolved by keeping up with the latest trends. She notes that Goldman Sachs leadership often refers to the firm as a technology company because of its innovation in finding technological solutions to drive growth. She cites a new platform called Marquee which will offer external clients access to its in-house tools that analyze markets and manage risk.
Fostering adoption of strategic platforms to enable the FICC business is both rewarding and progressive, says Strain. “The rate of change from a technology perspective is unprecedented and presents an exciting time to embrace and leverage these changes to enable our business and our clients.”
Similarly, this can be seen more broadly across the financial industry. “The innovative culture of startups has led to the growing dominance of FinTech and has led to the creation of disruptive technology that has influenced Wall Street,” Strain says.

The Challenge To Retain Women

Having just returned from the 2015 Grace Hopper Celebration of Women in Computing, through the Anita Borg Institute, Strain says that much of the discussion at the conference surrounded retaining and promoting women in the industry. Where the focus had been on building a talent pipeline, she says that now companies need to provide an equal platform to retain women and increase the percentage of senior female role models. “We need up-and-coming women to say, ‘I want to stay in,’ because they see more senior women who have conquered the challenges, whether around work-life balance or just feeling different in the industry, who can provide the encouragement they need not to opt out.”

Strain notes that being interviewed by two senior women at Goldman Sachs was a key differentiator for her. “I knew I was coming into the right culture and that’s what I want for others,” she says.

She stresses that the positive effect female mentors have had on her career inspires her to continue to support initiatives such as Girls Who Code, where she can share the story of her own career journey to high school girls interested in technology.

Strain has always been active in Goldman Sachs’ Women in Tech network and currently is a global sponsor for the program, stressing that this type of network allows women to bolster their skills. Strain champions programs such as Leadership Development and Geek Speak, which helps women find their voice to talk openly and confidently about their tech accomplishments and develop leadership skills.

Strain also has represented Goldman Sachs on the steering committee of ABI.NY, the New York chapter of the Anita Borg Institute, since its inception two years ago. The chapter is focused on building a community of female technologists in New York City.

An avid traveler, Strain developed a passion for wildlife early on, having grown up with a father who loved wildlife.She loves to travel to places like Africa, including a recent trip to Botswana – “the more remote, the better,” she says. “I love the chance to be disconnected from the world and immerse myself in an experience that’s so different from my day-to-day life

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Voice Of Experience: Mary McDowell, Global Technology Executive and Independent Board Director, Nokia

Mary McDowallFor Mary McDowell, the secret to a fulfilling career is finding a work environment that works for you. “You’re going to work a lot, and work hard. Make sure you choose a career path that you are passionate about and that you’re working with people who bring out your best. You are going to spend a lot of time with them and the more you like them, the better your experience will be. Life is too short to work with jerks.”

McDowell’s entire career has been in the technology industry, where she first grew her expertise in product management, then held division president positions at global companies. Over the years, she has been able to build a lasting legacy, which is the achievement she is most proud of today — creating enduring product franchises. As an example, she cites her experience with Compaq, which she joinedright out of school, as part of the team that developed the first Intel-based servers. It subsequently grew into a multi-billion dollar business that she ran, and though the company no longer exists, the product line lives on.

For the past two years McDowell has focused on corporate board work. Currently she is involved with a UK-based exhibition and media company called UBM and two tech companies that are carving out new space: Autodesk is revolutionizing how people design great stuff and Bazaarvoice is pioneering how the voice of the consumer is heard by brands.
“Over the course of my career, the chain of how you listen to the consumer to make effective product decisions fundamentally changed,” she says. “Earlier in my career we’d watch focus groups through one-way mirrors and get these little cards that people would fill out telling us how they liked our products, and we would go through and note the salient comments. Now there are millions of points of consumer data you can use to make decisions and the bigger issue is how you distill it down to what’s important.”

She notes that her career has taken her through exciting technological changes – she began as part of the PC and mobile revolution and now she is enmeshed in the next waves of the tech revolution, which will include 3D printing, martech and the “Internet of things.” “There’s a whole new wave of advances in process and it’s exciting to be part of it,” she says.

Negotiating for Success

McDowell has seen that women need to have the confidence to advocate for themselves. Recently she was meeting with a college senior whom she’s mentoring, who was relating an exciting and lucrative job offer she had received. However, not long after accepting it, she spoke with a male colleague who had received a similar offer and negotiated it even higher. The student’s remark that the offer had been so good she hadn’t even thought to negotiate resonated with McDowell, who shares a similar story. After a merger, the human resources department had come to her with a six-figure raise that she had immediately accepted, elated. But now, she muses, “How much money did I possibly leave on the table all those years?”

McDowell sees that this mindset can start early, citing the behavior she’s seen in trick or treaters. “In my neighborhood we get lots (over a thousand!) of kids on Halloween. I’ve noticed that the girls will accept the candy politely (even if it is something they really don’t like) while boys might ask if they can have more, or a different kind.”

Career Advice that Works – Whether You Are Just Starting Out or More Seasoned

Some of the first advice McDowell received was to get to the office before the boss does and stay until they’re gone. “That sage advice is actually disastrous when you work in tech,” she says. “It’s an environment where you could work constantly, unless you prioritize your time and your life. What you deliver and how you add value to an organization are far more valuable than hours on the clock. You have to focus on what really matters and let the small stuff go.”
But she also learned lots of valuable lessons along the way, including that you have to put yourself forward and accept some of the less structured opportunitess and challenges. “Being more open to risk is very salient for women. I was fortunate to work with some great guys who guided me that waiting for your good performance to get noticed for the big promotion doesn’t work. You have to raise your hand.

McDowell mentions that when she and her peers began their careers, they were just behind the first wave of women pioneers. “They were tough because they had fought to break through some very challenging environments,” she says. “I believe that’s where the stereotype of tough women comes from, butI see less and less of this. What I see now is lots more collaboration and engaging to help other women succeed. And all that stuff your mom said about being nice to people — it’s not a quid pro quo but it does lay the right foundation for your whole career.”

Outside the Office

McDowell is an active member of the Committee of 200 (C200), a professional women’s organization that attracts the world’s most successful women entrepreneurs and corporate innovators. She initially joined the group when she lived in London and continues her collaboration today in New York, specifically enjoying the networking and the work they do reaching out to women in university and mentoring entrepreneurs.
Her husband is CEO of the National Kidney Foundation and a transplant recipient himself so she also promotes the cause whenever she can. Her other well-rounded interests including travel, reading and singing in a choir.

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Voice of Experience: Lori Fellela, Senior Director, TIAA-CREF

I’ll take it.

Lori FellelaThis simple, but powerful phrase has been the mantra of Lori Fellela, senior director at TIAA-CREF. “I’ve been fortunate throughout my career to have leaders who’ve given me feedback and the opportunity to take on more challenges, and part of that is because I have been the person who has stepped up and said ‘I’ll take it.’ It’s crucial to raise your hand and volunteer for the projects no one else wants, to get yourself outside of your comfort zone – that is how you’ll get to your next role,” says Fellela.

Fellela started her career — literally learning by doing — when at the New York Daily News, she was responsible for installing and configuring PC components. “Not only did I learn a lot about PCs, hardware and software, I also got a lot of insight into what not to do, since my manager did not hold back on providing pointed feedback,” she says.

After that, in a software development role at PepsiCo, Fellela worked with a talented management team. It was in this role that she realized software development was not the best fit — interacting with a keyboard all day drained her energy. She subsequently moved to a project management role, where she led an initiative to bring in the company’s first major database platform. She soon relocated to New England and signed on with Fidelity Investments.

Hired to provide production support for a niche piece of software, after six weeks Fellela concluded the role was not challenging enough. She walked into her manager’s office and told him the work required wasn’t a full-time job. Her manager offered her the role of managing the UNIX team – something that was outside of her general comfort zone.Recognizing her capabilities, attitude and expressed willingness to take on additional responsibility, her manager continued to offer her challenging opportunities to build her leadership skills. For example, when she learned that the firm had one year to replace an old piece of software, a project that no one else wanted to take on, she volunteered.

“That’s how you make a name for yourself, by doing something no one else wants to do. This approach has been a consistent theme for me, and something I credit for the trajectory of my career.”

The project ended up being highly successful, which cemented her importance to the team, a
cohesive group of four with whom she still stays in touch.

After 16 years at Fidelity, Fellela relocated to Charlotte to work for TIAA-CREF where she says she again has a wonderful manager who gives her plenty of leeway. “You have to show that you have confidence in your own decisions,” she says.

Technology at the Forefront

In her current role as executive infrastructure manager, Fellela has responsibility for end user technology for the firm. She is proud of the work she is doing and the team that she has built. “My bench of direct reports is very strong. They have had a huge, positive impact on how the employees of TIAA-CREF do their jobs, and ultimately service our clients.”

One aspect of the job that she is most excited about right now is the conversations that they are having about what the user experience needs to be. Concepts being discussed include how users leverage elements like social collaboration in the business place, and what physical devices they will want to use in the future. The goal is to drive flexibility in choice for the end users, while still maintaining best practices in security — which she acknowledges can be a dichotomy. “The common thread is around figuring out where our end users will want to be in a few years, and helping to get them there in a secure way.”

The Value of Networking

When TIAA-CREF wanted to launch a women’s council last year, Fellela again raised her hand to say “I’ll take it.” She came up with the out-of-the-box idea to host a “Food Truck Rodeo” event to provide information [and snacks] while getting volunteers to sign up for council activities – an event which received great reviews.

Fellela recommends that women take advantage of mentoring and networking programs not only by attending events such as the Rodeo, but also by volunteering to be part of the teams that make them happen. These opportunities offer employees the chance to raise their visibility because others can see you in action. This also helps one establish and expand on their firm-wide network. “I have made wonderful connections that otherwise wouldn’t have been possible without a reason to meet and work with these women outside of my day-to-day routine.”

She credits her current manager with helping her see the importance of developing a network. As a “master of relationships,” he gave her some wise advice: it’s important to know someone before you ask them for something or they ask you. She has since made it her mission to get out there and meet people and has seen a huge pay-off.

As a tool in the arsenal of networking, Fellela recommends people arm themselves with three questions to ask to start conversations; though she cautions that it shouldn’t be about what you need from them, but what you can do for them. However, she adds that it’s perfectly ok not to be an expert and for other people to know that. “I wish I’d had the self-confidence to ask people to explain things,” she recollects. “It’s important to learn to ask for information or help without concern for appearing weak.”

Family Ties

Outside the office, Fellela, a self-described gym enthusiast, says she loves to work out and is a weight lifting coach on the weekends. Her 22-year-old daughter has started enjoying it as well. “The whole coaching aspect is fun,” she says. “I work with a lot of women in the gym, providing technical coaching and encouragement, and I see how getting stronger really helps boost their confidence. They are all great — they just need to hear it.”

Her 26 year-old-son is a professional chef, and her daughter is finishing up her undergraduate degree in physical therapy and is planning to attend grad school. Her husband, an officer in the National Guard, is currently stationed in Kosovo.

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Voice of Experience: Alaina Percival, CEO, Women Who Code

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Alaina Percival“When you see someone doing a great job, applaud her,” advises Alaina Percival, the CEO of Women Who Code. “It’s more difficult for women to talk about their career successes, but if you don’t, no one will know to recruit you, ask you to speak at their conference or invite you to be on their board. Being able to publicly discuss your career success is crucial to advancement.”

Percival knows from experience the importance of shining a light on your strengths. She began her career in the footwear industry with a job at Puma running their niche products division, which included collaborating with designers and overseeing any major projects that weren’t shoe related.

While there, she learned an important skill – having to secure deliverables from people who were far senior to her in the organization. That dynamic meant that she couldn’t tell them what to do, so she had to figure out how to make them want to do it. “It was a skill that has translated well to my current role, since Women who Code is a volunteer-driven organization,” Percival says. “We can’t tell people what they have to do, we have to inspire them to want to work toward its missions.”

After Puma, she decided to return to school to earn her MBA and then went to a small women’s performance shoe company as corporate brand manager for women-specific volleyball and basketball shoes. Her major challenge there was helping the niche company compete with brands like Nike, only without their resources.

From Footwear to Tech

Eventually, she decided to move on from footwear, and begin to consider cities where she’d like to live. She chose San Francisco because of its many opportunities in the tech industry. “It was a struggle because I’d always worked with footwear, but I felt like I needed to switch gears and start over and find my path.”

She started consulting with tech companies and then became engulfed with Women Who Code, just as it was getting started. After teaching herself how to code, she began organizing events and finding sponsors; she found that her background in community development lent itself well to scaling and it became a passion project for her. At the time, she was working for a startup, and then when it got acquired by Yahoo, it provide the opportunity to bring Women Who Code into her next day job, where she was running the charitable arm of Riviera Partners.

“I was working with a lot of engineering executives, but fewer than 5 percent of them were women. I saw the experiences and opportunities they had and started bringing those into Women Who Code’s programs. That is where Women Who Code’s mission of inspiring women excel in their careers was formed and how I knew we could make a difference.”

Within a few months, she had filed for non-profit status and a trademark and built out a budget, and then realized that in nights and weekends, she was essentially running a huge organization that deserved the opportunity to shine. She decided to leave her day job and focus exclusively on Women Who Code.

Making a Difference Through Women Who Code

And that is the achievement she is most proud of so far: the impact Women Who Code is having on the careers of its leaders in the tech industry – their careers are ascending with awards, board appointments, press mentions and invitations to speak at conferences.

“The most exciting part is that the Women Who Code leaders whom we are helping empower are women who are dedicated to seeing other women excel. Their influence will impact the industry exponentially,” Percival says.

Looking at the industry as a whole, she sees that Women Who Code holds an important role in the landscape: already, they are seeing the benefits of reaching out to women and girls to showcase technology careers. Although they have made huge strides in attracting talented women to the field, they are still leaving at too high of a rate. “The conversation now needs to be about creating a better place for women in the industry and helping them navigate their career path. When women do enter the industry, there are not enough role models and they don’t see women well represented at the individual contributor level.”

The group has a weekly publication called Code Review that highlights everyday career successes of women – whether they have won an award, landed a new job or promotion or launched a new product. “We want to champion these women and create the feeling that it’s normal to share your successes, since it can be harder for women.”

Advice for Young Women: Code

According to Percival, all industries are becoming “technology industries,” whether it’s finance or footwear, so increasingly future executives will be those who have a background and understanding of technology. She herself wishes she had learned to code earlier and she urges women to learn the basics, by even taking one coding class. “In areas where women are underrepresented, the issue will only be exacerbated as we see top jobs going to those with a background in tech. It is essential they learn skills like coding as early as possible.”

In addition, she advises women to always set goals, whether they are clear on what they want to do or not. “Lay out that goal and work toward it; you can always change your mind later,” she says. And she underscores the importance of building a network authentically. “Approaching networking as relationship building is key, because then those people become more than just contacts: they become friends and your allies whether you need help in two weeks or two years.”

How Companies Can Win In the Talent Quest

She also believes that companies have a responsibility in the drive to bring more women into the field, and she advises them to really spend time thinking through how they can attract and retain women.

One key area is to make sure they are paying women fairly. She recommends companies analyze salaries and make changes if there are discrepancies that are gender-related. “If there’s an across-the-board percentage of people getting paid less, it’s expensive not to balance that out,” she says. Otherwise, companies will lose out on the women in the last 15 years of their career when they can provide the most value to the company and act as role models and mentors.

“You can’t afford to lose them when they’re the most experienced.”

By Cathie Ericson

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Voice Of Experience: Pam Dunsky, Managing Director, Client Services Technology at TIAA-CREF

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Pamela Dunsky“In today’s business of constantly adapting to keep pace with the rapid growth of digital technology you have to stay centered to be successful on this dynamic journey called a career. With all of the different twists that you encounter over the course of your career, there’s a lot that can throw you off track,” says Pam Dunsky, Managing Director at TIAA-CREF.

Dunsky knows that keeping centered in thoughts, energy and mood is an important discipline to find both in work and in day to day life.While for some this may be achieved through yoga, meditation, the gym, or music, for her being centered has come through her training in martial arts. Dunsky elaborates, “Tying together my personal passion, with my business life, has allowed me to use my training to keep perspective and balance dealing with it all— both personally and professionally.”

Trained in martial arts for more than 20 years, Dunsky travels regularly to Japan, and she and her husband own their own school where she teaches and trains. She enjoys the physical aspects but also the discipline and value of lifelong learning. Dunsky sees many parallels between martial arts and the business world, and uses that thinking to strategize and help others navigate the day.

Starting Out Strong

Prior to delving into the martial arts, Dunsky graduated from the University of Dayton with a degree in computer science. This led to her first position as an intern with Mead Data Central (now LexisNexis). The company was such a good fit that she worked there three different times as it grew from 300 employees to 4500, and alternated stints with AT&T in the interim – flexibility was crucial at that time as her husband completed medical school.

Dunsky had a well-rounded early career, moving across all technology delivery groups with positions including: development, project management, management of software delivery, applied research, infrastructure and data systems. Additionally, she acquired experience in a diverse set of industries including electronic publishing, telecommunications and financial services. Landing in financial services with Fidelity Investments in 2001, Dunsky joined TIAA-CREF in 2011 because she loved the firm’s values, and its commitment to its clients’ financial well-being to and through retirement.

Overseeing a Transformation

Since joining TIAA-CREF, Dunsky has taken on a challenging role as a transformative leader, and was recently promoted to the IT Leadership team. With over 800 staff members in her organization, she is excited about spearheading the expansive efforts to transform the firm’s operating model in the retirement space. “We are making great progress with this effort.Transformation requires a focus on customers and a strong collaboration between business and IT when it comes to envisioning, planning, designing and executing the type of changes that impact across the entire organization.Change is hard and it takes leadership at many levels every day to make it happen,” she says.

Dunsky has been focusing on process leadership, change management and agile delivery models.She recognizes that this is a constant learning process, but knows that collaboration, strategic thinking and pragmatic customer-centric actions will keep her team on the right path. What we need to deliver through technology is rapidly changing, but so are the ways we work.And women have unique and very effective skills to bring to many of the emerging models.

Advice from the Top

Dunsky does not shy away from a change or challenge at work, nor does she overlook the importance of building networks and having coaches and mentors. “Over the course of time you get a full appreciation of the importance of a diverse network and building relationships with people from whom you can gain continual support and dialogue over a long career.”

She urges women not to sell themselves short, but to always be ready and prepared to go after opportunities, even before they arise. “While you may not be clear on what’s the next best step, being open to lots of possibilities and in dialogue with leaders around the organization to make sure your talents, contributions and interests are known really helps,” she says. “The best opportunities come from people making the connection to you when they hear of projects or positions that make them think of you, but they have to know you and know your capability and brand for that to happen.”

Women Make it Happen

Smart companies embrace women in technology, believes Dunsky. “We bring valuable, diverse perspectives. We are highly organized. We are able to lead, collaborate and deliver in all aspects of design and execution.”

Dunsky has been involved in TIAA-CREF’s IT women’s network, as well as in its Women’s Employee Resource Group (ERG), for which she is starting a new chapter in New Jersey. Both organizations have shown the ability to drive tremendous engagement and forward the development of women in business and technology. Dunsky also devotes significant time to mentoring and coaching other women in the organization. She recently participated in the kickoff event for a group mentoring program to share experiences and to encourage other women to join take advantage of mentoring opportunities.

“We have to continue to find and leverage talented women in technology. The number of women coming into IT from universities has been declining, but there are more diverse roles in and around technology in the digital age than ever before.IT has been a tremendous career opportunity with challenging work and extremely bright and capable colleagues.

“Lean In discussions over the past few years have done a lot to reenergize the conversation of women — for clarifying their ambitions and seeing all the opportunities around them.We have so much to offer to the company and to each other in our unique journeys and that is one of the things I love about my work every day,” Dunsky says.

For growth of women in technology to continue, she sees a serious need to engage with schools and support programs to encourage technology as a possibility for young women.Young women are often entrepreneurial, confident and not afraid to try new things.Helping them get their start can be rewarding for both parties.

Dunsky is optimistic about the opportunities for both young females, and herself, in the evolving world of technology.

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Voice of Experience: Leah Guggenheimer, Director at Burford Capital

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Leah Guggenheimer“You can always recover from being wrong if you have enough of a track record of overall success, but you can’t recover from no track record at all,” says Leah Guggenheimer, a director at Burford Capital. She recommends that professionals get outside of their heads and jump into discussions, believing that if you do it often enough, you’ll have enough opportunities to be right that it won’t matter if you miss occasionally.

This viewpoint has been honed over the many career paths that Guggenheimer has taken as a master of reinvention. “My unusual career path might appear random, but there actually was a method in place,” she says.“I curated each job to build on my proven skill sets and find new experiences.”

Guggenheimer began her career as an attorney, where she represented plaintiffs in employment and consumer fraud class actions – work that she eventually found tedious, due to the slow pace with which anything was accomplished. She wanted to transition to a new career, and with the realization that it was up to her to explain her transferrable skills, she was able to parlay marketing work she’d done on her firm’s website into a position in marketing and business development at a 100-person intellectual property firm.

Her aptitude became clear as she worked on a large technology and business transformation project, which put her on a career path in business process and operations management. Subsequent positions introduced her to all aspects of change management, from learning how to assess a business from top to bottom, to managing people and performance, budgets and profitability.
Those skills allowed her to open her own consulting practice, specializing in what she calls “punchy consulting projects” designed for a quick burst of operational growth. “It’s rewarding to come in and be the objective outsider, helping businesses grow by showing them what they can build on and how they can change.”

It all came together in her current role, which bridges both her legal background and her investment operations expertise. Burford Capital is a global finance and professional services firm focused on law, investing in commercial litigation assets via expense funding, monetizing of contingency arrangements, securitized debt facilities linked to legal claims, litigation-related insurance and judgment enforcement.After six years of rapid growth, Burford Capital needed someone who really understood both operations and complex litigation to help them grow and scale their business processes, and Guggenheimer had the perfect background to take on the challenge.

Make Your Own Way

Guggenheimer’s career trajectory is proof of the wide variety of professional paths that can be pursued for a rewarding career. “I would advise people to first figure out their strengths and what they like to do and then look for jobs that leverage those capabilities. Don’t get caught up on job titles or prestige,” she said. “Your core capabilities should dictate how you design your career.”

She also advises women not to feel pigeonholed: their skills are likely transferrable and they become even more professionally attractive by evolving their expertise. She herself was nervous when considering leaving law, but asked herself what was the worst that could happen. “If I didn’t succeed, I still would have learned something useful, and with every skill you develop, it’s that much easier to shape the roles that fit you and offer what you need to be challenged and interested.”

Stick With It

Guggenheimer’s career has been spent exclusively in law and finance, traditionally male-dominated industries. One barrier for women she has frequently seen is that they don’t have the confidence to speak out. Studies suggest that whereas a man only needs to feel 10 percent confident in what he is saying, a woman might need 80 percent confidence.

“This becomes a major issue in an industry where confidence in the face of risk is crucial to success. It’s imperative that women cultivate the confidence to believe in their inner voice.”

Recently Guggenheimer attended a roundtable for professional women with young children, some of whom were lamenting the difficulty of sustaining challenging careers and wondering if they should scale back. Her advice to anyone feeling like they want to quit is to stay with it a little longer. “You’re going to feel overwhelmed at first. But what feels insurmountable at first blush will get that much easier as you establish systems and routines.”

Over the years she has developed a core group of women to help support her own career, called “Ladies who Sup,” a nod to the fact that they were working so couldn’t have lunches together. The community was formed around where she lives, in New Rochelle, N.Y., rather than where she works. “It was a gift to have this community of working women who lived in my neighborhood and could provide the resources and community support we all needed,” she says. “Meeting for dinner was a great way to network and build friend relationships with others who shared the challenges of being working moms.”

Guggenheimer has a passion for travel, a bug she caught during a gap year after college and before law school when she backpacked around Asia. She loves to hike and SCUBA dive, preferring places where she can go off the beaten path to really get away and unplug. Her love of other cultures is evident in her philanthropic pursuits as well: for the last five years, she has volunteered for AFS, a leader in educational exchange programs for high school students, as a liaison as well as a host family for an exchange student from Thailand.

“The world is wide and is meant to be explored.”

By Cathie Ericson

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Voice of Experience: Kristen Garry, Tax partner at Shearman & Sterling LLP

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Kristen GarryKristen Garry will always remember the advice she received while interviewing for an associate position at Shearman & Sterling LLP.

“Do something you enjoy because you’re going to be spending a lot of time at it, and do it with a group of people that you’ll enjoy being with,” advised a firm partner.

Today, Garry, a tax partner in Shearman & Sterling’s Washington, D.C. office, is still enjoying her work and her time with fellow lawyers at the firm and her clients.

Unlike many successful professionals who take a bit of time to find their way, Garry’s path to becoming a tax partner was more of a straight line:She majored in government in her undergraduate studies at Cornell University, with an eye on law school, and gained exposure to the tax field before choosing NYU’s law school, top-ranked for tax, where she subsequently earned her LL.M. in Taxation.

After clerking for Judge James Halpern in the U.S. Tax Court, she decided to stay in Washington, D.C. and join Shearman & Sterling at a time when there were no women in the tax department in D.C. – though she was soon joined by another. She became a partner in 2008, an achievement she is particularly proud of since the firm has been such a perfect fit for her.

Always a New Challenge

Garry concentrates on both transactional and planning work, helping clients with IRS audits and appeals as well as with matters at the U.S. Tax Court. She recently had a victory on a highly technical issue where auditors had proposed significant adjustments – to the tune of hundreds of millions of dollars – and she and her team were able to prove to the IRS that the client was 100 percent correct on the law.

On a policy front, the team is busy advising clients, including helping to interpret sparse IRS guidance in certain areas that continue to present challenging situations to clients.There is always ambiguity in the law, and tax law is no exception.As a result, the firm’s clients – both in the U.S. and globally – often struggle with tax rules that might be old or outdated and look to Garry and her colleagues for guidance.“You want to be able to offer your clients some level of comfort in a scenario that’s not cookie cutter, especially with respect to financial products,” she says.

Earning the Recognition You Deserve

Garry advises young women who are starting out to remember that they often need to advocate for themselves.“It took me a while to realize it was OK to self-promote.I would know that I had done a great job, but then I realized I had to advocate for myself.You can’t always let your actions speak for themselves,” she says.

And, she emphasizes that careers are more apt to flourish when women are doing what they enjoy, whether it’s through a practice group or industry focus. “You won’t work as hard if you’re not enjoying it,” she says, “and if you’re only putting in the bare minimum, you’re not going to be as successful.”

Maintaining a Pipeline for Women

Since there are few women in tax at Shearman & Sterling and, generally speaking, in law, Garry has appreciated an outside informal tax study group where tax professionals meet to discuss financial products.“It’s an interesting group of men and women from both law and accounting firms,” she says.“It’s encouraging to see other women who have succeeded in the tax field.”

Garry has noticed that the numbers of women in senior leadership positions in law seem to dwindle as they climb the career ladder.“I look around and wonder why we aren’t better represented,” she says.She notes that while law school classes are roughly half women, only about 20 percent of partners in big law are women.She encourages her peers to join her in letting women associates know that it is possible and there is a path to partner if they want it.

At Shearman & Sterling, she has been active in the firm’s women’s inclusion network – WISER (Women’s Initiative for Success, Excellence and Retention) – since it formed nine years ago.Garry has also played an integral role in the Women Partners’ Initiative, which has steadily gained momentum over the past few years.At the firm’s annual partners retreat, for example, the Women Partners’ Initiative has evolved from a fledgling add-on session to become its own event as a mainstay of the larger partner gathering.

Two years ago the women partners held their first separate formal business session to define key objectives where the group could accomplish the most positive change.Now the program includes sessions focused on business development initiatives to learn more about each other’s practices, which creates the opportunity for cross selling and referrals.At the last meeting this past January, noted leadership expert Dr. Arin Reeves of Nextions discussed unconscious bias.Her presentation, which was open to both men and women partners, focused on how to be aware of the issue and overcome it when it comes into play.Garry is currently working on securing another compelling speaker for the upcoming meeting, which will take place in January in Florida.

Away from the office, Garry has found golf to be a wonderful way to unwind – and also an important outlet for networking. She first started playing when a tax client she represented was invited to a golf outing hosted by Shearman & Sterling.

“I did so much work for and with this client that I realized it was important to go, and I didn’t want to sit on the sidelines,” she says, adding that was the spark that first led her to pursue the game.

As she has gotten more adept at the game, she finds it to be a good way to relax and spend time outdoors.“Golf offers a great way to spend time with clients,” she says. “But social and business benefits aside, I am competitive and always want to improve.As all golfers like to say, I’m getting better!”

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Voice of Experience: Laura Martinez, PwC US Assurance Diversity Leader

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Laura MartinezOne of the best pieces of advice that PwC Partner Laura Martinez heard early on has carried throughout her career: how important it is to engage with as many people as possible. “Early in your career those people are peers, managers, mentors and coaches, and you need to build relationships and be open to their coaching and guidance,” she says. “You’d be surprised how many people are willing to help you if you just reach out.”

Martinez has spent 25 years at PwC, specializing in serving registered investment companies, investment partnerships, hedge funds and private investment advisors. Most recently she served as the San Francisco Financial Services market team leader. When she first started her career there, becoming a partner wasn’t yet on her radar. “I’ve had great mentors during my whole career, and as my seniority has increased, so have my goals. When I first started, most of my mentors were managers and senior managers, but as they became partners, I was able to hear more about that track and my interest developed.”

Named partner in 2004, she credits that as her most important professional achievement, but adds that now she has the opportunity to help support others through the process, which she finds extremely rewarding. She encourages senior women never to underestimate the important role of serving as a mentor and support for younger women.

Diversity Always a Focus

Involved in diversity initiatives from the beginning of her career, Martinez was recently named as the diversity leader for PWCs US Assurance practice, the largest audit and risk assurance practice in the United States. She’s proud of this new role where she can devote time to thinking about diversity inclusion and how she can help shape and lead diversity initiatives. “It’s key to engage all levels in the firm, from our partners down to our youngest professionals, to get them interested and involved in driving sustainable impact.”

She sees her role in talent management and cultivating a diverse workforce at all levels as vital to the firm’s overall strategy, as well as being an area in which she and PwC can provide guidance to clients who are also dealing with similar issues.

Reminiscent of her advice to build a network is her belief that it should include people who are not exactly like you. “We often search for mentors who are just like us or what we think we want to be, but that means we can miss out on learning from some great individuals who may appear to be very different,” she says. “That’s the beauty of a diverse and inclusive work force – valuing the differences will make you a better professional.”

Women as Part of Diversity Initiatives

Martinez is proud of PwC’s culture that supports women and diverse professionals and helps them succeed.

In fact, she believes that some of the challenges women face are about trade-offs. “Every professional has to make sacrifices, but women have a harder time reconciling those choices,” she says. “We struggle with them and place a bigger burden on ourselves, especially when women explore having a family and a meaningful career,” Martinez says, adding that women can overthink opportunities and worry about failure and the impact of our trade-offs first.

And that’s why she encourages women to realize that they have limitless opportunities and they must be fearless about looking for them and taking advantage of resources firms offer to help them develop the skills and the network that will further a career. Whether women are at a junior or senior level, she sees that there is always an opportunity to grow and improve.

She attributes much of her success to the fact that she has always taken advantage of the resources offered, including those for gender and ethnic diversity, which have enhanced her skills and helped her develop into a better professional.

Over the years she has seen the offerings evolve to be more relevant to women’s needs as they also evolve, mirroring the changes in Corporate America through Lean In initiatives and other conversations about developing more diverse and female leaders, as well as gender equality. “We’re highly focused now on sponsorship, enabling early career success and career flexibility, all the while working to come to a better understanding for why such a gap exists among women leaders in Corporate America.”

She cites the “He for She campaign,” which supports PwC’s drive to not only be visible out in the marketplace but encourages people internally to support these causes.

Multi-Tasking in Her Free Time

To make the most of her off hours, Martinez participates in hobbies she enjoys that her whole family can do together – whether it’s golf, movies or travel.

Philanthropy is important to her – she has led PwC’s national recruiting efforts at her alma mater, University of California at Berkeley. And, even in her charitable endeavors she does double duty. “I love to partner on community service efforts with my team and my clients,” she says. “I can engage with my colleagues while giving back to the community and having a whole lot of fun in the process.”

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